Liz Wiseman is a former senior executive at the Oracle Corporation, where she ran their Oracle University. There, she became interested in leadership development and has, since leaving and setting up her own business, taken up a research-based approach. Her research into why some leaders seem to get the best from the people around them, while others equally shut down contributions, led to the powerful idea of Multipliers and Diminishers, and two best-selling books.
Very short biography
Liz Wiseman was born and grew up in the San Francisco Bay area. She attended Brigham Young University, studying Business Management and getting her bachelors degree in 1986, followed by a master’s degree in Organizational Behaviour, in 1988. From there, she joined Oracle, where she stayed for 17 years, becoming a Vice President with responsibility for leading the Oracle University.
Wiseman left Oracle in 2005, to found her own leadership consulting business. She is currently president of The Wiseman Group (formerly known as Mindshare Learning). She cites CK Prahalad as her career mentor.
She has written three books, most notably Multipliers: How the Best Leaders Make Everyone Smarter (2010 – with Greg McKeown), which was followed in 2013 by The Multiplier Effect: Tapping the Genius Inside Our Schools. Her most recent book, Rookie Smarts: Why Learning Beats Knowing in the New Game of Work (2014), introduces another interesting new idea about leadership.
The Multiplier Effect
Wiseman’s big idea, which she researched with British consultant Greg McKeown, is that some leaders seem to get vastly more from the people around them than others. She calls them Multipliers. She made this observation while at Oracle and then researched just what it is that they do differently from otherwise equally intelligent leaders, who seem to suppress the contributions of others. She calls those Diminishers.
Multipliers are able to access the intelligence of the people around them and somehow grow that intellect, making them feel (and maybe become) smarter still. They ask questions and make challenges in much the same way as Bernard Bass referred to in one of his four dimensions of Transformational Leadership: Intellectual Stimulation. They seem to see more capabilities than other leaders and therefore make bigger asks of people.
By multiplying the intelligence of your people, Multipliers have a disproportionately positive effect on your business. They can harness under-utilised capacity of busy but bored people, by expecting more and giving them the opportunity to deliver it.
Wiseman identifies five characteristics of Multipliers, and six skills that allow those characteristics to blossom.
Multipliers are Talent Magnets
This is almost the definition of a Multiplier. They seek out and attract people with ideas and talent, and draw their genius from them.
Multipliers are Liberators
They create the kinds of environments that free people up to do their best work and contribute their most innovative and critical thinking.
Multipliers are Challengers
They are able to define a challenge or opportunity and set people the responsibility to excel themselves and meet it. This way, they get the very best from their people.
Multipliers are Debate Makers
They can drive sound decision-making by creating rigorous evaluation and thorough debate. They encourage people to apply all their intellect fearlessly by caring more about the quality of discussion, than about personal gain or loss – we all win when we make a good choice together.
Multipliers are Investors
They invest in other people’s development and growth, and allow people to feel ownership for their careers and the results they achieve.
The Six Skills
The six skills that Wiseman teaches are:
- Asking questions that spark innovation and intelligence
- Creating debate that drives the best decisions
- Identifying and utilizing genius in others
- Creating space for others to think and contribute
- Transferring ownership and accountability for results
- Generating learning from mistakes
It is worth briefly discussing Wiseman’s other big idea, captured in her 2014 book, Rookie Smarts: Why Learning Beats Knowing in the New Game of Work. Even more so than her Multiplier Effect, this reminds us powerfully of the work of Carol Dweck on Growth Mindset.
The idea behind Rookie Smarts is simple: new people in an organisation bring a freshness and energy with them. They question the absurd and want to change things because , as an outsider, they have no allegiance to the ways of the past.
Long-serving leaders, on the other hand, easily get trapped into a mindset of ‘that’s the way we do things around here’ , and consequently lose their passion for change and drive to innovate.
What Wiseman advocates is that we ignite our curiosity, fire-up our energy, and become Perpetual Rookies. She says that:
‘Learning beats knowing’
and in so doing, she echoes precisely the principle of the Growth Mindset.
Liz Wiseman in her own words
The 2-minute intro…
And a longer 16 minute talk…