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Mckeown Greg,Liz Wiseman

Multipliers

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    JUMP IN AND OUT. Micromanagers hand over work to others, but they take it back the moment problems arise
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    Multipliers understand that their role is to invest, to teach, and to coach, and they keep the accountability for the play with the players.
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    This is a story played out far beyond this top floor conference room. It is repeated because, while many leaders like Jonathan attempt the management practice of inclusion and discussion, they are still operating with an elitist view of intelligence, believing the brainpower for the organization sits with a select few. They lack a rich view of intelligence in which there are many sources of insight waiting to be more fully utilized and where intelligence actually develops through engagement and challenge.
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    You want your people to fail early, fast, and cheap—and then learn from it.”
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    Therefore, intelligence and capability can be multiplied without requiring a bigger investment
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    2. All capability can be leveraged with the right kind of leadership.
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    Most people in organizations are underutilized.
    Lyana Kerefovamembuat kutipan3 tahun yang lalu
    Finding people’s native genius and then labeling it is a direct approach to drawing more intelligence from them.
    Lyana Kerefovamembuat kutipan3 tahun yang lalu
    native genius is something that people do, not only exceptionally well, but absolutely naturally. They do it easily (without extra effort) and freely (without condition).
    Lyana Kerefovamembuat kutipan3 tahun yang lalu
    This leader was so heavily involved in the details that he became a bottleneck in the organization.
    Lyana Kerefovamembuat kutipan3 tahun yang lalu
    This is consistent with what Dr. Carol Dweck, noted psychologist and author, calls a “fixed mindset,” which is a belief that one’s intelligence and qualities are carved in stone.
    Lyana Kerefovamembuat kutipan3 tahun yang lalu
    The Diminisher is a Know-It-All. The Multiplier is a Challenger.
    Lyana Kerefovamembuat kutipan3 tahun yang lalu
    reason for the difference is that when people work with Multipliers, they hold nothing back.
    Ema Borovinamembuat kutipan3 tahun yang lalu
    he impact of a Multiplier can be seen in two ways: first, from the point of view of the people they work with and second, from the point of view of the organizations they shape and create.
    Ema Borovinamembuat kutipan4 tahun yang lalu
    Great Sense of Humor
    It turns out that Multipliers have a great sense of humor. On a whim we added “Great Sense of Humor” to our leadership survey. Our suspicion proved right. Not only is this trait prominent among Multipliers, it is one of the traits that is most negatively correlated with the mindset held by Diminishers. Multipliers aren’t necessarily comedians, but they don’t take themselves or situations too seriously. Perhaps because they don’t need to defend their own intelligence, Multipliers can laugh at themselves and see comedy in error and in life’s foibles. Their sense of humor liberates others.
    The humor of the Multiplier is very George Clooney–esque—a self-depreciating wit and an ability to put others at ease, allowing people to be themselves
    Ema Borovinamembuat kutipan4 tahun yang lalu
    intellectual—merit. When they became “the boss,” they assumed it was their job to be the smartest and to manage a set of “subordinates.” Others had once had the mind and even the heart of the Multiplier, but they had been working among Diminishers for so long that they inherited many of their practices and absorbed their worldview. As one executive put it, “When I read your findings, I realized that I have been living in Diminisher land so long that I have gone native.” Many people have worked for Diminishers and, although they may have escaped unscathed, they carry some of the residual effects in their own leadership. The good news for the Accidental Diminisher is that there is a viable path to becoming a Multiplier.
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    The Accidental Diminisher
    Perhaps one of our biggest surprises was realizing how few Diminishers understood the restrictive impact they were having on others. Most of the Diminishers had grown up praised for their personal intelligence and had moved up the management ranks on account of personal—and often
    Ema Borovinamembuat kutipan4 tahun yang lalu
    As you read this book, you will find a few central messages:
    1. Diminishers underutilize people and leave capability on the table.
    2. Multipliers increase intelligence in people and in organizations. People actually get smarter and more capable around them.
    3. Multipliers leverage their resources. Corporations can get 2X more from their resources by turning their most intelligent resources into intelligence Multipliers.
    Ema Borovinamembuat kutipan4 tahun yang lalu
    Working with her was like an intense workout. It was exhausting but totally exhilarating.”
    Ema Borovinamembuat kutipan4 tahun yang lalu
    Hard Edge
    One of the most critical insights from our study of Multipliers is how hard edged these managers are. They expect great things from their people and they drive people to achieve extraordinary results. They are beyond results-driven managers. They are tough and exacting. Indeed, Multipliers make people feel smart and capable; but Multipliers aren’t “feel-good” managers. They look into people and find capability, and they want to access all of it. They utilize people to their fullest. They see a lot, so they expect a lot.
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