the multipliers seminar

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A Summary of some of the findings from the last two year\'s of research with Liz Wiseman

TRANSCRIPT

  • About Us

    Liz Wiseman MindshareMindshare Learning Systems teaches leadership to executives across the globe ranging from Silicon Valley startups to US/European multi-nationals to the top companies in India.

    Greg McKeown Mindshare

  • Overview The ObservationThe 5 Multiplier DisciplinesThe ImplicationsThe Multiplier Effect

  • The Observation

  • Observation

    Some leaders managed to make everyone else around them smarter.yetOther leaders seem to drain intelligence and capability out of people.

  • Post Oracle Therapy Intelligence MultipliersViral IntelligenceIntelligence AmplifiersCoaching ExecutivesSearching for Answers

  • Two Types of LeadersDiminishers leaders who diminish the intelligence in the people around themMultipliers leaders who amplify or multiply the intelligence in the people around them

  • ResearchIntelligence:The ability to solve complex problems, adapt to new environments, learn new skills and accomplish difficult tasks.

    Research question:What are the vital few differences between intelligence Diminishers and intelligence Multipliers?

  • Research ProcessMultipliersMultipliersSuccessful

    ProfessionalsMultipliersNominateSelect for in-depth Analysis Leadership Survey Interview AnalysisGather DataColleagueColleagueColleagueColleagueColleagueColleagueMultipliersMultipliersMultipliersDiminishersColleagueColleagueColleagueDiminishersGather 360 Interview DataAnalyze DataBuild ModelChoose examples

  • What are the vital few differences between intelligence Diminishers and intelligence Multipliers?

  • The Multiplier Effect

  • What Multipliers GetMultipliers create genius. People actually get smarter around them.

    Multipliers leverage their resources better. They receive 2X more capability and productivity from the employees.2X

  • Multipliers hold very different assumptions. Intelligence grows through engagementThe collective is smarter than the individualPeople want to be fully utilizedWhat Multipliers See

  • What Multipliers DoMultipliers are hard-edged managers. They expect great work and drive people to achieve extraordinary results.

    While Multipliers do some of the same things as Diminishers, they do 5 things very differently.

  • The Tale of Two Plant ManagersGeorgeRudolph

  • The 5 Multiplier Disciplines

  • The 5 Multiplier Disciplines

  • DiminisherMultiplier1The Tyrant Creates a climate of fear and judgment that has a chilling effect on peoples thinking and workThe Liberator Creates a climate of safety and freedom that both invites and demands peoples best thinking and work

  • DiminisherMultiplier1The Tyrant Creates a climate of fear and judgment that has a chilling effect on peoples thinking and workThe Liberator Creates a climate of safety and freedom that both invites and demands peoples best thinking and work2The Know-It-All Gives directives that show how much they knowThe ChallengerDefines an opportunity that cause people to stretch

  • DiminisherMultiplier1The Tyrant Creates a climate of fear and judgment that has a chilling effect on peoples thinking and workThe Liberator Creates a climate of safety and freedom that both invites and demands peoples best thinking and work2The Know-It-All Gives directives that show how much they knowThe ChallengerDefines an opportunity that cause people to stretch3The Empire BuilderHordes resources and underutilizes talentThe Talent MagnetAttracts and deploys talent at its highest point of contribution

  • DiminisherMultiplier1The Tyrant Creates a climate of fear and judgment that has a chilling effect on peoples thinking and workThe Liberator Creates a climate of safety and freedom that both invites and demands peoples best thinking and work2The Know-It-All Gives directives that show how much they knowThe ChallengerDefines an opportunity that cause people to stretch3The Empire BuilderHordes resources and underutilizes talentThe Talent MagnetAttracts and deploys talent at its highest point of contribution4The Decision Maker Makes centralized, abrupt decisions that confuse the organizationThe Debate MakerDrives sound decisions through rigorous debate

  • DiminisherMultiplier1The Tyrant Creates a climate of fear and judgment that has a chilling effect on peoples thinking and workThe Liberator Creates a climate of safety and freedom that both invites and demands peoples best thinking and work2The Know-It-All Gives directives that show how much they knowThe ChallengerDefines an opportunity that cause people to stretch3The Empire BuilderHordes resources and underutilizes talentThe Talent MagnetAttracts and deploys talent at its highest point of contribution4The Decision Maker Makes centralized, abrupt decisions that confuse the organizationThe Debate MakerDrives sound decisions through rigorous debate5The MicromanagerDrives results through direct management and accountabilityThe InvestorDelivers extraordinary results again and again without direct management

  • The Implications

  • To Leaders at all Levels:

    You can multiply the intelligence and capability of your people by leading with the 5 disciplines of the Multiplier.

  • To the CFO:

    Multipliers can create competitive advantage for your organization through better resource leverage.

    Instead of adding resources to support your growth or challenges, your leaders can extract and multiply the intelligence that already exists in your organization.

  • To the HR Leader:

    You can both hire for and build multiplier capabilities in your organization.

  • To the CEO:

    You can create value in your business by hiring and promoting Multipliers and by building a Multiplier culture.

    Intelligence Multipliers may be currently an undervalued asset in your company because the market has typically placed greater value on raw intelligence.

  • It has been said that after meeting with the great British Prime Minister William Ewart Gladstone, you left feeling he was the smartest person in the world, but after meeting with his rival Benjamin Disraeli, you left thinking you were the smartest person.

    Bono on George Clooney, Time Magazine, The Time 100: The World's Most Influential People, May 11, 2009

  • Do you want to be a Genius?

  • Resources

  • ResourcesGet our blog & weekly tipsemail to mckeown.greg@gmail.com

    Review a chapter email to mckeown.greg@gmail.com

    3) Wait for the book

    The Multipliers: Why Some Leaders Create Genius Everywhereby Liz Wiseman and Greg McKeownSpring 2010 Harper Business

  • About Us

    Liz Wiseman is the President of Mindshare Learning Systems, where she coaches executives, teaches leadership workshops and facilitates Leaders Forums for her clients. She worked at Oracle Corporation for 17 years as the Vice President of Oracle University and Vice President of Worldwide Human Resource development. In this capacity, she was responsible for strategy and execution of corporate talent management globally, and designed and led the Leaders Forum process with the executive team and the top leaders globally. She has spent her career both as an executive, leading global education organizations, and as a coach to executives and leadership teams. Liz holds a B.S. in Business Management and a Master of Organizational Behavior both from Brigham Young University.

    Greg McKeown is a Partner at Mindshare Learning Systems, where he coaches executives and leads the seminar, workshop, and assessment practice. He has worked previously in Heidrick and Struggles global leadership practice where he completed scores of assessments for top executives in Silicon Valley. He was a member of the executive team at Prosper, Inc. and helped grow that business from $5 million to $50 million in two years. Greg regularly leads forums for leadership teams to resolve their most critical business challenges. Greg holds a B.S. in Journalism and an MBA from Stanford University.

    Mindshare Learning Systems teaches leadership to executives across the globe ranging from Silicon Valley startups to US/European multi-nationals to the top companies in India.

  • Appreciate being invited

    Share the results of 2 years of research and the central idea behind a book that were 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 Oracle15.5 in a management role10 years in VP or executive roleOpportunity to work with Oracles 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

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