Multipliers%20vs%20Diminishers
Criteria Overview
Introduction
Use this rubric to record a situation and categorise the subsequent course of action taken into a diminishing or multiplying action.
Guidelines
- During the course of your work, you may observe a particular "moment". Note down the moment, perhaps using the Roobrick moment feature.
- At a convenient time, re-visit your notes along with this rubric.
- Create a new assessment against this rubric, naming it such that it is associated with the moment.
- In the general notes field for the assessment, describe the moment.
- Describe a diminishing course of action and a multiplying course of action in the first row of the rubric.
- With these courses of action defined, assess your multiplying course of action based on the other aspects within the rubric.
- As you assess yourself, make adjustments to your strategy as necessary to get the best outcome.
Once you've practiced this technique, you may like to speed it up by only describing a multiplying course of action.
Further Reading
For further info, you may like to read the multipliers book by Liz Wiseman.
Criteria Details
Diminishing course of action
Multiplying course of action
People need to report to me in order to get them to do anything.
If I can identify someone’s genius, I can get MORE from them!
Pressure increases performance.
People’s best thinking must be given, not taken.
I need to have all the answers.
People get smarter by being challenged.
There are only a few people worth listening to.
With enough minds, we can figure it out.
People will never be able to figure it out without me.
People are smart and will figure things out.
Drives outcomes through their personal involvement.
Gives other people the ownership for results and invests in their success.
Doesn't leave enough space for people to think through challenges themselves.
Creates a safe environment for team members to contribute.
Makes centralised abrupt decisions, often alone and confusing the organisation.
Drives sound decisions through rigorous debate and gives the team responsibility for finding solutions.
Gives directives that showcases how much they know.
Defines an opportunity that causes people to stretch.
Creates a tense environment that suppresses people's thinking capability.
Creates an intense environment that requires people's best thinking and work.
Believes he is the smartest person in the room with all the great ideas.
Coaches and teaches in order to unleash the team's best thinking.