Are You a Multiplier?

Introduction

ARE YOU A MULTIPLIER?

This is a question I’ve been asking myself reading through Chapter 5 of Liz Wiseman’s book “Multipliers”.

Chapter 5 is titled “The Debate Maker” and opens with a thought-provoking quote from Joseph Joubert:

“It is better to debate a situation without settling it, than to settle it without debating it.”

I wanted to share some takeaways from the book, along with reflections of how they apply to my life…maybe it will provide a helpful framework for you to do the same.

Key takeaways from this chapter…

Unlike “Diminishers” who:

1. Raise issues
2. Dominate discussions
3. Force decisions…

“Multipliers” do the below 3 things exceptionally well.  

1. Frame Issues:
   • Multipliers frame issues by clearly defining the problem and its significance, providing context for understanding.
   • They offer a compelling challenge or question that motivates team members to engage and contribute.
   • Multipliers break down complex issues into manageable components, making them more approachable and solvable.
   • They create a sense of urgency around the issue, highlighting the potential risks or opportunities associated with it.
2. Spark Debate:
   • Multipliers encourage debate by inviting dissenting opinions and encouraging constructive disagreement.
   • They actively listen to different viewpoints and ask probing questions to deepen the discussion.
   • Multipliers ensure that debate remains focused on the issue at hand, avoiding personal attacks or tangential arguments.
   • They recognize and reward contributions to the debate, fostering a culture where diverse perspectives are valued.
3. Drive Sound Decisions:
   • Multipliers involve key stakeholders in the decision-making process, ensuring that all relevant perspectives are considered.
   • They gather relevant data and information to inform decision-making, seeking input from subject matter experts when needed.
   • Multipliers evaluate the potential consequences of each option and weigh the risks and benefits before making a decision.
   • They communicate decisions clearly and transparently, explaining the rationale behind them and ensuring alignment across the team.

Reflections on how this applies to my current roles…

At work, I am a Product Owner who reports to our company’s Chief Product Officer.  

My current focus is leading a new brand launch requiring significant cross-departmental collaboration and timely execution.  

I work with team members in both our corporate office and the field, along with several contracting teams and external vendors.

Here’s what I’m learning as it relates to the above points.

1. Framing issues effectively is crucial for guiding my team towards success.
   • Meetings are always more impactful team members have the appropriate time and information beforehand to prep, understand the issues at hand, and think through topics from multiple lenses.  
   • Issues which are too broadly defined don’t work well with sprint planning and need to be broken into smaller bites (user stories) for clarity and prioritization.
2. Embracing healthy debate is key for driving innovation and getting optimal results.
   • All of the best leaders at my company consistently ask questions and aggressively listen for feedback.
   • In my role, I encourage my team to share their insights and challenge assumptions.
   • Just recently for instance, I spent almost a week refining a financial model and further developing key assumptions. When the model was “complete,” I knew that really I had just arrived at the starting line. While of the assumptions I used had fair baselines and context, I invited multiple members from finance, marketing, tech, the field, and other departments to challenge these assumptions.  My personal goal was less about predicting the perfect inputs than it was to shine a greater light on the inputs and assumptions…so a greater group could weigh in with thoughts.  Ultimately, we built what I (and others) believe is a great financial model that now has buy-in from the teams who are responsible for execution.
3. Making sound decisions demands involvement from key stakeholders…
   • Not just from executives, but from team members deep in the organization across corporate and the field.
   • There have been several decisions our team has had to make on product roadmap and delivery timeline.
   • Many of our field team members who don’t build the product, (but will sell the product) have truly been our “secret weapon” in creating a product that customers need and value. They’ve helped us honestly assess product features which are must-haves vs nice-to-haves.
   • Likewise, our credit risk and compliance teams have asked challenging questions and demanded slower timelines than we originally proposed…why?  So that data can drive our decisions…not just ambition.
   • I’m ultimately really grateful for all the feedback I’ve been given.

At home, I am a husband and dad who reports to 3 awesome kiddos (who sometimes think they’re in charge and that my purpose in life is to bring them snacks).  

Jokes aside, I take leading my home seriously, and strive to help my whole family grow in mind, body, and spirit.

Here are some thoughts as it relates to chapter 5 of multipliers.

1. As a dad, framing issues properly for the kids is hugely important.
   • Everything from breaking up directions and teachings into manageable bites, to carefully explaining consequences and rewards, to setting the kids’ expectations for what lies ahead, to asking questions that get engaging answers from sub-5 year olds.
2. Healthy debate in our home
   1. Leah and I encourage our kids to debate and negotiate with us (in a healthy way).  
      • While Leah and I teach our kids the importance of honoring Mom and Dad, we don’t want to create robots or order takers.
      • We encourage our kids to negotiate, and although it often requires us digging deep (to find new levels of patience), we know it will be worth it for their development in the long run.  
      • We try to remember that the kids are each unique and require different tones and types of conversations to feel safe and heard.
   2. Creating safety in crucial conversations is a critically important effort as a husband.
      • As a choleric sanguine personality type, I’ve had to learn a lot about creating safety in conversations with my wife Leah, who is a phlegmatic melancholy (the exact opposite personality type).
      • Focusing debates on issues or tasks has been key for us, so that nobody feels personally attacked as important feedback is given.
      • I’ve also had to really focus on not dominating conversations and being intentional about letting Leah share her thoughts first.
3. We try to let our kids be involved in family decisions.
   • They love helping and making choices on things like what restaurant we will go to, what books we will read together, what movies we will watch on Friday family nights, and what songs Mommy and Daddy will sing at bedtime.

My wife Leah and I are also authors and entrepreneurs who help lead multiple business endeavors and a collective of amazing people.

Below are some applicable thoughts I’ve learned as an entrepreneur.

1. Asking the right questions is often more important than giving the right answers.
   • People will love you not for what you say, but for how you listen.
2. Creating safety for “rookies” to share and feel valued is a key to success.
   • The perspective of the newest team member is vital to know and understand.  
   • In any type of team building efforts which are designed for scale, the most important thing that “veterans” can do is remember what it’s like to be “rookies”.  
   • With this in mind, our family leads teams where your voice doesn’t just carry weight due to years of experience, but instead based on passion, commitment to the cause, and consistent action taken.
3. When it comes to making decisions…
   • The best mentors ask the hardest questions…and hold you accountable. They don’t accept excuses or BS answers.  They don’t let you just talk the talk.  They demand that you walk the walk.
   • Be a fruit inspector.  When making decisions on what to do or change, or who to follow, check for results.  People can’t teach what they haven’t done.
   • Stop yelling at your bicycle for not taking you places only a rocketship can go. Not all opportunities are created equal. Get real with yourself.  Start where you are or stay where you are.

In Conclusion:

Learning how true multipliers (1) frame issues, (2) spark debate, and (3) drive sound decisions has me thinking hard on how to go to the next level…at home, at work, and in all our family’s endeavors.

How about you?

Reflection Questions:

1. How can you improve your ability to frame issues effectively in your current role?
2. What steps can you take to foster a culture of healthy debate within your team or organization?
3. Are there any decision-making processes or strategies you can implement to drive more sound decisions in your work or business?