Multipliers: How the Best Leaders Make Everyone Smarter by Liz Wiseman, John Meagher

The best leaders are those who multiply the intelligence and potential of those around them, rather than diminishing their energy and capabilities. Such leaders make their teams stronger, motivate for greater achievements, develop talents, and create an environment where everyone grows and contributes at their fullest. In contrast, there are “Diminishers” — leaders who, through their actions and approach, block development and suppress initiative.

“Multipliers get more intelligence, energy, and capability out of people than other leaders do.”

Who Are Multipliers and Diminishers?

Multipliers are leaders who:

Delegate responsibility and give space for growth
Listen to and value others’ ideas
Encourage independent thinking and initiative
Create an environment where mistakes are opportunities to learn
Stimulate the growth of intelligence and talent in their teams

Diminishers are leaders who:

Control every detail and do not trust others
Overload themselves and others with unnecessary work
Suppress initiative and independence
Fear mistakes and criticize them
Deprive the team of opportunities to express themselves

5 Types of Multipliers and How to Apply Them

The Talent Magnet
Seeks and attracts the best specialists, unlocking each person’s potential.
Example: Mitt Romney at Bain & Company gathered the strongest people around him, giving them challenging tasks and freedom to develop.
Practice: Notice people’s strengths and make full use of them.
The Liberator
Creates an atmosphere of freedom and trust where people are not afraid to make decisions.
Example: Michael Chang learned to let go of control, allowing his team to take initiative and experiment.
Practice: Remove micromanagement, trust your team, encourage experimentation.
The Challenger
Pushes the team to grow through ambitious tasks and questions.
Example: Lutz Ziob, CEO of Microsoft Learning, set ambitious goals, motivating employees to find unconventional solutions.
Practice: Ask “hard” questions and motivate the search for new solutions.
The Debate Maker
Encourages constructive arguments and discussions to find the best ideas.
Example: Ernest Bachrach at Advent International fostered a culture of open discussion where ideas were evaluated on their merits.
Practice: Stimulate open communication and active participation.
The Investor
Invests resources and responsibility in people, expecting independent results.
Example: K.R. Sridhar at Bloom Energy removed a toxic employee, preserving a healthy atmosphere and allowing others to flourish.
Practice: Give authority and support, don’t interfere unnecessarily.

Key Practical Recommendations

Reduce your own busyness. The more you control, the less others grow.
Example: A manager realized his micromanagement and started delegating, seeing the team grow.
Ask the right questions instead of giving ready answers. This sparks thinking and initiative.
Listen and carefully observe the team to reveal hidden potential.
Encourage mistakes as part of learning, not as reasons for punishment.
Create a culture of trust where people are not afraid to speak up and try new things.
Regularly provide feedback that highlights growth and development.

Why Is This Important Now?

In a world where challenges become more complex, teams of creators are needed, not just executors. Multiplier leaders are the key to sustainable success and competitiveness. Without this approach, organizations risk getting stuck in the past.

How to Start Applying It Right Now?

Review your leadership style — are you multiplying or diminishing?
Begin delegating with trust — don’t command, support.
Organize debates on key questions — increase team engagement.
Ask open questions: “What do you think?”, “How would you solve this?”
Encourage knowledge sharing — this develops collective intelligence.

Additional Important Ideas from the Book

Multiplying is a measurable effect:
Multipliers get, on average, twice the contribution from their teams compared to Diminishers. People don’t just work harder — they become smarter and more effective thanks to an atmosphere of support and challenge. One leader said, “They give me not 100%, but 120% — I grow with them.”
Addition vs. multiplication logic in leadership:
The traditional approach is more resources = more results. Multipliers know how to get more with the same resources by unlocking potential. For example, Apple didn’t just hire more salespeople, but changed the model of working with existing ones.
Accidental Diminisher:
Many leaders unintentionally suppress their teams — out of habit or because “that’s how it’s done.” The book helps identify these habits: excessive criticism, interrupting, imposing opinions, micromanagement.
Multipliers have a “tough edge”:
They demand a lot but create conditions for people to open up, not to be crushed. It’s like an intense but inspiring workout.
Humor as a powerful tool:
Multipliers can laugh at themselves and relieve tension, which helps reduce fear and encourages openness.
Active practices of Multipliers:
They attract and develop talent, create a safe but intense environment, set challenges, organize debates, and invest in people — giving responsibility and support.
How to find and unlock an employee’s “native genius”:
See what a person does easily and gladly — that’s their “native genius.” It’s important to ask:
- What do you do best?
- What comes easily to you without effort?
- What do you do even without being asked?
  Help people realize and develop their talents.
Multipliers aren’t afraid to remove “blockers”:
If someone suppresses initiative or hinders growth, real leaders don’t hesitate to make tough decisions so the team can thrive.
Change starts with mindset:
To become a true Multiplier means changing internal beliefs: to believe intelligence and abilities can grow, that everyone around is smart and capable. This mindset shift leads to behavioral change and results.