One of my favorite quotes goes like this:
“Intelligence is like underwear. It is important that you have it, but there is no need to show it off.”
Recently, I was reminded of this quote as I was reading the new edition of the insightful book Multipliers- How the Best Leaders Make Everyone Smarter. In it, long-time executive and leadership consultant Liz Wiseman proposes that are there two types of leaders: those who like to show off their intelligence and make everyone around them feel less smart, and those who keep the lid on their own intelligence and instead try to grow the intelligence of their team members. Wiseman calls the former type “diminishers”, and the latter “multipliers.”
Diminishers tend to drain the intelligence and capabilities of the people that they work with. They hire smart people, but once on-board, they proceed to stunt their growth to make themselves look good. Multipliers, on the other hand, amplify the intelligence and capabilities of their employees and followers. They attract the best talent, and spend considerable time, energy and money to grow that talent and make sure it reaches its full potential.
One of the main differences between diminishers and multipliers is their view of intelligence. Diminishers believe that intelligence is scarce and fixed: if someone doesn’t get how to do a job today, they will never do. Multipliers, on the other hand, view intelligence as continually developing. They assume that people are smart, and they attempt to stretch the intelligence of the people who work with them.
This view of intelligence is related to the concept of fixed vs. growth mindset developed by Stanford Professor Carol Dweck in her seminal book Mindset. People with a fixed mindset believe that their qualities are carved in stone and that they have a fixed amount of intelligence, a certain personality, and a certain moral character. They are always thinking to themselves: “Will I succeed or fail? Will I look smart or look dumb? Will I be accepted or rejected?” They become so afraid of failing that they stop trying new things. Those with a growth mindset trust that basic qualities can be cultivated through effort. Although people may differ in terms of their initial talents, aptitudes, interests or temperaments, everyone can change and grow through application and experience. That doesn’t mean that everyone can become Einstein or Beethoven. But it means that a person’s true potential is unknown and that much can be achieved through passion and hard work. People in this mindset don’t waste their time proving how good they are, rather they focus on getting better. They don’t hide their deficiencies but they try to overcome them. And they seek experiences that will stretch them, instead of sticking with the tried and true. Diminishers tend to cultivate fixed mindsets among their followers, whereas multipliers encourage growth mindsets.
It is important to note that multipliers are not soft managers who gather people to sing ‘Kum ba yah’ every day. Rather, they are hard-edged managers that expect great work and drive people to achieve high performance. In my recent book “Intangibles,” I call these types of leaders generous ones. Generous leaders give from their time, their energy, their talents and their money. All leaders are typically pre-occupied with strategies and big-picture ideas, which is what they get paid to do. However, being generous also requires focusing on the people right in front of you and taking the time to genuinely connect with them. In doing so, generous leaders share their wisdom, their knowledge and their experience- they spread what they know with the goal of helping others improve.
Putting it All Together
Generous leaders who amplify the intelligence and capabilities of their employees can achieve high performance by attracting the best talent and spending considerable time, energy and money to grow that talent and make sure it reaches its full potential.
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Dr. Amer Kaissi is a Professional Speaker, Executive Coach and an expert on Leadership, Humility & Ambition, Assuming Positive Intent, Psychological Safety & Accountability, Growth Mindsets & Resilience.
