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  • 1

    INTRODUCTION

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  • 2

    INTRODUCTION

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  • 3

    THE ART OF THE QUESTION

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    THE ART OF THE QUESTION

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  • ! Copyright 2013 The Wiseman Group. All Rights Reserved.

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    M ulti p li e r M i nd s e t:

    They want to learn from the people around them and

    understand.

    M ulti p li e r P ra c ti c es :

    1. Find out what the other person knows. Have a

    point of view or opinion, but bring it into the

    conversation

    by virtue of the types of questions you ask.

    2. Go all the way and only ask questions!

    Think of it in terms of hours, not minutes.

    ! Leading questions: Lead someone toward a specific outcome

    ! Guiding questions: Help another see what you can see

    ! Discovery questions: Create an idea or solution together

    ! Challenge questions: Surface and question prevailing assumptions

    C a ve a t : If you are worried that someone might

    freak out or feel interrogated, tell them at the

    outset that you are taking a different role in the

    meeting and will be asking questions to better

    understand their point of view.

    T h e P rom i s e :

    Something will shift for you. You will likely find

    out that people know more and are more

    capable than youve previously seen.

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    Wed love to hear about your successes with this Multiplier Experiment. Visit MultiplierEffectBook.com to share your

    story.

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  • ! Copyright 2013 The Wiseman Group. All Rights Reserved.

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    M u lt ip l ie r M in d se t :

    Everyone is brilliant at something.

    M u lt ip l ie r Pr ac t ice s :

    For individuals:

    1. Identify it: the things that this person does natively. Ask:

    What do they do better than anything else they do? What do they do better than the people around them? What do they do easily (without effort or even awareness)? What do they do freely (without being asked or being paid)?

    2. Label it: Give their native genius a short name (e.g., Synthesizing complex ideas or Building bridges or Identifying root causes) Test

    your hypothesis with the persons colleagues and with the person. Refine it until it captures their genius.

    3. Work it: Identify roles or tasks that will utilize and extend this persons genius. Go beyond formal jobs and identify ad hoc roles.

    Have a conversation with the individual and allow them to identify the best ways to utilize their genius.

    A cro ss a n e n ti re t ea m :

    1. Define the concept of native genius (see above)

    2. Ask each person to identify the native genius of each colleague

    3. Bring the group together

    4. Focus on one individual at a time

    a. Have each team member describe that persons native genius

    b. Ask the person to offer their own perspective

    c. Discuss ways to best utilize this persons genius

    Ca v ea t :

    You might find it easier to identify and name your own genius before asking others to do it.

    Th e P rom i se :

    Finding someones native genius is the key that unlocks discretionary effort. When you tap into native genius people go beyond what is required

    and offer their full intelligence. When a team understands the native genius of each member, they collaborate more readily and easily.

  • ! Copyright 2013 The Wiseman Group. All Rights Reserved.

    ! mu lti pli er !"#$"%&'"()*! (+,-!).-!/-0123!Use this worksheet to plan and reflect on your Multiplier Experiments.

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