The Multiplier Effect Tapping the Genius Inside Our Schools

School Improvement Summit

Elise Foster, Ed.M. ● June 3-5, 2014

2

IntroductIon

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Diminisher MultiplierDO DO

GET GET

What did your Diminisher do?

What did your Multiplier do?

How much intelligence did your Diminisher get out

of you? (0 - 100)

How much intelligence did your Multiplier get out

of you? (0 - 100)

multipliertAPPInG tHE GEnIuS InSIdE our ScHooLS

TH E

EFFECT

1

IntroductIon

Copyright © 2014 The Wiseman Group. All rights reservedM U LT I P L I E R S B O O K S . C O M • T H E W I S E M A N G R O U P. C O M

Multipliers Learning ResourcesFollow on Twitter: @LizWiseman & @EliseFoster

Join our Learning Community on LinkedIn: http://linkd.in/JnWS6VTake our Free Accidental Diminisher Quiz at: http://multipliereffectbook.com

MULTIPLIERSThese leaders are genius makers and bring out the intelligence in others. They build collective, viral intelligence in organizations.

The Assumption

“People are smart and will figure it out”

The Five Disciplines of the Multiplier

M U L T I P L I E R

The Talent FinderAttracts talented people & uses them at their highest point of contribution

The LiberatorCreates an intense environment that requires people’s best thinking and work

The ChallengerDefines an opportunity that causes people to stretch

The Community Builder

Drives sound decisions by constructingdecision-making forums

The InvestorGives other people ownership for results and invests in their success

The Result

SEED

OG

ET

DIMINISHERSThese leaders are absorbed in their own intelligence, stifle others, and deplete the organization of crucial intelligence and capability.

The Assumption

“People won’t figure it out without me”

The Five Disciplines of the Diminisher

D I M I N I S H E R

The Gate Keeper Hoards resources and underutilizes talent

The TyrantCreates a tense environment that suppresses people’s thinking and capability

The Know-It-AllGives directives that showcase how much they know

The Decision MakerMakes centralized, abrupt decisions that confuse the organization

The MicromanagerDrives results through their personal involvement

The Result

40%SEE

DO

GET 2.3X

multipliertAPPInG tHE GEnIuS InSIdE our ScHooLS

By extracting people’s full capability, Multipliers get twice the performance from their team.We’ve all had experience with two dramatically different types of leaders. The first type drains intelligence, energy, and capability from the people around them and needs to be the smartest person in the room. These are the idea killers, the energy sappers, the diminishers of talent and capability. On the other side of the spectrum are leaders who use their intelligence to amplify the smarts and capabilities of the people around them. When these leaders walk into a room, light bulbs go on; ideas flow and problems get solved. These are the leaders who inspire teachers and administrators to stretch themselves and surpass expectations. These leaders use their smarts to make everyone around them smarter and more capable. These leaders are Multipliers. The educational system needs intelligence Multipliers right now especially when leaders must do more with less.

TH E

EFFECT

How might you be accidentally diminishing your team?

tHE AccIdEntAL dIMInISHEr

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The Accidental Diminisher is the well-intended leader, often following popular manage-ment practices, who subtly and, completely unaware, shuts down the intelligence of others.

 

Accidental  Diminisher  Replacement  Practices  

Tendencies   Intentions  &  Outcomes   Simple  Workarounds  &  Experiments  

The  Idea  Guy  

 

Intention:  For  their  ideas  to  stimulate  ideas  in  others.  Outcome:  They  overwhelm  others  who  either  shutdown  or  spend  time  chasing  the  idea  du  jour.  

Multiplier  Experiment  to  try:  Extreme  Questions  

Always  On  

 

Intention:  To  create  infectious  energy  and  share  their  point  of  view.  Outcome:  They  consume  all  the  space  and  other  people  tune  them  out.  

Multiplier  Experiment  to  try:  Play  Fewer  Chips  Give  51%  of  the  Vote  

The  Rescuer  

 

Intention:  To  ensure  people  are  successful  and  protect  their  reputation.  Outcome:  Their  people  become  dependent  on  them,  which  weakens  their  reputation.  

Multiplier  Experiment  to  try:  Make  Space  For  Mistakes  Give  It  Back  

The  Pacesetter  

 

Intention:  To  set  a  high  standard  for  quality  or  pace.  Outcome:  Other  people  become  spectators  or  give  up  when  they  can’t  keep  up.  

Multiplier  Experiment  to  try:  Give  51%  of  the  Vote  

Rapid  Responder  

 

Intention:  To  keep  their  organization  moving  fast.  Outcome:  They  move  fast  but  their  organization  moves  slowly  because  there  is  a  traffic  jam  of  too  many  decisions  or  changes.  

Multiplier  Experiment  to  try:  Extreme  Questions  Make  a  Debate  

Optimist  

 

Intention:  To  create  a  belief  that  the  team  can  do  it.  Outcome:  People  wonder  if  they  appreciate  the  struggle  and  the  possibility  of  failure.  

Multiplier  Experiment  to  try:  Make  Space  For  Mistakes  Talk  Up  Your  Mistakes  

 

4

tHE Art of tHE QuEStIon

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Tim Brown CEO IDEO

“As leader, probably the most important role we can play is asking the right questions and focusing on the right problems. It is very easy in business to get sucked into being reactive to the problems and questions that are right in front of you. It doesn’t matter how good the answer you come up with. If you are focusing on the wrong questions, you’re not really providing the leadership you should.”

Asking the Right Questions

ANSWERS

QUESTIONS

VALU

E

TIME

The best leaders have the right questions not the right answers.

5

tHE Art of tHE QuEStIon

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6

tHE Art of tHE QuEStIon

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  Copyright © 2013 The Wiseman Group. All Rights Reserved.

     

Extreme  Questions  Lead  a  meeting  or  conversation  by  only  asking  questions.  This  means  everything  you  say  ends  in  a  question  mark!  Or,  better  put:  Can  you  make  sure  that  everything  you  say  ends  with  a  question  mark?    

Multiplier  Discipline:  Challenger  Remedy  for  “Idea  Guy”  &  “Rapid  Responder”  

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 you’ve previously seen.

multiplier  EXPERIMENTS  

No One Has An Answer Yet

Helps Another See What You Can See

Guides Towards an Outcome

Yes or No

A Q

7

tHE Art of tHE QuEStIon

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94 Copyright © 2014 The Wiseman Group. All rights reserved. Rev. 04-11-14.

Copyright © 2014 The Wiseman Group. All Rights Reserved.

multiplier EXPERIMENTS Extreme Questions This template is designed to help you prepare for success with specific Multiplier practices. Use this

worksheet to plan and reflect on your Multiplier experiments. 1. Look for Opportunity Where & how might this be useful to you and or your team?

2. Increase Your Impact What hurdles might limit success & how will you overcome them?

3. Define Success How will you know if you’ve been successful?

4. Maximize Your Learning What was accomplished? What factors contributed to these results?

5. Develop Your Skill Where can you use this again? What will you do differently?

6. Multiply Multipliers Who else could benefit from experimenting with this learning?

We’d love to hear about your successes with this Multiplier Experiment. Visit www.multipliersbooks.com to share your story.

8

BEcoMInG A MuLtIPLIEr

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BECOMING A MULTIPLIER

86 Copyright © 2014 The Wiseman Group. All rights reserved. Rev. 04-11-14.

Becoming a MultiplierWhich of the Multiplier disciplines am I most motivated to develop?

Which of the experimentsϝ might be most helpful in getting started?

Where and how might I use this in the next week?

What can I do in the next 24 hours to start my journey to becoming a Multiplier?