See also my reviews of the related books 3.

From zero to million downloads: How Kaagaz Scanner became an overnight success after Chinese apps ban[Funding alert] Learning platform QShala raises Rs 2.7 Cr from Zerodha-backed Rainmatter CapitalSmart Glass from Ernakulam: how this startup aims to change the way we workHow Shiprocket adapted to the new normal; What an all-electric future holds for IndiaStartups can soon list abroad, Finance Ministry to announce a special deal: SourcesStartups incubated by DST generated 65,864 jobs, created around Rs 27,262 Cr wealthICICI Bank launches dedicated offering for startups[Funding alert] Edtech startup SOAL raises $1M from Munjal Auto promoters' investment arm[Funding alert] Insurance-tech startup i3 Systems raises $1.5M from Unitus Ventures, others[Funding alert] Foodtech unicorn Zomato raises $100M from Tiger Global, others; eyes IPO in 2021
They encourage questions even from those employees fresh out of college.“The highest quality of thinking cannot emerge without learning. Liz Wiseman, author of “Rookie Smarts: Why Learning Beats Knowing in the New Game of Work,” compares opposite types of leaders. Are you a Stanford student interested in ETL and MS&E 472? Multipliers don’t always have to do everything themselves and take credit for it; they learn how to hold back and give others space to think, experiment, fail, learn and grow. Multipliers don’t give employees all the answers they need, but help them begin a process of discovery and see the opportunity themselves.4.

Multipliers systematically inspire employees to stretch themselves to deliver results that surpass expectations. Multipliers see, provoke, ask and unleash the capabilities of others, whereas diminishers largely feel their role is to know, direct and tell, Liz begins. They do not have to be “soft,” “nice guys” or “feel-good managers,” and can instead be tough and extracting. Making Remote Work Better [Entire Talk] This includes knowledge-sharing sessions, workshops, embedding multiplier principles in activities, spotting multiplier moments, and adding the relevant performance metrics.Ultimately, the journey is to shift from unconscious to conscious diminisher behaviour, and onwards from conscious to unconscious multiplier. P&G’s Connect and Develop initiative empowers teams to reframe problems and even seek innovative solutions from outside the company. Our mission: create content that helps entrepreneurs bring bold ideas to life and supports educators in developing thoughtful innovators. Employees help co-create and refine the plan, thus becoming co-owners, supporters and advocates of the decision.

Multipliers reduce the organisation’s dependence on them by investing resources and energy in other people’s ability to take ownership. – I not only use all the brains that I have, but all that I can borrow. Employees and colleagues of diminishers should not take their actions personally, be able to “turn down the volume,” develop other circles of influence, be assertive in a creative face-saving manner, tap their managers’ strengths, and even build empathy and bonds of confidence with their leaders. Meanwhile, “multipliers” trust, support and empower others, challenging them to stretch their limits.

Most leaders think they are getting more from their people than they really are. Multipliers utilize people at nearly 100 percent of their capacity, meaning they get twice the capability from their people than Diminishers do.

Learning can’t happen without mistakes,” Liz emphasises. Multipliers develop talent, whereas diminishers merely use or exploit them for their own career advancement.

Through the generous support of Cisco and other donors, Stanford eCorner is free for aspiring entrepreneurs and educators.Find your inspiration. – When I let go of what I am, I become what I might be. The mindset of a diminisher is of elitism and scarcity, and they feel that others cannot figure things out without them - whereas multipliers assume that people are smart and will figure it out, given resources and space.Multipliers see failure as opportunities for exploration, whereas diminishers resort to a blame game. - It is better to debate a decision without settling it than settling a decision without debating it. These five disciplines are not based on innate talent; indeed, they are skills and practices that everyone can learn to use--even lifelong and recalcitrant Diminishers. Some companies even have regular discussions on “screwup of the week” so that people can have a laugh on a blunder.“Mistakes are an essential part of progress,” adds Liz. These five disciplines are not based on innate talent; indeed, they are skills and practices that everyone can learn to use—even lifelong and recalcitrant Diminishers.


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