Multipliers Book Quiz Questions
Posted on by admin
Views
Appreciate being invited Share the results of 2 years of research and the central idea behind a book that we’re working on Share a core message about a type of leader that we call a MULTIPLIER and why these leaders go beyond just being geniuses themselves – they create genius all around them. They are a type of leader that everything and everyone gets better and smarter in their presence. Introduce myself & my partner Greg. Start with the genesis for the book and the idea – a simple observation about 2 types of leaders. Define what we call the multiplier effect. Who are multipliers and what impact do they have on organizations Lay out the 5 practices of the Multiplier – what distinguishes them as leaders Outline some of the business and organizational implications of multiplier leadership. 17 years at Oracle 15.5 in a management role 10 years in VP or executive role Opportunity to work with Oracle’s senior executive team very closely. Some of what they have in common: highly intelligent and driven. ALL really smart, but I began to notice that they used their smarts in different ways. THE OBSERVATION I saw how this effected other people. I watched some people excel under some leaders, but those same people would often cowar and shrink around others. I also noticed how this impacted me. I often wondered: Why was I so capable and smart around Ray Lane but like a stammering idiot around some of the others. The observation stuck with me after I left Oracle 4 years ago to start a company that teaches leadership to executives and senior leadership teams. Exploring this idea really became my post-Oracle therapy. We all know everyone needs a little therapy coming out of Oracle. This question and this book became mine! First phase of the therapy was trying to explain this idea to my clients that I was coaching I tried to explain a type of leader who created viral intelligence. They used their intelligence to infect an orgaizaiton –the org becomes smarter. One client remarked: Oh, I get it, these people are like intelligence amplifiers. I later morphed this into intelligence Multipliers. In trying to provide resources to my clients, I searched for anything I could read on this subject. Nothing. Decided to write something myself. Figured I better research it until I find the key to Intelligence Multiplication. Ask: What is Intelligence? How would you define it? Research Question: Same question, every day for about 2 years. Interviewed over 100 executives Across 4 continents Done both quantitative and qualitative assessment What would you predict? We found that intelligence Multipliers see, do and get very different things. Start with what they get. TURN IT TO GREG Ad Vinci and Agilent Assumption: IQ is genetically incoded, it is fixed Eric Turkheimer of the University of Virginia “Bad environments suppress children’s I.Q.’s.” Poor children adopted into upper-middle-class households, their I.Q.’s rise by 12 to 18 points (Source: New York Times, How to Raise Our I.Q ., Nicholas D. Kristof, APRIL 15, 2009) Create safety Extend challenges Attract talent Debate decisions Instill accountability GREG: Example: Lutz Ziob, Microsoft Liz: Matt McCauley, Gymboree Took Reigns of Gymboree as CEO at 33 years old $790 million retailer of children’s clothing & education centers Matt was a pole vaulter. Could hit 18 feet and set the bar there. Always set a higher bar at 20 feet. Started in inventory management. Developed models for optimizing profit through inventory control. Took over at President, the product was rejuvinated, but the business operations were sloppy Earnings at 56 cents a share. Went to the Board – I think we can hit $1. Board laughed Went to management team. Explained his logic. Told them he had a “Mission Impossible” goal of $1. Asked each member of the team – what is your mission impossible. Asked each one to consider their ops and decide. Mgt team caught the enthusiasm of the high bar approach Mission impossible for every department/function inside the company. 1 year later, went to Wall Street, the board, and the company to announce they had achieved $1.19 Short celebration. Went to board. I think we can do $2. – rolled with laughter. Same process 1 year later -- $2.15 / share. One more time to board -- $3/share. 1 year later -- $2.67 2 years later -- $3.21 Over 1 billion and have doubled sales and grew earnings by 5X in the 4 years he led the company. What Matt did: He seeded an opportunity. He could see it and he helped everyone else to see it. Laid down the challenge. He gave them a specific goal. Asked everyone else to fill in the blank by coming up with their mission impossible. Generated belief. It was their goal. The collective will that ensued gave the organization the energy to believe it was possible and to not only achieve it, but to clear the bar with inches to spare. Attracts: Recruiting isn’t hard for Multipliers because talent finds them. Because everyone wants to work for a Multiplier. Everyone wants to be fully utilized, stretched and made better. Deploys: AT highest level of contribution. They find out what people can be great at and deploy them there. They use people at their highest level of intelligence. Liz: Strungmann Brothers, Founders of Hexel, sold to Novartis for $6 billion. HQ in a small village close to Munich. The hired people from the village. They get extraordinary results from very ordinary people. There was no hierarchy in their organization. No org charts. Jobs were created to fit the people and their strengths and interests. Ameba model -- Idea culture. People could assemble projects around ideas…as long as their was energy. Ursula was the assistant to a customer service manager. She had an idea for using the intranet to automate a workflow. She pitched the idea, assemble a team, secured some budget and presented the plan to the 2 owners. Key idea: Free flow of talent in the organization. It allowed people to work at their highest level of contribution. Interview: GM in nederlands. Skipole airport to interview 9 candidates. They spent about 3 minutes with most of the candidates and 3 hours with the final candidate. “We ask a couple of questions and if it isn’t a fit, we just don’t continue.” GREG: Lutz Ziab, Microsoft GREG: Larry Gelwix, Highland Rugby What does it mean to multiply intelligence? You get people’s very best thinking. Nothing is held back. You get people’s full effort (their full discretionary effort). Nothing is held back. People grow around you. They use more of their intellectual muscle. They actually get smarter. They grow their capability. smarter. People want to be utilized I had an interesting conversation with Tim Cook last year. COO and Acting CEO of Apple. Tim wants to grow sales. But he doesn’t want to add headcount. His sales executive has a linear model for growing headcount. You want X more sales, you need to add Y more heads. Simple. The two were talking a different language. The sales leader was speaking the language of addition. Tim was talking the language of multiplication. Its not about getting more with less. It is about getting more by using more. Some people develop multiplier capabilities as they mature and begin to see beyond themselves. But, this learning can be expedited. It can be taught and it can be learned. Extract more value out of the assets in your organization. Having a few key multipliers is powerful. Having a culture of multiplication is strategic advantage. Also, there may be undervalued assets in your company. In conclusion: Ask you what type of leader are you? What type of leader do you aspire to be? Read an interesting quote in Time Magazine’s 100 most influencial people. Bono describing George Clooney. He said: This is the essence of the Multiplier. Diminishers need to be the smartest person in the room. Mutlipliers turn you into the smartest person. Final question: The path of leadership is quite different and, in the end, yields very different results.
This report is based on the same 75 questions that make up the Multipliers 360 and provides a quick approximation of the ways you may be Multiplying or Diminishing the intelligence in the people around you. The report includes a net score (Multiplier behaviors minus Diminisher behaviors) across each of the five disciplines. Dec 24, 2017 - 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 the same – they might be getting only ½ of the true brainpower of their team. Find out if you might be accidentally diminishing your team by taking a. 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 the same – they might be getting only ½ of the true brainpower of their team. Find out if you might be accidentally diminishing your team by taking a short, free quiz. Continue below.
15,080
From Embeds
Number of Embeds
ActionsDownloads
Comments
Likes
Multipliers Book Review
Embeds 0