Multipliers: How the Best Leaders Make Everyone Smarter (36 page)

Chapter
: Becoming a Multiplier

Discussion Questions

• If you had to define one idea that is common across all five disciplines, what would it be?
  
• What discipline could you make the most progress on in the least amount of time?
  
• Is it feasible to focus on a single area of development for a year?
  
• Where is your weight on the metaphorical wire? (see Chapter 7)
  

Discussion Questions

• Of the various organizations you are part of (business, community, family), where could you implement the Multiplier approach with the greatest impact? Why?
  

If you’d like to lead a more structured event, you can download a full Multipliers Facilitator Guide at www.multipliersbook.com. Use it to bring Multiplier leadership into the conversation at your workplace!

FOREWORD BY STEPHEN R. COVEY

1. Peter F. Drucker,
Management Challenges of the 21st Century
(New York: Harper Business, 1999), 135.

CHAPTER 1: THE MULTIPLIER EFFECT

1. Bono, “The 2009 Time 100: The World’s Most Influential People,”
Time
, May 11, 2009.

2. Name of leader has been changed.

3. Name of the leader has been changed.

4. Research method and data available in Appendix A.

5. Carol Dweck,
Mindset
:
The New Psychology of Success
(New York: Random House, 2006).

6. Nicholas D. Kristof, “How to Raise Our I.Q.,”
New York Times
, April 16, 2009.

7. Ibid.; Richard E. Nisbett,
Intelligence and How to Get It
:
Why Schools and Cultures Count
(New York: W.W. Norton & Company, Inc., 2009).

8. Gary Hamel and C.K. Prahalad,
Competing for the Future
(Boston: Harvard Business School Press, 1994), 159.

9. Name of leader has been changed.

10. Carol Dweck,
Mindset
:
The New Psychology of Success
(New York: Random House, 2006), 6.

11. Ibid., 7.

12. Joel Stein, “George Clooney: The Last Movie Star,”
Time
, February 20, 2008.

CHAPTER 2: THE TALENT MAGNET

1. Name of the leader has been changed.

2. Carol Dweck,
Mindset
:
The New Psychology of Success
(New York: Random House, 2006).

3. Dina Kraft, “Israelis and Palestinians Launch Web Start-Up,”
New York Times
, May 29, 2008.

4. Jack and Suzy Welch, “How to Be a Talent Magnet,”
Business Week
, September 11, 2006.

CHAPTER 3: THE LIBERATOR

1. Name of leader has been changed.

2. Students scoring either “proficient” or “advanced” levels have increased from 82 to 98 percent. Students scoring “below basic” or “far below basic” levels have decreased from 9 to 2 percent.

3. Peter B. Stark and Jane S. Flaherty,
The Only Negotiating Guide You’ll Ever Need
(New York: Random House, 2003).

CHAPTER 4: THE CHALLENGER

1. Bill Vlasic, “Mapping a Global Plan for Car Charging Stations,”
New York Times
, February 8, 2009.

2. Ibid.

3. Alan Salzman, “The 2009 Time 100: The World’s Most Influential People,”
Time
, April 30, 2009.

4. Larry Huston and Nabil Sakkab, “Connect and Develop: Inside Procter & Gamble’s New Model for Innovation,”
Harvard Business Review
, March 2006.

5. Klaus Kneal, “America’s Most Powerful CEOs 40 and Under,” Forbes.com, January 14, 2009.

6. Interview with Riz Khan,
One on One
, Al Jazeera, broadcast January 19, 2008.

7. Noel Tichy,
The Leadership Engine
(New York: Harper Business, 1997), 244.

CHAPTER 5: THE DEBATE MAKER

1. Standing in the Rose Garden on Tuesday, April 18, 2006, amid pressure to remove Defense Secretary Donald Rumsfeld from his cabinet position, Mr. Bush described his approach to making decisions. He explained, “Don Rumsfeld is doing a fine job…I hear the voices, and I read the front page, and I know the speculation. But I’m the decider, and I decide what is best. And what’s best is for Don Rumsfeld to remain as the secretary of defense.”

2. Joe Klein, “The Blink Presidency,”
Time
, February 20, 2005.

3. Michael R. Gordon, “Troop ‘Surge’ Took Place Amid Doubt and Debate,”
New York Times
, August 30, 2008.

4. David Brooks, “The Analytic Mode,”
New York Times
, December 3, 2009

5. Quoted in Adam Bryant, “He Prizes Questions More Than Answers,”
New York Times
, October 24, 2009.

6. Ibid.

7. Shared Inquiry is a method of learning developed and taught by the Junior Great Books Foundation.

CHAPTER 6: THE INVESTOR

1. Nic Paget-Clarke, Interview in Ahmedabad, August 31, 2003,
In Motion
magazine.2. “The Big Picture” was developed by Catalyst Consulting.3. Based on our research survey on the leadership practices of Multipliers and Diminishers. See Appendix B.

CHAPTER 7: BECOMING A MULTIPLIER

1. John H. Zenger and Joseph Folkman,
The Extraordinary Leader
(New York: McGraw-Hill, 2002) 143–147.

2. Name of leader has been changed.

3. Name of leader has been changed.

4. Name of leader has been changed.

5. Piero Coppola,
Dix-sept ans de musique à Paris
:
1922–1939
(Lausanne: F. Rouge et Cie, 1944), 105.

6. Bono, “The 2009 Time 100: The World’s Most Influential People,”
Time
, May 11, 2009.

APPENDIX A: THE RESEARCH PROCESS

1. James C. Collins,
Good to Great
:
Why Some Companies Make the Leap—and Others Don’t
(New York: Harper Business, 2001) 7.

2. Shane Legg, and Marcus Hutter,
Technical Report
:
A Collection of Definitions of Intelligence
(Lugano, Switzerland: IDSIA, June 15, 2007).

3. Linda S. Gottfredson, “Mainstream Science on Intelligence: An Editorial with 52 Signatories, History, and Bibliography,”
Intelligence
, 24(1):13–23, 1997.

The pagination of this electronic edition does not match the edition from which it was created. To locate a specific passage, please use the search feature of your e-book reader.

accelerators

assumptions to start, 207–10, 215, 223

development strategy, 207

Multipliers becoming, 203–14

30-Day Multiplier Challenge, 210–14, 223

top off strength, 206

weakness, neutralizing, 206

work extremes, 203–7, 223

Accidental Diminisher, 29, 67, 241

acknowledging self as, 242

impact of single, 221

Multiplier and, 25–26, 199

realization of, 199

slippery slope of, 184

accountability, 22–23, 175–81

complete work expectation, 177–79, 193

giving back, 176–77

Multipliers demands, 168–69

natural consequences respected, 179–80, 193

of people, 175–81, 193

visible scoreboard, 180–81, 193

addition, logic of, 14–16

Advent International, 73, 235, 246

Affymetrix, 62, 147, 155, 231, 234

Afghanistan war, 138

Agassi, Shai, 97–99, 103, 104, 116, 119, 126, 246

Allen, David, x

Allred, Doug, 169

Amazon.com, 197, 231, 235

ameba model, 42–43

annual question, 216–17

Antartica expedition, 36

anxiety, 88.
See also
stress; tense leader

A
players, 37, 38, 39, 53, 58–59, 64

Apple Inc., 13, 17, 45, 79, 143, 195, 231, 235, 246

assumptions, 223

Challenger and, 109, 130

of Diminisher, 18, 20, 208–10, 221

of leaders, 20–21, 103–4

Multipliers and, 109, 130, 209–10

questions and, 109

starting with, 203, 207–10, 215

strategy and, 109

Atlanta Kitchen and Bath Show, 128

AT&T, 98

attraction, cycle of, 36–38, 39, 63

A-W-K, 178–79, 191

baby steps, of Challenger, 129, 130

Bachrach, Ernest, 73, 76, 246

Bain & Company, 33–34, 37, 235, 245

barriers, Talent Magnets removing, 52–56

behavior change, 237–38

belief generator, 118–21

co-create plan, 119, 130

helicopter down, 118–19, 130

laying out path, 119, 130

orchestrate early win, 119–21, 130

Benchmark Capital, 46

Bennion Center, University of Utah, 108, 128, 235, 247

best work, distinguished from outcomes, 83–84, 95

Better Place, 97–99, 104, 116, 126, 234, 246

Bhatt, Elaben, 165–67, 221, 247

The Big Picture exercise, 169–70, 254n2

Binet, Alfred, 44

Blink
(Gladwell), 137

“The Blink Presidency,” 137

blockers, 52–56, 64

Bloom Energy, 53–54, 84, 118, 173, 234, 246

blunders, 92–93

Boléro
(Ravel), 215

Bono, 1, 222

Booz Allen Hamilton, 171

Bossidy, Jack, 211–12

boundaries

ignoring, 45–46, 64

organizational, 45

Boys and Girls Club of the Peninsula, 114, 235, 247

Brandon, John, 79, 80, 246

Brigham Young University, 229

British Telecom, 101–2

Brooks, David, 138

Brown, Tim, 142–43, 247

burden, shifting of, 117–18

Bush, George W., 137, 254n1

bus trip, 128, 130

California Youth Soccer Association, 248

calmness, 70–71

Campbell, Bill, 44–45, 84, 195–98, 248

capability

logic of multiplication leaders on, 16–17

mindset and, 44

opportunities demanding, 49–51

career killers, 40

Carter, Jimmy, 129

Catalyst Consulting, 254n2

Center for the New Generation, 247

Challenger, 22, 23, 31, 97–130, 250

assumptions challenged by, 109, 130

becoming, 126–30

as belief generator, 118–21

bus trip of, 128, 130

curiosity, 126–27

Diminisher assumption, 210

Know-It-All v., 102–4, 130

laying down challenge, 111–18, 130

leading questions asked by, 127–28, 130

massive baby steps of, 129, 130

Multiplier assumption, 210

Multipliers as, 22, 23, 31, 103

need shown by, 108–9, 130

opportunities defined by, 124

practices of, 107–21, 130

problem solving of, 125

reframing problems, 109–11, 130

resource leverage achieved by, 124–26

seeding opportunity, 107–11, 130

starting point created by, 111, 130

stretching of, 129

challenges, 98

clearing bar, 113

concrete, extended, 114–16, 130

confidence from, 116

direction given, 118

growth through, 107

hard questions, 116–17, 130

intelligence increased by, 104

laying down, 111–18, 130

others filling in blanks, 117–18, 130

provocative, 129

raising bar, 112–13

tension created by, 111

Chambers, John, 169, 247

Chandra, Dinesh, 216

children, research on, 12–13.
See also
students

Choi, Jae, 159, 173, 247

Cisco, 169, 231, 235, 247

Claris, 196

Clarke, Michael, 174–75, 177, 247

classroom environment, 75–76

Clinton, Hillary, 137, 166

Clooney, George, 25, 245

co-create plan, 119, 130

collaborative working, 72

Collins, Jim, 230

Columbia University, 44

community building, of Multipliers, 217–18

compromise, 99

confidence, from challenges, 116

“Connect and Develop” (Huston & Sakkab), 110

connecting, people with opportunities, 49–51, 64

consequences, 179–80, 193

consistency, 80, 95

Conway, Craig, 80

Cook, Tim, 13, 143, 245

Cooper, Helene, 138

Cornell University, 114, 187

corporate hierarchy, 66–67

Covey, Stephen R., ix

creating space, 78–82, 95

listening-to-talking ratio, 79, 95, 196

releasing others by restraining self, 78–79, 95

credit givers, 57

credit takers, 57–58

criticism, 88

Crucial Confrontations
(Patterson), 178

Crucial Conversations
(Patterson), 178

curiosity, 126–27

cycles

of attraction, 36–38, 39, 63

of decline, 36, 38–41

of degeneration, 39–40

idle, 124, 125

learning, 86, 88

rapid, 125–26

rapid learning, 84–86, 95

Daewoo, 81, 246.
See also
GM Daewoo Auto and Technology

Dana, Jubin, 180, 248

data assembly, 143, 157, 158

Debate Maker, 22, 23, 31, 133–58, 205, 250

becoming, 155–58

best thinking required by, 145, 149, 158

data assembly, 143, 157, 158

decider v. team of rivals, 137–39

decision framing, 144–45, 158

Decision Makers v., 135–39, 158

decision-making process, 150–51, 158

demand rigor, 146–49, 158

Diminisher assumption, 210

discussion, dissent, and debate, 157

framing issue, 142–45, 158

hard questions of, 156–57, 158

Multiplier assumption, 210

Multipliers as, 22, 23, 31

participation, 157

practices of, 141–51, 158

question defining, 142–43

as resource leverage, 153–55

sound decisions driven by, 149–51, 158

sparking debate, 145–49

team formation, 143, 158

30-Day Multiplier Challenge of, 213

yin and yang of debates, 146–49

debates

Diminisher approach to, 152–53

discussion, dissent, and, 157

Dodgeville, 213

great, 145–46

shared inquiry, 155–56

sparking, 145–49

yin and yang of, 146–49

Decision Maker, 22, 23, 154

Debate Maker v., 135–39, 158

decisions

communicating rationale of, 151

Debate Makers, 144–45, 148–51, 158

debating, 22

of Diminisher, 133, 135–36, 141–42

forcing of Diminisher, 153

of Multipliers, 22, 136, 141–42

reclarifying process, 150–51

sound, 149–51, 158

decline, cycles of, 36, 38–41

degeneration, cycle of, 39–40

demands, 49–51

of Multipliers, 168–69

new, x

rigor, 146–49, 158

The Devil Wears Prada
, 68, 88

DeVito, Danny, 177

Dewey, John, 65

Diminisher, xii, xiii, 6, 7, 240, 242–43.
See also
Accidental Diminisher; Decision Maker; Empire Builder; Know-It-All; Micromanager; Tyrant

acquiring resources, 56–57

anxiety creating, 88

assumptions of, 18, 20, 208–10, 221

becoming Multiplier, 198–99

confessions of, 195–96

costliness of, 89

cycle of decline, 36, 38–41

debate approach of, 152–53

Debate Makers and assumption of, 210

decision forcing of, 153

as Decision Makers, 22, 23

decisions of, 133, 135–36, 141–42

defined, 230

dependent organizations of, 161

directional approach of, 121–23

dominating discussion, 153

dominating space, 87–88

as Empire Builder, 23

environment approach of, 87–89

execution approach of, 181–85

extracting potential, 11

firing, 238

high-cost, 15–16

idle cycles created by, 124, 125

Intel case study, 9–10

intelligence shut down by, 122–23

intelligence view of, 18, 31

Investor assumption of, 210

issue raising, 152

judging others, 87, 88–89

as Know-It-All, 22, 23, 101–3

knowledge gap of, 111

learning cycles of, 86, 88

Liberator assumption of, 210

listening of, 135–36

managing talent, 56–58

as Micromanager, 22–23

mind of, 18–19

Multipliers v., 31

path of, 90

pressure of, 87, 89–90

removing, 62

results of, 10–11

sense of humor of, 25

Talent Magnet assumption of, 210

telling people how to do jobs, 122–23

telling what they know, 121–22

testing what you know, 122

two conflicting approaches of, 87–89

as Tyrant, 22, 23

usefulness of, 239

waste of, 15

Diminisher-Multiplier model continuum, 155, 206–7, 208, 237

direction, 118, 121–23

discovery process, 107–11

discretionary effort, 48

Disraeli, Benjamin, 1, 30, 222

divide-and-conquer approach, 57

Dodgeville debate, 213

Dolan, Marcus, 163

double-dutch jump rope, 80

dream team, 51

DreamWorks Studios, 234

Drucker, Peter, xi, 97

duality, 76–77

Dweck, Carol, 12, 19, 44

eBay, 33, 35

efficiency, resource, 17

effort, discretionary, 48

Einstein, Albert, 219

The Elders World Council, 221, 247

elitism, 18

Ellison, Larry, 105, 107, 172

emotional intelligence, 44

Empire Builder, 21, 23, 36, 59

acquiring resources, 56–57

as career killers, 40

as credit takers, 57–58

hogging limelight, 58

people put in boxes by, 57

talent languished by, 57–58

Talent Magnet v., 35, 36–41, 64

energizing stretch, 113–14

energy investment, renewable, 213–14

enlightened leadership, 240

Enslin, Robert, 70, 80, 246

enthusiasm, 48

La Entrada Middle School, 75

environment

anxiety creating in, 88

classroom, 75–76