Do You Make People Around You Smarter or Dumb?
How to Make Others Smarter, Amplify Their Potential, and Help Teams Achieve Extraordinary Results!
2.2 Leadership & Influence
Have you ever thought about how you make others feel after spending time with you?
Some people make others feel smart and confident. They ask good questions, listen carefully, and make others feel important. They help their friends think deeply and try new things.
These people don’t act like they know everything—they just make it easier for others to learn and share ideas.
But some people do the opposite.
They interrupt, make fun of others’ answers, or act like only their opinion matters. This can make others feel small, scared to speak up, or like their thoughts don’t matter.
We all have a choice.
Our words and actions can build people up or tear them down. So here’s a question to think about:
When people spend time with you, do they feel smarter and more confident—or do they feel quiet, unsure, and less than they really are?
Now this is not merely a hypothetical question.
Download the survey below to reflect on how your words, actions, and presence impact the people around you—your classmates, friends, teammates, or even family members.
The survey will help you see patterns in your behavior and give you honest feedback on how you influence others.
Are you someone who lifts people up, encourages questions, and creates a space where others feel safe to speak? Or are there moments when you might unknowingly make others feel small, ignored, or not good enough to share their thoughts?
This simple survey is a great tool to start becoming more aware of the kind of person, or the leader, you are becoming. It’s not about being perfect—it’s about growing into someone who helps others grow too.
Take the survey today. Because the world doesn’t just need smart people—it needs people who help others become their best.
This brings us to our weekly book feature.
Multipliers: How the Best Leaders Make Everyone Smarter by Liz Wiseman and Greg McKeown explores the power of leadership to unlock potential.
The book talks about two kinds of leaders: Multipliers and Diminishers. Multipliers are leaders who help people become smarter and more capable. Diminishers, on the other hand, make people feel like they can’t do their best.
The book gives examples and tips to show how anyone can learn to be a Multiplier.
If you are a Multiplier, you believe in people’s potential and create environments where others can grow. You ask hard questions, encourage teamwork, and trust others to take ownership of tasks.
(If you missed it, this is the first book of this category. Check the link below).
Diminishers, however, micromanage, take credit for others’ work, and make people doubt themselves. If you are this type of leader and you are probably not aware, I hope someone will be brave enough to tell you and you gain the courage to reform.
The book also explains how to shift from being a Diminisher, if you suspect you are one, to becoming a Multiplier. It suggests small changes, like listening more, giving people space to think, and celebrating their contributions.
These changes can make a big difference on how you lead.
With stories and research, the book shows that leadership isn’t about having all the answers—it’s about helping others find the answers. By practicing the habits of Multipliers, you can inspire your team, teammates, and achieve great results.
If you feel you already have some of the traits of a Multiplier, then you can work on becoming a transformational leader. You can start here.
A revised and updated edition of the acclaimed Wall Street Journal bestseller that explores why some leaders drain capability and intelligence from their teams while others amplify it to produce better results.
Here’s a summary of each chapter in the book “Multipliers,” including the most significant insights and some tips on how to use these ideas in everyday life:
Chapter 1: The Multiplier Effect
Description: This chapter explains what Multipliers are. They are leaders who make people around them smarter and more capable.
Most Significant Insight: Multipliers expect great things from their people and drive them to achieve extraordinary results.
Tip: Set high expectations for yourself and others, encouraging everyone to reach their full potential.
Chapter 2: The Talent Magnet
Description: Multipliers attract talented people and help them grow.
Most Significant Insight: Multipliers naturally draw talent because they create environments where people can thrive.
Tip: Foster an environment where people feel valued and have opportunities to develop their skills.
Chapter 3: The Liberator
Description: These leaders create an environment where people feel free to think and express ideas.
Most Significant Insight: Liberators give people permission to make mistakes and learn from them.
Tip: Encourage open communication and view mistakes as learning opportunities.
Chapter 4: The Challenger
Description: Challengers push people out of their comfort zones to achieve big things.
Most Significant Insight: By setting stretch goals, challengers help people grow and achieve more than they thought possible.
Tip: Set challenging but achievable goals to encourage growth and resilience.
Chapter 5: The Debate Maker
Description: These leaders promote healthy debates to solve problems.
Most Significant Insight: Engaging in collective dialogue and debate leads to better decision-making.
Tip: Facilitate discussions where everyone’s opinions are heard and considered before making decisions.
Chapter 6: The Investor
Description: Investors give people ownership and trust them to get the job done.
Most Significant Insight: By giving people full ownership, investors instill accountability and responsibility.
Tip: Delegate tasks with trust and provide support only when necessary, allowing others to take charge.
Chapter 7: Becoming a Multiplier
Description: This chapter talks about how anyone can become a Multiplier with practice.
Most Significant Insight: Small changes in leadership style can significantly impact over time.
Tip: Reflect on your leadership practices regularly and make incremental improvements.
Appendix A: The Research Process
Description: This appendix explains how the authors studied Multipliers and Diminishers. Extensive research and interviews helped identify key traits of Multipliers. When researching or exploring new ideas, gather diverse perspectives to enrich your understanding.
Appendix B: The Multipliers Assessment
Description: Here, readers can take tests to see if they are Multipliers or Diminishers. Self-assessment helps you understand your leadership strengths and areas for improvement. Regularly seek feedback from peers to gain insights into your leadership style.
Appendix C: The Multipliers
Description: This part lists examples of successful Multipliers. Learning from real-life Multipliers can inspire and guide your leadership journey. Study the habits and practices of effective leaders and incorporate their strategies into your own leadership style.
By using these summaries and tips, you can start practicing the habits of Multipliers in your daily life, helping others around you shine and succeed.
Multipliers, Revised and Updated: How the Best Leaders Make Everyone Smarter by Liz Wiseman | 4.7 4.7 out of 5 stars (2,574) Kindle Unlimited Edition |Hardcover $13.04 | 4.0 on Goodreads 14,925 ratings
Here’s a 10-point self-assessment to help you evaluate how well you embody the qualities of a Multiplier, even if you’re not currently in a formal leadership position. Rate yourself on a scale of 1 to 5 for each point (1 = Strongly Disagree, 5 = Strongly Agree):
Self-Assessment: Are You a Multiplier?
I Help Others Succeed
I actively look for ways to support others in using their strengths and talents, even if I’m not officially leading them.
Rating:I Encourage Others to Think
I create opportunities for people to share their ideas and solve problems, rather than always providing answers myself.
Rating:I Push People to Grow
I encourage friends, peers, or teammates to take on challenges that stretch their abilities, even outside formal roles.
Rating:I Value Different Perspectives
I seek out diverse opinions and encourage open discussions, ensuring everyone feels heard in group settings.
Rating:I Trust Others to Take Ownership
I give people the chance to take responsibility for tasks and trust them to follow through, offering help only when needed.
Rating:I Believe in People’s Potential
I assume that others are capable of more than they might think and encourage them to believe in themselves too.
Rating:I Celebrate Contributions
I acknowledge and appreciate the efforts and achievements of others, even in casual or informal settings.
Rating:I Adapt My Approach
I adjust how I interact with others based on their needs, even if it means stepping back to let them shine.
Rating:I Build Confidence in Others
I use encouragement and feedback to help people feel more confident in their abilities and contributions.
Rating:I Reflect on My Impact
I regularly consider how my actions affect others and think about ways to empower rather than hold them back.
Rating:
Scoring Your Results
40–50 Points: You’re already acting like a Multiplier! Keep fostering these habits, even in everyday interactions.
30–39 Points: You’re on the right track but may have areas to grow. Focus on specific practices to strengthen your Multiplier mindset.
Below 30 Points: You might lean toward behaviors that unintentionally limit others. Reflect on your approach and consider adopting Multiplier practices.
Here’s a challenge you might encounter:
How can you step into a leadership role or improve your current leadership skills to effectively guide and inspire those around you?
Leadership isn’t just about holding a title or being in charge—it’s about creating an environment where people feel valued, empowered, and motivated to do their best work.
Whether you’re leading a team at school, managing a project with friends, or taking on responsibilities at work, the goal is to help others grow while achieving shared goals.
Great leaders don’t just solve problems themselves—they create space for others to solve them. That shift feels huge but also freeing once you get it. You don’t have to carry everything on your shoulders.
Instead, you empower those around you to step up and shine.
Now, I know it’s not always easy to develop leadership skills. Sometimes you might feel stuck because your boss isn’t exactly modeling these behaviors, or maybe you’re overwhelmed trying to figure it all out.
Maybe cultural norms at work push people toward controlling leadership styles instead of open, empowering ones.
And honestly, we’ve probably all accidentally acted like Diminishers at times without even realizing it. But guess what?
Small changes matter.
One big takeaway is that anyone can move toward becoming a Multiplier with practice. Start by shifting your mindset—trust that people are smarter and more capable than they sometimes seem. Give them opportunities to grow and stretch their abilities. And if someone makes a mistake?
Share your own mistakes too—it helps build trust.
For example, if you are a manager, you could talk about a time you led a project that failed and how you learned from it. That way, people see failure as part of learning, not something to fear.
Here’s another thing I love: Multipliers listen deeply.
They don’t just wait for their turn to talk—they genuinely try to understand what others know. Imagine sitting in a meeting where everyone feels heard because the leader asks questions like, “What solution do you see?” or “How would you propose we fix this?”
When people start contributing more, and suddenly, the whole team grows stronger.
The book challenges you to reflect on your own leadership style. Are there moments when you’re stifling creativity instead of encouraging it? Do you dominate conversations or let quieter voices speak up? These kinds of questions help us spot areas to improve.
I’ll admit, making this shift takes effort.
But imagine the impact if every leader chose to be a Multiplier—if we focused on drawing out the genius in others instead of hogging the spotlight. Think about how much smarter and stronger our teams, organizations, and communities could be.
So, my challenge to you—and to myself—is simple: take one step today toward becoming a Multiplier. Ask someone for their opinion. Listen intently. Or celebrate someone’s success, no matter how small.
Little by little, we can change the way we lead—and the world around us.
When I started in my first formal leadership role as a thirteen-year-old Boy Scout, serving as a patrol leader for eight other boys on the hills of Mount Makiling in Laguna Province, Philippines, I thought being a leader meant having all the answers and telling everyone what to do. That idea terrified me.
I was just a kid, absolutely unsure of myself, and the weight of responsibility felt overwhelming.
I realized since I didn’t have all the answers—I could compensate it with being dependable and set an example. So, I made it a point to be the first one up in the morning and the last to go to sleep at night.
I followed instructions from those above me as best I could while ensuring my actions reflected the scout values we were taught—whether in how I dressed, behaved, or treated others.
I quickly realized that leadership wasn’t about knowing everything—because I certainly didn’t know much. With that, I relied on two older scouts for their input, and they were glad to help. This was not really intentional but out of my desperation.
I managed to survive in the role for a week, under intense pressure for a young man like me, by acting confident even though I had doubts about my abilities.
It was also just a lucky break.
I might have also been given the role because during the patrol leaders training camp, I was caught acting playfully and behaving childishly, which my adult leaders called me out on it.
I was warned that I might be left behind unless I straightened up.
Regardless of how I ended up in the role, it turned out to be an effective intervention—and, fortunately, a timely wake-up call for me as well. Asking me the misbehaving scout to lead other scouts stopped the problem for my adult leaders and an opportunity for growth for me.
Looking back, I see now that those small steps helped me grow into my role.
It wasn’t about perfection but effort, being chastised for immature behavior, and then compelled to be humble. Those lessons stayed with me long after the national jamboree ended, preparing me whenever new leadership roles arose.
What I learned from that early experience shaped how I began to see leadership.
I was fortunate to receive the help of the two older scouts, unintentionally at that point, but was something I used again and again in my other leadership roles.
I love the fact that I need not be the smartest person to be a leader.
I wish I had this book in my teens, written in a teen version. It would have helped me understand what it truly means to lead and inspire others, even at a young age.
I could have experimented on more “Multiplier” behaviors.
In any case, the ideas and principles this book teach could be applied to group projects, sports teams, or even friendships, learning how to bring out the genius in those around you.
Instead of feeling pressured to control everything, you can apply the power of trust, encouragement, and asking the right questions.
If you’ve ever wondered how to become a better leader or help others grow, this is the kind of stuff that’ll make you think, “Wow, I can actually do this.” It makes becoming a good leader doable.
What do you say? Ready to give it a shot?
You know you could!
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