The book Multipliers by Liz Wiseman was an immediate favorite, though it’s taken a while for me to reflect and write about it.  A lot of the book called to me because it advocated for practices I instinctively know and live by, but now had supporting frameworks and data.  It wasn’t until I started a new role, however, that I had my “aha” moment that made it real for me.

For the last year, I’ve been committed to moving out of tech to people-centered change.  That finally happened 2 months ago and the difference is night and day.  While I thought I was showing up as my best self for my customers and team in my last role, the reality is that there was no way I could.

Some might suggest that I keep such thoughts to myself.  Yet it’s reality and something we should talk about.  How we show up is influenced not just by our intentions but many other factors.

The book included many insights and practices that would benefit any aspiring or practicing leader.  The following three are those that stand out as highly influencing how we show up as leaders, multiplying our impact and the impact of those around us.

Manage the energy

Aligning ourselves to work that energizes us has a multiplying impact on our performance and should be a consideration when taking a new role.  While I’ve written about energizers and drainers, and their importance in job seeking, Multipliers highlighted why this is even more critical for leaders to consider.

In my last role, half of my team was reassigned and it felt like my heart went with them.  Even though I was no longer as passionate about technology, I was passionate about the work because it had direct value and impact on our customers.  When the work and people left, most of what energized me about my job went with them.

I refocused on the work that remained and showed up as I know how every day.  It wasn’t until I started my new role, however, that I realized it wasn’t the same.

The new role has been challenging with crazy deadlines and feeling like we are building a plane while it’s flying.  And yet.  The most difficult day in the new role feels easier and brings more joy than the easiest day in my old role.  Because I LOVE what I’m doing.

People follow energy, so we must be mindful of the energy we’re bringing.

When I bring positive energy to my team, it makes it easier for them to navigate challenges.  If I’m drained and we run into roadblocks, it’s more difficult for me and my team to manage.

Leader energy has a multiplying effect on those around us.  If we are experiencing an energy suck, we can create a black hole in the team.  The energy we bring attracts or repels, multiplies or diminishes.  When we’re mindful of our energy, we can attract and motivate the best talent that is energized by the work at hand.

Cultivate a supportive environment

Multipliers has a long list of the types of multiplying leaders.  What stood out to me was the question “what kind of leader do I want to work for?”

In my history, I’ve rarely had a choice in who I work for.  Even if I interview and select a leader, I’ve frequently had that person move on soon after starting the role.  I’ve learned over the years to lead and develop myself and not expect much from those I work for.  It’s nice to have a supportive leader, but it’s been rare enough that I don’t count on it.

During my last role, my leader changed.  He had a very different style and I worried about the friction it could cause with the team.  Rather than just accept him as-is, I decided to coach him into the kind of leader my team and I needed to be effective.  While this was effective to a point – we ended up having an amazing relationship – it took a lot of time and effort.  Time and effort better spent on the work and developing the team.

Finding and working for a multiplying leader may be the unicorn.  No one is perfect, me included, and sometimes we are accidental diminishers.  Most leaders want the most and best work out of our teams. Yet, we may show up in a way where that doesn’t happen.  If our teams are spending time helping us get there, that’s energy they could be focusing on the work.

It is draining to work for a diminisher, accidental or otherwise.  No matter how much I may try to be a multiplier, my impact is influenced by my leaders. It is exponentially higher when I am inspired and supported by a multiplier leader.

Resist the bait

Many of us became leaders because we are amazing problem solvers.  Yet our role as leaders is to create more leaders, not followers.  And yet…it may be tempting to get engaged when we don’t need to.  Especially when our teams try to pull us into the decision-making process.

Delegating and empowering others is key to creating a multiplying impact.  However, even those most excited and capable of driving work may be tempted to pull us back in to make decisions.  Whether it’s to validate their thinking, use us as a sounding board, or provide air cover in the case of a misstep, we may be baited into retaking ownership.

Resist.

Years ago, I had to go out on medical leave and was out for a month.  Things went well with no escalations while I was away, signaling the strength of the team.  At first, I worked half-time and needed my team to be selective when engaging me.  I started getting questions they had tackled on their own only a week before.

Looking back now, I was an accidental diminisher. It took leaving to understand how much they relied on me to validate their good judgment.  To get them back to the same level of ownership, I started asking different questions each time they had an issue: “What role do you want me to play here?” and “What have you already considered?”

In my new role, I lead a team of change leaders used to autonomy.  It may be tempting to slip back into the role of problem-solver. However, multipliers reinforce the ownership and good thinking of their teams.  Each time we’re tempted to solve, it’s useful to remember where we want ownership to be and use the power of questions to keep it there.

Beware the accidental diminisher

Probably the most impactful insight from the book is that even the most introspective and intentional of us may be diminishers.  Without an intentional focus on how to best empower our teams, we may be accidental diminishers…chipping away at their potential.

Reading through practices of accidental diminishers, there were a few “ouch” moments where I thought “I’ve done that.”  I say ouch because it was painful to realize that my good intentions may have had a negative impact on a person or group.

That’s why I read so voraciously.  There are things I’ve lived and learned from through experience.  In some cases, those lived experiences can be viewed from a different lens to create new learning.  That was the case with Multipliers.

Every ouch moment is an opportunity to learn and if we treat learning as a win, there’s no real way to lose.

Have you read Multipliers?  Please share your thoughts and learnings in the comments below to help others on their leader journey.