I agree with some of the other reviewers that this was not necessarily the best written book. The chapters were fairly formulaic, and the advice and the examples became repetitive.

But that doesn't really matter -- at least not to me -- because this is one of those books where the value is the framework that the authors introduce. This book explores the difference between Multipliers and Diminishers. A Multiplier is someone who increases the potential and impact of those around them. A Diminisher is someone who decreases the potential and impact. The authors looked at people strongly identified as working in one of these modes and analyzed what made them different from each other. (As the authors note, the distinction here is a continuum, not binary, and the same person can have some of the tendencies of a Multiplier and some of a Diminisher. By presenting the two as a dichotomy, the authors aim to highlight the key differences in practice between the two modes of operation.)

Examining different leaders, Wiseman and McKeown found five key practices that differentiate Multipliers and Diminishers. Multipliers want to optimize the talent of those they work with, create intensity without fear, extend challenges that stretch the capabilities of those they work with, debate decisions openly, and give people a sense of ownership and accountability. Underlying each of these practices are the assumptions that people are smart and can figure things out on their own and people will grow given the right challenge.

The practices themselves sound a bit like common sense once you see them listed -- although, that which sounds like common sense but is backed by research is worlds more valuable than that which just reflects intuition. What makes this book really valuable is that Wiseman and McKeown go over each practice of a Multiplier and describe concrete practices that you can use to move further to the multiplier side of the continuum for that practice. A lot of these things sound like common sense too, but as always with this sort of book, the key is in actually turning the advice into practice.

Overall, I look forward to choosing one or two of the Multiplier practices to focus on and seeing if I can grow my team more effectively! ( )

I already knew the basics because... well, my connection with Coach Gelwix necessitated it. The thoughts are valid and I wish they were implemented more.

Side note: leaving a Diminisher type job often leaves you with something like PTSD. And it's hard not to take that to your next job. ( )

How do you deal with coworkers who bring you down? Do you try to "fix" them? Try to work better with them? What if their actions prevent you from being the productive team member you want to be?

This is the idea Liz poses between "Deminisher" and "Multipliers". Multipliers have the ability to make everyone around them better. Deminishers, on the other hand, hinder other peoples abilities to work.

While many of the examples are presented over and over again (which got somewhat monotonous), a few stuck with me. Working with others when you already have a plan in mind can make for an unhappy relationship. The constant reminder in this book to seek context with others and solve their problems first was a leadership takeaway that I could stand to do a better job at. ( )

I enjoyed the principles of this book and I think they will be very helpful. I struggled between a 3 and 4 star rating because the writing style seems kind of unorganized at times, and gets repetitive. I didn't know there is an updated version, so hopefully it is even better. ( )

I heard one of thier reseach partners speak at a conference and the concept really hit home. While they did the research in academia and the business world, this really pertains to every industry. And yes while reading I was thinking where I fell on the diminsher-multiplier continuum. ( )