Multipliers and Stepping Stones: Empowering the Next Step

Have you ever noticed how some leaders make you feel inspired and capable, while others leave you feeling small or inadequate? What sets these two styles apart? More importantly, which kind of leader do you want to be?

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There is a legend about two British Prime Ministers, Benjamin Disraeli and William Gladstone, that has always left a deep impression on me. According to the story, a woman dined with each of them on separate occasions. When asked for her impressions, she said, “When I left the dining room after sitting next to Mr. Gladstone, I thought he was the cleverest man in England. But after sitting next to Mr. Disraeli, I thought I was the cleverest woman in England.”

This story resonates deeply because I see echoes of it in my own interactions. There have been times when I defaulted to a diminisher mindset—dominating conversations, correcting someone, or offering suggestions in a way that made others feel small. For instance, during team meetings, the team might present their work, and I spot an issue. I say, “I’m not sure whether this can work. Why don’t we try the following suggestions?” While I intend to help, I unknowingly take ownership away from them, limiting their confidence and initiative.

At other times, I find myself tapping into the multiplier mindset. Instead of jumping in with corrections, I say, “I think that’s a great idea you all have. Let’s spend some time expanding on the following matters and working out the details.” This subtle shift transforms the conversation. Suddenly, the team feels energized and capable, eager to refine their ideas. The ownership and momentum remain theirs, and I see their potential come alive.

I often wonder: Why do I oscillate between these two styles? What makes me shift from someone who diminishes to someone who empowers? These questions remind me of the two types of leaders that Liz Wiseman described in her book, Multipliers: How the Best Leaders Make Everyone Smarter.

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In Multipliers, Liz Wiseman explored two distinct leadership styles: Multipliers and Diminishers.

Multipliers were leaders who brought out the best in others. They amplified talent, fostered collaboration, and created environments where innovation thrived. Instead of solving every problem themselves, Multipliers asked questions that encouraged independent thinking. They challenged people to stretch their capabilities, creating a culture of trust and ownership.

Diminishers, on the other hand, often acted with good intentions but unintentionally stifled creativity and growth. They dominated conversations, micromanaged tasks, or positioned themselves as the “smartest person in the room.” While their expertise achieved results in the short term, it often discouraged others from contributing fully, undermining long-term success.

Wiseman’s research revealed that Multipliers unlocked twice the capability of their teams compared to Diminishers. By empowering others to take ownership and step into their potential, Multipliers created a ripple effect of growth and performance that extended far beyond themselves.

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Thinking about Wiseman’s insights has been eye-opening. I realized that my two contrasting styles often stemmed from my mindset going into an interaction. When I focused on proving myself or feeling the need to control the outcome, I fell into the Diminisher trap. But when I approached the conversation with curiosity and trust—believing in the team’s abilities—I naturally adopted a Multiplier mindset.

Here are three actionable tips to help you lean into being a Multiplier:

Ask questions that elevate others: Instead of offering answers or corrections, ask open-ended questions that encourage deeper thinking and ownership. For example, “How would you approach this differently?” or “What’s the boldest solution you can think of?”

Focus on their strengths: Make a habit of noticing and acknowledging the unique qualities and skills of others. A sincere comment like, “I really admire how thoughtfully you approached this problem,” can boost confidence and motivation.

Trust and step back: Resist the urge to micromanage or fix everything. Delegate responsibilities with confidence, then give people the space to experiment, innovate, and grow. Let them surprise you.

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Leadership, I have come to realize, is like finding the next stepping stone for someone to cross a stream. Great leaders focus on guiding their teams to the next step, helping them see and navigate the path forward. By empowering others to move forward confidently, you create a culture where everyone thrives—and in doing so, you build a legacy of leaders who will guide others in turn.