Maybe its not by hiring more people; maybe its developing better managers—managers who deeply utilize the intelligence and talent of their teams. Check out Liz Wiseman’s blog posted on Harvard Business Review which argues that too many organizations are out grocery shopping for new talent instead of opening the refrigerator door to see what’s already there. Find out how one group in Salesforce.com created the equivalent of 25 new headcount by better utilizing their existing team.
Posts Tagged: Multiplier
In a recent Multipliers seminar, an executive team contemplated the ways that they might be shutting down the work of smart, capable people, despite their very best intentions. I was particularly struck by Alberto’s story.
Several years ago Alberto was a senior manager in a country operation in the European commercial division of a major pharmaceutical company. His team was involved in an important, complicated business deal and the intricacies needed to be documented. This deal fell in Alberto’s area of responsibility, so his boss Steve charged him with constructing the important letter.
Alberto carefully drafted the letter capturing critical … Read the rest
Which of the five Multiplier disciplines do corporate managers struggle with the most? After several months of assessing management teams across a number of companies (and industries), we found the lowest scores and the most challenging of the five Multiplier disciplines is consistently The Challenger!
Why? It seems most of us aren’t asking people to do the hard stuff.
The Reluctant Challenger. We might think our people are already juggling complex demands or we might sense they are overworked. But, most staff will actually claim that, despite being busy, they are really underutilized. They desperately want more challenge in … Read the rest
It was almost a year ago that I finished writing the acknowledgements for Multipliers, sent it off to Harper Business and checked it off my list of things to do. Those acknowledgements reflect our deep gratitude for the myriads of people who contributed time and talent to produce Multipliers.
But, our work to get the Multipliers message out into the world continues to be fueled and accelerated by the contributions of friends, colleagues, readers, and influential thought leaders who have generously amplified the message. As tomorrow is Thanksgiving in the U.S., allow me to pause and express gratitude for those … Read the rest
People often wonder if they are Accidental Diminishers. But, have you ever wondered if you might be an Accidental Multiplier—a leader who pushes out ownership and thinking to their team, because they can no longer do it all themselves.
One such leader is Dave Havelek, VP of Investor Relations for Salesforce.com. Dave is smart and driven, often working from 7AM-Midnight—and beyond. He is also a self-declared “super-stressed, super-opinionated” leader.
In his last meeting with his team before leaving for a five-day offsite, he ran out of time. He got through the first four items, but number five was critical: How … Read the rest
“Can a Diminisher really become a Multiplier?” This is, perhaps, the most common question we hear – in workshops, at speeches, and even on mysterious inquiries on our website.
Accidental Diminisher Seeking Reform. Several weeks ago we got a short, mysterious inquiry regarding executive coaching on the Wiseman Group website. It simply said, “Accidental Diminisher seeking recovery and reform” and gave contact information. Of course, I couldn’t resist calling to hear the story behind an inquiry so brief it appeared meant for transmission via Morse code or as a personal ad in the newspaper.
“Going out” as a Multiplier… Read the rest
Can poor farmers in China make better decisions about how to spend the government budget than the experts and elected officials? Can collective intelligence actually outperform the individual intelligence of an elite group of experts?
Setting Policy from the Bottom. In the September 13, 2010 edition of Time Magazine [http://www.time.com/time/politics/article/0,8599,2015481,00.html], Joe Klein writes a brilliant column illustrating how leaders can tap into the intelligence of their constituents to make the highest stakes decisions with powerful results. This process has roots in the Kleroterion, an ancient Athenian practice of randomly selecting citizens to make the major decisions for … Read the rest
I know of a Stanford professor who is a brilliant thinker and renowned researcher. The unintended consequence is that he is so busy publishing papers, books and blogs that he has a tendency to overlook the brilliance in his students. Specifically, his PhD candidates confess to having no face time with their highly regarded academic advisor. He is so focused on building his own academic empire that he isn’t available to build the careers of the people around him.
Never Turn Away a Question. Contrast this with the late Rajeev Motwani, a professor of Computer Science at Stanford University. … Read the rest
It is fascinating when two people have a shared experience that they remember so differently. Thus was the dinner conversation with my old Oracle colleague Chris Pirie who is now a General Manager at Microsoft. Although the org chart at the time showed him working for me, I always felt lucky to work with Chris. He is intelligent, innovative, visionary, with a hysterical self-depreciating wit. We recounted two very different perspectives on the days following 9/11, but it was a Multiplier moment for both of us.
Stuck in NY on 9/11. I was driving to SFO to get on … Read the rest
Multiplier Fest or Feast? Last week, when the Wiseman Group held our Multipliers Executive Briefing, it was a real “Multiplier Fest.” We had 4 of the Multipliers from the book on an executive panel, and, we have 2 additional Multipliers join us in the audience. The insights flowing from the panel were non-stop. As one participant put it, “That was a real FEAST!”
An Eye for Multipliers. One of the panel members was Tom Friel, former CEO and Chairman of the Board at Heidrick & Struggles who was known for creating an environment there that was both open and… Read the rest