Are you an Accidental Diminisher?

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Is it possible that, despite good intentions, you’ve been accidentally diminishing the people on your team?

Take 5 minutes to find out now.

This quiz is related to the book Multipliers, where you’ll find research and vivid examples focused on the ways in which Multipliers and Diminishers operate within business and organizations.

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1.

Scenario 1 of 10

You see your role as protecting your employees from distraction and negative influences and people in the broader organization. You act as a buffer and focus on removing obstacles and barriers for them.

SCALE: To what extent does this describe you:

 
 
 
 
 

Question 1 of 10

2.

Scenario 2 of 10

You are respectful of organization boundaries and hierarchy. When you need to staff a project, you generally turn to the people who work directly for you or the people with the most seniority.

SCALE: To what extent does this describe you:

 
 
 
 
 

Question 2 of 10

3.

Scenario 3 of 10

You’ve got the gift of gab – You’re passionate and articulate and can consume a lot of space in a meeting.

SCALE: To what extent does this describe you:

 
 
 
 
 

Question 3 of 10

4.

Scenario 4 of 10

You feel like people are at their best when they are on edge, a bit agitated in fact. You believe pressure creates performance and the more pressure you put on someone the more likely they are to work hard, concentrate, and perform at their best.

SCALE: To what extent does this describe you:

 
 
 
 
 

Question 4 of 10

5.

Scenario 5 of 10

You are a big thinker and lay out a compelling vision of the future that you evangelize to those around you.

SCALE: To what extent does this describe you:

 
 
 
 
 

Question 5 of 10

6.

Scenario 6 of 10

Your mind races with ideas and is a fountain of innovation. You come up with ideas for new strategies or products and are continually spouting new ideas for your team to toss around and play with.

SCALE: To what extent does this describe you:

 
 
 
 
 

Question 6 of 10

7.

Scenario 7 of 10

You know that people feel included when they can offer their opinion and have their voice heard. So, you make a point of asking people for their ideas, but you typically have already made up your mind or invite this inclusion when the stakes are small. On the decisions that matter most, you tend to make the decisions yourself or with a small inner circle of trusted advisors.

SCALE: To what extent does this describe you:

 
 
 
 
 

Question 7 of 10

8.

Scenario 8 of 10

You react quickly when problems or opportunities surface by making rapid decisions that keep the organization moving ahead.

SCALE: To what extent does this describe you:

 
 
 
 
 

Question 8 of 10

9.

Scenario 9 of 10

When you see people failing, you jump in to rescue them or the project in order to help them avert failure and get on the path of success.

SCALE: To what extent does this describe you:

 
 
 
 
 

Question 9 of 10

10.

Scenario 10 of 10

As the leader, you set the pace and the standard for delivering high-quality work. You make a point of working hard and delivering top notch results, so others can learn from your example.

SCALE: To what extent does this describe you:

 
 
 
 
 

Question 10 of 10


 

 

In our research, we were surprised to discover how few Diminishers understood the restrictive impact they were having on others. Most had moved into management having been praised for their personal, and often intellectual, merit. They had assumed their role as boss was to have the answers. Others, once had the mind of a Multiplier, but after working among Diminishers for so long, they had gone native. Accidental or not, the impact on the team is same – they might be getting only ½ of the true brainpower of their team.