In this episode, I unpack the lessons from “Multipliers” by Liz Wiseman.
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Full Transcript:
This book began with a simple observation. There’s more intelligence inside our organizations than we are using. It led to the idea that there was a type of leader, those I came to call multipliers, who saw, used, and grew the intelligence of others, while other leaders, whom I labeled diminishers, shut down the smarts of those around them. I’m Mickey Mellen. This is Stacking Knowledge, and that was a bit from Liz Wiseman’s book, Multipliers. So we’re going to get into the multipliers versus diminishers, which is kind of the point of this book, and see what that looks like. So she’ll start with the multiplier effect.
The very first thing she talks about she calls the problem with genius. Among other things she says quote, some leaders seem to drain intelligence and capability out of the people around them. They’re focused on their own intelligence and they’re resolved to be the smartest person in the room, had a diminishing effect on everyone. And then later they talked about how perhaps these leaders understood the person sitting at the apex of intelligence hierarchy is the genius maker, not the genius. So you kind of both sides there. You have the diminisher that thinks of the smartest person and the multiplier that is going to create the smartest people, draw the best out of the people around them.
They say further, the multiplier effect, they multipliers get more from their people because they are leaders who look beyond their own genius and focus their energy on extracting and extending the genius of others. And then she’ll get into one of her many lists in this book. This first list here is the five disciplines of the multiplier. So five things that multipliers do well. If you want to be a multiplier, these are kind of what happens. The five things are attracting and optimizing talent, creating intensity that requires best thinking, extending challenges, debating decisions, and instilling ownership and accountability. So.
Attracting optimizing talent, I think is straightforward enough, but they say in here, yeah, people flock to work with multipliers because they know they will grow and be successful. The diminisher is an empire builder who acquires resources and waste them. So when you have great talent, really talent will leave multipliers more often because they grow so much better. You know, I’ve talked about before with like college football coaches, the best coaches of all time. You can see the legacy of other coaches they’ve created that have gone on to do great things and even beat them at times, but it makes it better for everyone.
whereas diminisher’s can just kind of hoard everything for themselves and just kind of waste that genius and not do well. So the multiplier is a talent magnet who utilizes and increases everyone’s genius. The second one, creating intensity that requires best thinking. The diminisher is a tyrant who creates a stressful environment. The multiplier is a liberator who creates a safe environment that fosters bold thinking. The third one here for the disciplines of the multiplier is extending challenges. The diminisher is a know-it-all who gives directives. The multiplier is a challenger who defines opportunities.
Debating decisions, this is interesting when you hear, diminisher are decision makers who try to sell their decisions to others. Multipliers are debate makers who generate real buy-in. Multipliers are debate makers. So you wanna have debate, because again, if you’re surrounding yourself with brilliant people, you want to their input and take their ideas and often use them. And so it’s a big difference there about how you debate decisions. And then instilling ownership and accountability is the fifth one in this list. The diminisher is a micromanager who jumps in and out. The multiplier is an investor who gives others ownership and full accountability.
The five disciplines, attracting, optimizing talent, creating intensity that requires best thinking, extending challenges, debating decisions, and instilling ownership and accountability. ⁓ Other ⁓ aspects of multipliers, they have a hard edge. They talk about how they look into people and find capabilities so they want to access all of it and utilize people to their fullest. They see a lot, so they expect a lot. And multipliers aren’t just feel-good people. They’re people who are to work you hard, but work you fair.
And diminisher is going to work you hard in micromanage. Your multiplier is going to expect a lot out of you. You’re awesome and they’re going to make you be even awesomer. They’re going to expect a lot of that. They don’t play small. They have a great sense of humor. And then they talk about accidental diminisher at the end of the first chapter. And this is one that stood out to me a lot. says, perhaps one of our biggest surprises was realizing how few diminishers understood the restrictive impact they were having on others. And just the idea of accidental diminisher, I think, is probably most diminishers.
I don’t think there’s leaders out there that say, I wish I’m not a multiplier, I’m a diminisher, that’s what I am. No, they all think they’re multipliers, but there’s things you can do inadvertently to become a diminisher, and we’ll talk more about that as we get in. So digging into the talent magnet, they start with a quote from Woodrow Wilson that says, I not only use all the brains that I have, but all that I can borrow. And that’s a multiplier right there, using brains you can borrow, getting the best of other people. Again, a diminisher is gonna think they’re the smartest person, and here are the people that are just gonna do my bidding.
But multiplier is going say, no, no, these are smart people. I’m going to use their brains. I not only use all the brains that I have, but all that I can borrow. They talk about the famous Ernest Shackleton advertisement he put just trying to attract people because he was a multiplier. He put an advertisement in the Times in London, which was amazing. Here’s what he put in the ad. He said, quote, men wanted for hazardous journey, small wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful, honor and recognition in case of success.
That’s brutal, it’s something, it stands out. People were attracted to that and hundreds of men applied to join that. It was awesome. But again, because these are multiple, he’s wanting to get the best out of people but expect the best out of people. So he says, in the book here, Liz talks about the four practices of talent management. She says to look for talent everywhere, find people’s native genius, utilize people to the fullest, and then remove the blockers. And so kind of unpacking those a little bit, you have look for talent everywhere.
you know, always look beyond your own backyard, appreciate all types of genius, ignore boundaries, like always just be looking for where that talent might be. Look for people’s native genius. She says here, she says quote, by native genius, I mean something even more specific than a strength or skill that might be highly rated on 360 degree leadership assessment. A native genius or talent is something people do not only exceptionally well, but absolutely naturally. They do it easily without extra effort and freely without condition. So what is the native genius in people?
and how can you access that to make it work for you? They say utilize people to their fullest. I love the little quote here. She said they were talking about ⁓ a camp leader. I’ll read the whole quote here. Marguerite then makes it clear to each person why she’s been selected for that role. So Marguerite’s the leader talking to the staff. ⁓ Goes on in the quote here. She not only notices their talent, she labels it for them. One camp leader said, she tells me the talent she sees in me and why it matters. She tells me why girls camp will be better because of me and my work. But Marguerite doesn’t stop there.
She lets everyone else know too. It’s typical for to introduce someone to the group by saying, this is Jennifer, she’s a creative genius and we’re so fortunate to have her leading our art program. And that’s just awesome. I mean, it shows how Marguerite thinks of things, but man, how does Jennifer feel when she gets introduced in a way like that? This is Jennifer, she’s a creative genius, we’re so fortunate to have her leading our art program. Like, everyone’s better for that. Marguerite has a great team, Jennifer is fired up, the team respects both of them already, it’s just a great way to lead things. It says get rid of the blockers.
Remove the blockers actually in the first piece that is get rid of prima donnas, you know If you have people that think they’re the best you don’t want that you want to be working together And then get out of the way And again, this is a tough part is where diminisher’s want to control everything and that limits things They had a quote from CK Prahlad who passed away like 15 years ago Sheers me an old saying in India and the saying is pretty short It says nothing grows under a banyan tree. The idea there is a banyan tree provides shade is comfortable But allows no sun for growth and many leaders are like that. They protect their people
to the point where nothing grows under them. So you wanna be careful. You certainly wanna protect your people. It’s something I worked hard on to protect them from just evil clients, not evil clients, but bad clients and being mistreated and stuff. You also don’t wanna just protect them so much they can’t grow. So how do you find the balance there? And that’s really what this gets into. They talk about the diminisher’s approach to managing talent. So if you were a diminisher, how would you try to manage talent? I won’t get into details on these, but acquire resources, put people in boxes and let talent languish. So it seems pretty obvious. The next one we talk about is the liberator.
what looks like to be a liberator. They share a quote to kick this off from John Dewey who says, quote, the only freedom that is of enduring importance is the freedom of intelligence. That is to say freedom of observation and end of judgment. And so what does it like to be a liberator? Free that up. One thing I loved here, they said, she says the book here, one corporate VP had a favorite saying quoted often and written on her door. And the saying that was written there said, ignore me as needed to get your job done. And I love that. Like if you’re needing to ask me something in order to get your job done, just get your job done. It’s okay. And that.
Kind of goes back to places like Four Seasons that give their staff kind of a stipend of money just to have like, if you need to spend, I think it’s up to $1,000 to make a guest happy, just do it. Just make it happen. We have kind of similar idea at Green Melon, not $1,000, but I’ve told like our developer, like if it’s under a couple hundred bucks, you need to help a client, like do it. Just make them happy. Ignore me as needed to get your job done. Certainly you need to talk to your superiors and if you have bigger problems and stuff, but if you can just kind of like take care of the people and just make it happen, be the liberator and it works out great.
Liberators also give people space to make mistakes They say here there’s a fair trade that liberators offer they say quote I give you permission to make mistakes You have an obligation to learn from the mistakes and not repeat them. And so yeah letting people make mistakes I mean they should be making mistakes if you people never making mistakes They’re not trying hard enough not pushing the boundaries if they’re repeating the same mistakes over and over that’s a different kind of conversation So I give you permission to make mistakes. You have an obligation to learn from the mistakes and not repeat them
The three practices of the liberator are to create space. kind of talked about that. Demand people’s best work. I think we’ve already kind of talked about that. There was one great thing here where K.S. Riddhar talks about the distinction between pressure and stress. What’s the difference between pressure and stress? Talks about William Tell shooting an apple off his son’s head. Sridhar says, quote, in this scenario, well, just to talk about that, guess, you William Tell, there’s a famous story of him shooting an apple off his son’s head from some distance with a bow and arrow. So, son sitting with an apple on his head.
and getting an arrow shot, that seems stressful for both. ⁓ But is it pressure or is it stress? And so KR says, in this scenario, William Tell feels pressure, his son feels stress. And so keep pressure on the team to act, but don’t control the stress. It’s different to know the two. Pressure can be okay at times, but stress is not good. The other thing, practice for liberators to generate rapid learning cycles. know, again, tyrants and liberators both expect mistakes. Tyrants stand ready to pounce on the people who make them. Liberators stand ready to learn as much as possible from the mistake.
Learning can’t happen without mistakes. There’s a famous quote I’ve heard, I don’t think it was in this book, but Henry Ford has said, those who never make mistakes work for those of us who do.
They talk about the diminisher’s approach to the environment, the diminisher, again, the side we don’t want to be. They dominate the space, create anxiety and judge others. But really kind of the highlights to become a liberator.
They say to play fewer chips, let your team do things, label your opinions, let people know when it’s an opinion or a fact, talk up your mistakes, don’t hide your mistakes, and make space for mistakes, make mistakes for others. To summarize that chapter, it says multipliers are intense, leaders who can discern and create the difference between a tense and an intense climate can access significantly more brain power from their organization. Next, they get into the next chapter, chapter four, here’s about the challenger.
⁓ There’s not a whole lot I took in this one, but here’s a few things. They said, if leaders have to spread their intelligence across asking the questions and finding all the answers, they tend to ask questions they already know the answers to. Once a leader accepts that he or she doesn’t have to have all the answers, he or she is free to ask much bigger, more provocative, and frankly, more interesting questions. They can pursue things they don’t know how to do. And so, yeah, if you’re only asking questions of your team you already know the answers to, just to kind of prove you’re smarter or whatever, like, that’s great, I don’t know what you’re doing there. Ask questions you don’t know, and you all kind of learn together and become all that much better.
For challenges, they say there’s three practices of that. There’s see the opportunity, reframe problems, of get things ready there. Lay down a challenge, ask hard questions, and generate belief. Make sure, orchestrating early win is one piece they hit for generating belief. If your team’s a little worried, give them kind of an easy win early, and then kind of build from there. But again, if they’re asking hard questions, you frame the problem properly, then giving an easy win doesn’t ruin things. It just kind of gets them off and running, and now they can ask better questions as they go.
The diminisher’s approach to this, course, looking the opposite, telling people what they know, telling people what you know, and telling people how to do their jobs, like none of that’s really helpful. The debate maker is the next one in chapter five. ⁓ Joseph Joubert says, is better to debate a decision without settling than to settle a decision without debating it. So, yeah, it’s kind of interesting. It is better to debate a decision without settling it than settling a decision without debating it. coming up with a quick and easy answer seems, well, easier.
but it’s really not the way you want to go. You’re better off to debate a decision and not quite settle it than to just settle for nothing. ⁓ yeah, there’s an interesting way you can frame this too. I’ve seen this done before. I’ve tried this with our team a little bit, not a lot. I want to do this more. We have an argument with people, have them switch positions. And so here’s the quote Liz has in the book here. She says, when the discussion was beginning to reach a settling point, he pushed harder, asking people to switch sides and argue against the previously stated position. Chris, switch sides with Raza. Raza, you’ve been for this idea, now argue against it.
Chris, now you argue for it. They would switch roles, which felt awkward for a moment or two, but soon they began to pound the issues from the other vantage point. It’s kind of like the idea of a steel man argument. Everyone knows a straw man argument. set up kind of a fake thing, say, here’s what that other side believes, it’s so dumb, and you can knock it down. A steel man saying, here’s a real argument for why the other people believe that way. Anyone that disagrees with you on something has a good reason for it, a reason you probably don’t agree with, but stand up that reason as strong as you can and then try to fight it. It’ll make you all better for it.
The three practices of the debate maker to frame the issue, just make it very clear there. ⁓ They give an example here. said a weak debate question would be, where should we cut expenses? A stronger one would be, should we cut funding for project A or project B? And that’s going to be a debate right there. Spark the debate, demand rigor. And they talked about the switch, getting people to see from the opposite side. And drive a sound decision. Make a decision, communicate the decision. Have a good process with your team to sort that out. The diminisher’s approach to debate, of course.
It’s to raise issues, to dominate discussion, and force the decision at the end, which again, forcing a decision isn’t good. I mean, as a leader, you need to make decisions at some point, but forcing that’s not helpful. And again, arguing about it more, debating it more, can be more helpful than even making the final decision in some cases. Another piece here I thought that was good about becoming a debate maker talks about the cost of an opinion as evidence. A quote from the book here said, as discussion leader, it was liberating to ask the questions but not give the answers. In fact, I found it strangely powerful.
And when the students spouted off their views and interpretations of the story, it was thrilling to look them straight in the eye and say, do you have any evidence to support that claim? Initially, they looked terrified, but they quickly learned that the cost of an opinion was evidence. The cost of an opinion was evidence. And so I like that one. If someone’s going to have an opinion, that’s great. We should have opinions. Why do you have that opinion? What led you to form that opinion? Give me some evidence to back up what you have, at least the best evidence you can come up with, and go from there versus just, that’s what I like. That doesn’t really go too far in a lot of cases.
Let’s see going out of chapter 6 here the investor I love this quote from Antoine de Saint-Expire author of the Little Prince among other things But he says if you want to build a ship don’t drum up the people to gather wood divide the work and give orders Instead teach them to yearn for the vast and endless sea Love that quote if you want to build a ship don’t drum up the men to gather wood divide the work and give orders Instead teach them to yearn for the vast and endless sea So if you people just barking orders to get the wood and pound things together and get it done. You’ll eventually get there but man
If you have them just yearning to go sail, they’re gonna do a whole lot better and get things done, because they’re excited and eager to go get on this boat you’re building and go through it. So the three practices of the investor are to define ownership, invest resources, and hold people accountable. So defining ownership, I think is pretty clear. Give ownership for the end goal and stretch people to help get there. Invest resources. ⁓ You wanna teach and coach. Again, diminishers tell you what they know. Multipliers help you learn what you need to know.
and then hold people accountable, expect natural work and respect natural consequences. Make sure, excuse me, expect complete work and respect natural consequences. Expect complete work, respect natural consequences. Yeah, again, holding people accountable. How would a diminisher handle the investor? They would maintain ownership themselves, they’d jump in and out and they’d take ownership of it back when they felt like it. And then a few things to help become an investor. They say give 51 % of the vote. You can.
You can offer a strong piece of the opinion, but let your team ultimately decide, well, you have the biggest share of it, but they still can have a lot there. Let nature take its course. Sometimes that can be OK, sometimes not. And give it back. Give back the role to them. Don’t take it from them. Chapter 7, we get into the accidental diminisher I mentioned earlier. I’ve heard this a lot of different ways. The fundamental attribution error kind of talks about this, but this is quote in the book here from Edward Wigglesworth. I never heard of him. It’s an awesome name. Edward Wigglesworth.
Wigglesworth, I gave him a say. He says, we judge others by their doings, but ourselves by our intentions. And so I see this a lot again with the fundamental attribution error, the easiest example of this is driving. If you’re running late for an appointment, you’re cutting through, you gotta pick up your kid from school, you’re kind of driving like a jerk and just cutting lanes, it’s because they have this thing for school, but if anyone else is doing that, they’re a jerk. They’re inconsiderate, they’re a jerk, they’re being dangerous, what’s their problem? So we judge others by their doings, but ourselves by our intentions. Why are we doing something? What do we mean to do? But anyone else?
They did that, therefore they’re awful dumb, whatever you want to get them for. ⁓ The accidental diminisher profiles. There’s a lot of different ways you can be an accidental diminisher. Again, this is very common where people think they’re a multiplier and they’re really not. So there’s the idea fountain, who think they’re creative thinkers who think they’re stimulating ideas and others, but they’re just coming up with ideas and doing that. Always on, charismatic leaders who think their energy is infectious and just never slow down. The rescuer, this is one I’ve fallen into. Empathetic leaders who are quick to help when they see people struggling.
I see my team struggling. want to get in and help them. I want to help my team when they’re struggling with something that can be problematic. Let them learn and grow and yeah, it can hurt in a number of ways. You jump in and help. They feel feel worse. You had to help. They don’t learn lessons. You know, it’s tough, but also I want to do that. So it’s one I struggle with. So you have the idea fountain always on a rescuer, the pace setter, achievement oriented leaders who lead by example and expect others to notice and follow, you know, working 60 hours a week and expecting your team just to do the same. The rapid responder.
Leaders who are quick to take action believing they are building an agile action-oriented team. You gotta be careful not responding too quickly. The optimists who just think their belief in people will inspire them to new heights, which again could be true to a degree, but can make you a diminisher if you’re not careful. The protector, vigilant leaders who shield people from problems to keep them safe, know, kind of like the banyan tree. You’re making sure your team is safe and they’re not actually able to grow. The strategist, big thinkers who cast a compelling vision thinking they’re showing people a better place and providing the big picture. And again,
Having that is good, but you still gotta listen to the team. And then the perfectionists who manage to find details to death, thinking they’re doing this to produce superior work, but maybe driving people down. So it can be tough. So what if you’re working for someone who’s a diminisher? Chapter eight is dealing with diminishers. They start with a quote from Stanley Kubrick, simply says, however vast the darkness, we must supply our own light. I like that one. Breaking the diminishing death cycle, says. So breaking the diminishing death cycle.
First one, it’s not necessarily about you. They may need a diminisher and you’re taking the heat of it, but it may not really be about you. There’s a bad leader. Diminishing isn’t inevitable. You may think that’s just how it is. They’re the boss. They tell me what to do. That’s how has to be. But it doesn’t have to be that way. You can find the right situation. And then the third idea for breaking the diminishing death cycle is you can lead your leader. You can help teach them the better way to go. Then they get into some defenses against the dark arts of diminishing managers. One is to turn down the volume.
I love to quote here from Glenn Petal, education leader from Georgia. Let’s see. He’s learned to manage frequent brushes with uncooperative colleagues. After these, he’s asked people to ask him why he wasn’t upset. Like, why aren’t you mad? These people did a bad thing. Why aren’t you mad about this? And he says, I love this. He says, because I don’t want to be. Why aren’t you upset? Because I don’t want to be upset. ⁓ He says, I don’t want to be. Something caused this person to behave this way, and it wasn’t necessarily me. Do I like it? No, but it’s not going to dip from my bucket.
I love that piece. It’s kind like the book, uh, Unoffendable I recently read. I’ll probably do a podcast in the future weeks on that. Yeah. Why aren’t you upset? Cause I don’t want to be upset. Like you don’t have to be upset with things. I think there’s kind of a glory that’s been given to people. like, Oh yeah, we’re going to have this righteous anger and be mad about things. And like, there’s maybe a place for that at times, but no, come on. Just you choosing to be upset. It’s how you react to things like, yeah, why aren’t you upset? I don’t want to be. I love that. Um, if you have diminishing managers, you can strengthen other connections. You know, it’s not just about your manager that matters a lot, but
You have other connections. You can retreat and regroup, know, kind of reset yourself, send right signals back up, assert your capabilities, ask for performance intel or shop for a new boss. I mean, you can shop for a boss in your company or if it’s bad enough, shop for a different company. If you want to work somewhere else, mean, having a bad manager can be rough for you all the way through. So it can be tough. But they also say there’s six ways you can multiply up. So how can you kind of show multiplying signals back up the chain to this diminishing boss? One is to exploit your boss’s strengths, you know, figure out what they do best and lean into that.
Give them a user’s guide, try to guide them toward becoming a multiplier. Listen to learn, listen more to them to learn really what’s going on. Admit your mistakes. Now, can see how that can be a little dangerous depending, if you have a diminishing boss who’s always looking for mistakes to pounce on, admitting mistakes could be problematic. But if done right, they’ll see you own up to mistakes and if you genuinely do good work and you still own your mistakes, that’s a good thing. ⁓ Number five, you’re sign up for a stretch. Try to do things to stretch your abilities further and then invite them to the party. Explain what’s going on here with multipliers and.
and get them involved, which again, depending on your relationship could be tough, but yeah, there’s that. He also says in the, or she says, excuse me, in this chapter, inspiring multiplier leadership in others, three things you can do to inspire that kind of leadership in other people. Assume a positive intent. This is a big one, especially with digital communications where a lot of it is written, like it’s easy to take a tone with an email or read things funny. Just assume positive every time. If an email could be read one way, it could be read the other, go with the positive one every time. It makes life so much better.
Address one issue at a time. If there’s a few things going on, don’t just rattle off a list. Just focus on one thing. You’ve got time work through there and then celebrate progress. Celebrating progress is something I’m not great about. I was reading another book recently. I’ll be sharing about the benefits of celebrating progress and that can be a great thing to do there too. So chapter nine, we’re kind of getting toward the end here, becoming a multiplier. Like what does it, what does it mean to become a multiplier? ⁓ Three things they put in here are resonance, realization and resolve.
I like the realization of the accidental diminisher, it’s kind of the middle one here. Virtually all leaders have confessed they’ve seen some degree of diminishing behaviors in themselves. We gave that whole list of diminishing behaviors. I mentioned a few I saw in myself, there’s probably a few you saw in yourself. And again, that’s okay as long as you recognize that and can make changes to try to correct that and become a better person. So, resonance, realization that you’re an accidental diminisher, and then resolve to be a multiplier. You can start with assumptions, diminisher assumptions.
Or actually, you should, maybe not. But diminish your assumptions. Diminishers always think people will never figure this out without me. Like I have to just help them. They’re never going to get it. They’re, they’re dumb, they’re lazy, whatever things you think. I just got to just help them and do it for them. Like that’s what diminishers think. Multipliers just assume people are smart and can figure it out. And so they lead with that, that mindset. And it’s really, you’ll see this in leaders. How do they lead? Do they think you’re dumb? You’re never going to figure this out. I got to hold your hand or you’re smart. You can figure it out. Like there’s two very different types of people there. How does that work?
Ten practices to hold a multiplier culture. So again, you’re trying to be a multiplier. What are some things you can do? I like these ten just brief practices here. One is to hold a book talk again. Just try to make everyone better. Two is discuss accidental diminishers, you know, maybe your team sees things and you didn’t notice this. Yeah, that except that fourth accidental diminisher that sounds kind of like you and really I didn’t realize they did that. Let’s work on that. Three is to introduce multiplier mindsets. Four is to teach multiplier skills. Five is to fuse multipliers with daily decisions. Give them more
power there. Six is codify a leadership ethos. Seven is spotlight multiplier moments. I love that one. If you see people being a multiplier, call that out. Kind of like the example of Jennifer at camp before calling out, you know, how great it’s going to be because of this person. Measure manager, see what’s really going on. Pilot and multiplier practice, you know, start working on actually bringing it into practice. And then 10 is to integrate practices with business metrics, know, measure some of that stuff against actual metrics.
This had another story here. I think I shared it in How to Know a Person a few weeks ago. It’s also in the book The Charisma Myths. This is the third time I’ve seen this story, but I love it. It’s a short one. It’s great. So this one, the book here is paraphrased by Bono, the musician. He said, quote, it has been said that after meeting with the great British prime minister, William E. Ewert 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. This observation captures the essence and the power of a multiplier.
So when you meet with someone, you want them to come out saying, wow, that guy I met with was so smart. You do want them coming out saying, after I met with that guy, I feel so smart. You want your team to feel great, feel empowered, feel smart. If they always just leave thinking you’re so brilliant, or you think they’re leaving thinking you’re so brilliant, that’s a diminisher all the way. So I think that’s kind of a good way to end this here. You want to be like Benjamin Disraeli and leave people thinking they were the smartest person in the world rather than you are. So Multipliers by Liz Wiseman, fantastic book. Encourage you to check it out.
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