Read Online Multipliers: How the Best Leaders Make Everyone Smarter by Liz Wiseman, Greg McKeown - Free Book Online Page A
Authors: Liz Wiseman, Greg McKeown
Tags: Business & Economics, Management
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a sweat.
What people do freely, they do without condition. They don’t need to be paid or rewarded, and they often don’t even need to be asked. It is something that gives them inherent satisfaction, and they offer their capability voluntarily, even ardently. It is effortless, and they stand ready and willing to contribute, whether it is a formal job requirement or not.
Finding someone’s native genius is the key that unlocks discretionary effort. It propels people to go beyond what is required and offer their full intelligence. Finding people’s genius begins by carefully observing them in action, looking for spikes of authentic enthusiasm and a natural flow of energy. As you watch someone in action, ask these questions:
What do they do better than anything else they do?
What do they do better than the people around them?
What do they do without effort?
What do they do without being asked?
What do they do readily without being paid?
Label It
Native genius can be so instinctive for people that they may not even understand their own capability. Perhaps you’ve heard the phrase “fish discover water last.” But if people aren’t aware of their genius, they are not in a position to deliberately utilize it. By telling people what you see, you can raise their awareness and confidence, allowing them to provide their capability more fully.
Players for Larry Gelwix, head coach of the almost unbeatable Highland High School rugby team, often report that he got more out of them than other coaches. Consider one specific player, John. Before working with Larry, John saw himself as a good athlete but not a great one. But Larry pointed out something that changed his view of himself.John recalled, “Larry commented publicly about my speed.” John was surprised when the coach started talking in front of the other guys about how fast he was. He continued, “I thought I had good speed, but not great speed. But because Larry singled it out, it inspired me to develop a distinct self-concept: I was fast. And every time I found myself in a situation where speed was required, I remembered this, and I pushed myself beyond my limits.” John not only became fast, he became really fast.
By labeling his genius for him, Larry unlocked this ability for John. Like John, people’s first reaction to hearing someone describe a genius of theirs can often be bemusement. You know you’ve hit a genius nerve when they say, “Really? Can’t everyone do this?” or “But this is no big deal!” Finding people’s native genius and then labeling it is a direct approach to drawing more intelligence from them.
III. Utilize People at Their Fullest
Once a Talent Magnet has uncovered the native genius of others, he or she looks for opportunities that demand that capability. Some of these are obvious; others require a fresh look at the business or the organization. Once they’ve engaged the person’s true genius, they shine a spotlight on them so other people can see their genius in action.
Connect People with Opportunities
Peter Merrill was a college student hired in a $9-an-hour part-time position as a front-line customer service representative for a professional coaching firm. He took more calls than the average rep and had an almost perfect record of “saving” customers who called in ready to cancel out of their programs.
What would a typical manager do with someone like Peter? Make sure he was happy? Perhaps offer him a full-time job upon graduation? Such a course of action would cement his current level of contribution within the firm and position him, in time, for a promotion.
But Ann Khalsa, Peter’s manager’s manager, wasn’t happy with that posture. She dug a little deeper. Peter appeared good at saving customers, but why? It turned out to be what Ann called a “listening spike,” by which she meant he listened to customers so sincerely and so thoughtfully, they would volunteer to give the company another chance.
But her
What people do freely, they do without condition. They don’t need to be paid or rewarded, and they often don’t even need to be asked. It is something that gives them inherent satisfaction, and they offer their capability voluntarily, even ardently. It is effortless, and they stand ready and willing to contribute, whether it is a formal job requirement or not.
Finding someone’s native genius is the key that unlocks discretionary effort. It propels people to go beyond what is required and offer their full intelligence. Finding people’s genius begins by carefully observing them in action, looking for spikes of authentic enthusiasm and a natural flow of energy. As you watch someone in action, ask these questions:
What do they do better than anything else they do?
What do they do better than the people around them?
What do they do without effort?
What do they do without being asked?
What do they do readily without being paid?
Label It
Native genius can be so instinctive for people that they may not even understand their own capability. Perhaps you’ve heard the phrase “fish discover water last.” But if people aren’t aware of their genius, they are not in a position to deliberately utilize it. By telling people what you see, you can raise their awareness and confidence, allowing them to provide their capability more fully.
Players for Larry Gelwix, head coach of the almost unbeatable Highland High School rugby team, often report that he got more out of them than other coaches. Consider one specific player, John. Before working with Larry, John saw himself as a good athlete but not a great one. But Larry pointed out something that changed his view of himself.John recalled, “Larry commented publicly about my speed.” John was surprised when the coach started talking in front of the other guys about how fast he was. He continued, “I thought I had good speed, but not great speed. But because Larry singled it out, it inspired me to develop a distinct self-concept: I was fast. And every time I found myself in a situation where speed was required, I remembered this, and I pushed myself beyond my limits.” John not only became fast, he became really fast.
By labeling his genius for him, Larry unlocked this ability for John. Like John, people’s first reaction to hearing someone describe a genius of theirs can often be bemusement. You know you’ve hit a genius nerve when they say, “Really? Can’t everyone do this?” or “But this is no big deal!” Finding people’s native genius and then labeling it is a direct approach to drawing more intelligence from them.
III. Utilize People at Their Fullest
Once a Talent Magnet has uncovered the native genius of others, he or she looks for opportunities that demand that capability. Some of these are obvious; others require a fresh look at the business or the organization. Once they’ve engaged the person’s true genius, they shine a spotlight on them so other people can see their genius in action.
Connect People with Opportunities
Peter Merrill was a college student hired in a $9-an-hour part-time position as a front-line customer service representative for a professional coaching firm. He took more calls than the average rep and had an almost perfect record of “saving” customers who called in ready to cancel out of their programs.
What would a typical manager do with someone like Peter? Make sure he was happy? Perhaps offer him a full-time job upon graduation? Such a course of action would cement his current level of contribution within the firm and position him, in time, for a promotion.
But Ann Khalsa, Peter’s manager’s manager, wasn’t happy with that posture. She dug a little deeper. Peter appeared good at saving customers, but why? It turned out to be what Ann called a “listening spike,” by which she meant he listened to customers so sincerely and so thoughtfully, they would volunteer to give the company another chance.
But her
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