Leverage Diversity for Greater Success

FromĀ http://thefutureleadershipinitiative.wordpress.com

As Adam Vaccaro points out, diverse workplace might ultimately create better results, as some new studies suggest.

“The study, detailed by NPR, looks at the work of scientific researchers and finds that papers written by multicultural teams were cited in other research more often than those written by homogenous groups. In the world of research, citations are seen as a metric of quality.

Ethnic diversity wasn’t the only harbinger of success. The same study also found that groups with members from geographic areas-perhaps three cities in the same country-also created better papers than those with members from the same place.

“It’s a matter of looking at individual teams and making sure they’re different perspectives, different points of view, different backgrounds,” NPR’s David Greene says.

The principle isn’t an entirely new one.Ā The idea that different perspectives result in better work has been explored from a more macro-economic perspective, as research shows that diverse cities experience more economic growth.Ā The idea is also at play in research showing that companies with females on their boards financially outperform those that don’t (have females on their boards).

FromĀ http://www.meritor.com

People tend to think of diversity as simply demographic, a matter of color, gender, or age. However, groups can be disparate in many ways. Diversity is also based on informational differences, reflecting a person’s education and experience, as well as on values or goals that can influence what one perceives to be the mission of something as small as a single meeting or as large as a whole company.

Diversity among employees can create better performance when it comes to out-of-the-ordinary creative tasks such as product development or cracking new markets…Ā The researchers found that informational diversity stirred constructive conflict, or debate, around the task at hand. That is, people deliberate about the best course of action.

Diversity is the crucial element for group creativity. Innovation teams tasked with creating new products or technologies or iterating existing ones need tension to produce breakthroughs, and tension comes from diverse points of view. This is the opposite of groupthink, the creativity-killing phenomenon of too much agreement and too similar perspectives that often paralyzes otherwise great teams.

FromĀ http://www.nissan-global.com

Ā According to McKinsey Quarterly, between 2008 and 2010, companies with more diverse top teams were also top financial performers. Thatā€™s probably no coincidence.Ā There are many reasons companies with more diverse executive teams should outperform their peers: fielding a team of top executives with varied cultural backgrounds and life experiences can broaden a companyā€™s strategic perspective, for example. And relentless competition for the best people should reward organizations that cast their nets beyond traditional talent pools for leadership.

Leverage Diversity for Greater Success

šŸ˜‰

THE END

Are You a Genius or a Genius Maker?

FromĀ http://naomisimson.com

Ā Weā€™ve all had experience with two dramatically different types of leaders. The first type drain intelligence, energy, and capability from the ones around them and always need to be the smartest ones in the room. These are the idea killers, the energy sappers, the diminishers of talent and commitment.

On the other side of the spectrum are leaders who use their intelligence to amplify the smarts and capabilities of the people around them. When these leaders walk into a room, lightbulbs go off over peopleā€™s heads, ideas flow, and problems get resolved. These are the leaders who inspire employees to stretch themselves to deliver results that surpass expectations. These are the Multipliers.

 


FromĀ http://multipliersbooks.com

Multipliers are genius makers. Everyone around them gets smarter and more capable. People may not become geniuses in a traditional sense, but Multipliers invoke each personā€™s unique intelligence and create an atmosphere of genius ā€“ innovation, productive effort, and collective, viral intelligence.

Diminishers on the other hand are absorbed in their own intelligence, stifle others, and deplete the organization of crucial intelligence and capability.

Accidental_Diminisher_Chart_Twitter_Version
FromĀ http://multipliersbooks.com

The mind of Multiplier

Multipliers and Diminishers tend to hold radically different assumptions about the intelligence of the people they work with. These assumptions appear to explain much of the difference in how Diminishers and Multipliers operate.

The Diminisherā€™s view of intelligence is based on elitism and scarcity. Diminishers appear to believe that really intelligent people are a rare breed and I am one of the few really smart people. They then conclude, other people will never figure things out without me.

Multipliers on the other hand have a rich view of the intelligence of the people around them. They see intelligence as continually developing. Therefore their key assumption: people are smart. They will figure this out and will get even smarter in the process.

FromĀ http://kellysopeningworld.wordpress.com/

In analysing data from more than 150 leaders, Wiseman and McKeown have identified five key disciplines that distinguish Multipliers from Diminishers:

  1. The Talent Magnet: Attract and optimize talent
  2. The Liberator: Create intensity that requires best thinking
  3. The Challenger: Extend challenges
  4. The Debate Maker: Debate decisions
  5. The Investor: Instill ownership and accountability

Multiplier
FromĀ http://www.monkeymagic.net/2013/07/

* * *

1

The Talent Magnet


FromĀ http://izquotes.com

Talent Magnets get access to the best talent because people flock to work for them knowing they will be fully utilized and developed to be ready for the next stage. Talent Magnets:

  • Appreciate all types of genius: genius comes in many forms. Some minds excel at quantitative analysis or verbal reasoning ā€“ capabilities measured through IQ and other tests of traditional cognitive intelligence. Other minds offer creative genius, innovating through fresh thinking and bold ideas. Some minds are critical, spotting every problem or landmine lurking within a plan; the genius of some others is to find a way to tunnel around these landmines.
  • Ignore boundaries: Talent Magnets live in a world without walls and without hierarchical or lateral restrictions. Instead, they see talent networks.
  • Find peopleā€™s native genius: A native genius is something that people do, not only exceptionally well, but absolutely naturally. They do it easily (without extra effort) and freely (without condition). It is something that gives them inherent satisfaction, and they offer their capability voluntarily, even ardently. Native genius can be so instinctive for people that they may not even understand their own capability, like the fish that discovers the water last. By telling people what you see, Talent Magents can raise their awareness and confidence, allowing them to provide their capability more fully.
  • Utilize people to their fullest by connecting people with opportunities that allow them to be used at their highest point of contribution.

FromĀ http://www.chopcow.com

* * *

2

The Liberator

FromĀ http://wwwawesomequotes.blogspot.co.nz/

Liberators create an intense environment that requires peopleā€™s best thinking and work. As a result, people offer their best and boldest thinking and give their best effort.

Liberators:

  • Release others by restraining themselves: it is a small victory to create space for others to contribute. But it is a huge victory to maintain that space and resist the temptation to jump back in and consume it yourself.
  • Shift the ratio of listening to talking: liberators are ferocious listeners who listen to feed their hunger for knowledge.
  • Operate consistently: The consistency in the liberatorā€™s actions establishes a predictable pattern of behaviour. This allows others to know when it is their turn and where there is space for them to contribute. It also creates safety with all people knowing what to expect.
  • Level the playing field: in any formal organization, the playing field is rarely level, and certain voices are inherently advantaged. These include senior executives. Unless managed, other voices that are perhaps closest to the real issues can become muffled.
  • Demand best work: Asking whether people are giving their best gives them the opportunity to push themselves beyond their previous limits.
  • Distinguish best work from outcomes: people feel positive pressure when they are held to their best work, however it is important to avoid creating stress by holding people accountable for outcomes beyond their control.
  • Generate rapid learning cycles by admitting and sharing mistakes and insisting on learning from mistakes.


FromĀ http://www.mindwerx.com

* * *

3

The Challenger

FromĀ http://ieet.org

Challengers define opportunities that challenge people to go beyond what they know how to do. As a result they get an organisation that understands the challenge and has the focus and energy to take it on.

The Challengers:

  • Seed the opportunity by allowing people to discover it, challenging the assumptions, re-framing the problems into opportunities, and providing the starting point.
  • Lay down a challenge by asking the hard questions and letting others to fill in the blanks.
  • Generate belief in what is possible by laying out a path, co-creating the plan and beginning with small early wins.

FromĀ http://www.notable-quotes.com

* * *

4

The Debate Maker

FromĀ http://www.savemarinwood.org

Debate Makers engage people in debating the issues up front, which leads to sound decisions that people understand and can execute efficiently.

Debate Makers:

  • Frame the issue by defining the question that unearths and challenges the assumptions entrenched in the organization, forming the team, and assembling the required data.
  • Spark the debate by creating safe environment for best thinking and demanding rigor.
  • Drive sound decision making.

FromĀ http://www.freshbooks.com

* * *

5

The Investor

FromĀ http://quotespictures.net

Multipliers operate as Investors. They invest by infusing others with the resources and ownership they need to produce results independent of the leader.

The Investors:

  • Define ownership by naming the lead, giving ownership for the end goal and stretching the role
  • Invest resources by providing mentoring, coaching and backup
  • Hold people accountable

Ā 
FromĀ http://www.nwlink.com/

Multipliers also tend to have a great sense of humor. They arenā€™t necessarily comedians, but they donā€™t take themselves or situations too seriously. They can laugh at themselves and see comedy in error and in lifeā€™s foibles. Their sense of humor liberates others. Multipliers use humor to create comfort and to spark a natural energy and intelligence in others.

Ā From ā€œMultipliers: How the Best Leaders Make Everyone Smarterā€ by Liz Wiseman with Greg McKeown

Ā FromĀ http://izquotes.com/

The concept of Diminishers and Multipliers however is not limited to business leadership only. It can be easily applied to any relationship, including marriage, family, parenting, friendship etc.


FromĀ https://otrazhenie.wordpress.com

Are you a Diminisher or a Multiplier, a Genius or a Genius Maker?

THE END