The Multiplier Effect: How Great Leaders Amplify Their Teams
Some leaders make everyone around them better. Ideas flow, confidence grows, and people stretch beyond what they thought possible. Others, often without meaning to, create the opposite. Energy drops, initiative slows, and even strong performers start waiting to be told what to do. That is the multiplier effect. And it works both ways.
Leadership always leaves a mark. You either multiply your team’s capability or diminish it. The difference is less about intelligence and more about how you engage and connect with your team. It is about how you show up, how you lead, and how you bring out the best in others.
“Multipliers make everyone around them smarter and more capable.” — Liz Wiseman
Liz Wiseman’s research found that Multipliers access over 90 percent of their team’s intelligence. Those that don’t show up in a positive, strong way decrease their team’s efforts. Wiseman refers to them as Diminishers, and they use less than half of what their team has to offer. That statistic alone tells the story of why leadership matters so much. The way a leader behaves can double or cut in half what their team gives back.
What the Multiplier Effect Really Means
Multipliers amplify the impact, capability, and confidence of their teams. They create environments where people think, contribute, and grow. Their teams are more engaged, more independent, and more effective.
Diminishers, on the other hand, unintentionally shrink others’ contributions. They jump in too quickly, provide all the answers, or take control when things get difficult. They may believe they are being helpful or keeping things on track, but over time, they train their teams to depend on them instead of thinking for themselves.
This is why two teams with similar talent can produce completely different results. Leadership is the multiplier.
Recognizing the Diminisher Trap
Most Diminishers do not mean to be. They are often strong performers who want to help, but their habits get in the way.
Here are a few common traps that limit a team’s potential:
The Solver – solves problems too quickly instead of giving others space to think. This can be an accidental Diminisher. They believe they are helping, but jumping in too soon takes growth opportunities away from others.
The Tyrant – creates tension and pressure instead of healthy challenge.
The Know-it-All – always has the final word.
The Decision Maker – decides alone and leaves others out.
The Micromanager – gives ownership, then takes it back when things do not go perfectly.
These are easy traps to find yourself in. I have certainly fallen into more than one of these over the years. It frequently comes from wanting things done well or fast. But what feels like “helping” can turn into controlling. And control usually kills creativity and confidence. Remain alert for warning signs of any of these things. Ask for feedback from your team and other observers.
A few years ago, I realized this in a team setting. I was leading a meeting where we were brainstorming ideas for a new program. The whiteboard marker was in my hand, and I was writing as people shared thoughts. I was also editing, adding, and redirecting as I went. It donned on me that I was steering the discussion through my actions, and not inspiring creative thought or ideas. Unconsciously, I was trying to speed things along to an outcome I believed would be right, not allowing for new ideas to surface and get worked through. Recognizing that during the session allowed me to step back and stop steering, and do more listening. I believe we ended up with a much better outcome because I stepped back, and the team found new ideas on how we could approach the problem.
Becoming a Multiplier
Becoming a Multiplier is not about changing who you are. It is about adjusting how you lead. It comes down to small, consistent shifts that build trust, confidence, and independence. No different from the example I shared above, a small, yet important shift in behavior can affect the outcome in many positive ways.
Here are four simple ways to start:
Ask instead of tell. When you ask questions, you invite people to think. When you give answers, you stop the thinking. Try asking, “What do you think?” or “How would you approach this if I weren’t here?” It gives ownership and shows trust.
Set the goal, not the steps. Define what success looks like, then step back. Resist the urge to map out every detail. Give people freedom to find their own path. They may surprise you with ideas that are better than your own.
Give ownership, not just tasks. Tasks are assignments. Ownership is accountability. When people own the work, they care more about the outcome. That shift changes the way they show up.
Create safety for growth. When people feel safe, they take risks, stretch themselves, and learn. That does not mean lowering standards. It means coaching instead of rescuing. Support people when they stumble so they grow stronger from the experience.
Each of these steps may sound simple, but they create real change over time.
The Real Impact
Multipliers get more from their teams because they unlock potential. They stretch people without breaking them and help them see the possibilities. They challenge without creating fear. They lead with trust, not control.
The results become obvious. Teams led by Multipliers move faster, think more creatively, and handle challenges with more confidence. They don’t wait to be told what to do. They see what needs to be done and do it.
That is what makes a great leader so valuable. A Multiplier does not just hit goals. They build capacity for the next goal and the one after that. They create more leaders.
Your Leadership Audit
Take a quick look at your recent week. Think about your meetings, conversations, and daily decisions.
Where did you multiply?
Where might you have diminished?
Where did you step in when you could have held back?
This kind of reflection helps you see patterns. Once you recognize them, you can change them. Even one small shift can change the way your team feels and performs.
Try focusing on one habit at a time. Maybe it is listening longer before responding. Maybe it is letting someone else lead a meeting. Or, perhaps, it is replacing one directive with a question. Each of these moments adds up.
Final Thought
Leadership is never neutral. You are either multiplying or diminishing the people you lead. A Multiplier believes the team already has the intelligence and capability it needs. Their job is to bring it out. A Diminisher may have the best intentions, but their actions limit what others can do. You do not have to be the smartest person in the room. But by encouraging and enabling everyone to contribute with their strengths, everyone is smarter together and the solutions are better for the team and business. Choose to multiply.
How can you be a positive multiplier for your team?
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