Multipliers bring out the best in their employees, maximizing each person's discretionary effort and capitalizing on each person's unique strengths. Ways to avoid being an "accidental diminisher" are discussed.
- You're clearly smart and capable.…You wouldn't have been chosen to manage your team…if that wasn't the case.…But do you bring out the smarts…and capabilities of your team?…Or do you diminish them?…This is the critical question Liz Wiseman…raises in her best-selling book,…Multipliers: How the Best Leaders Make Everyone Smarter.…This book points out ways…that managers can unintentionally diminish their employees.…Pop quiz, which of the following is a practice of a manager…who brings out the best in their employee?…A, I'm a perfectionist, I give lots of feedback.…
B, I hate seeing people fail.…If it gets hard, I jump in to help.…C, I love discussing new ideas.…I come to brainstorming meetings with a list of mine.…Or D, none of the above.…If you guessed D, awesome.…Let's walk through the other three…and I'll explain why they unintentionally…have a negative impact on employees.…Let's start with an example of A.…Bill's goal is to ensure that everyone on the team…produces outstanding work that they can all be proud of.…
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Managing a team of people in the workplace requires continuous learning for today's managers and team leaders. Learn how to bring out the best in your team, in this course with Kelley School of Business professor and corporate consultant Daisy Lovelace. Daisy explains how to set shared goals, delegate tasks, manage performance, and develop each member of the team by providing feedback and training. Instructor Daisy Lovelace also addresses the challenges and solutions to managing different types of teams: virtual, global, intergenerational, and cross-functional. Plus, find out how to manage difficult behavior and underperformance.
- List the best arrangement for delegating responsibility.
- Recognize the characteristics of the five phases of the team development cycle.
- Explain the importance of taking time to build genuine personal relationships with team members.
- Identify the element that begins and ends the development cycle.
- Determine when to CC someone on a message.
- Recall the benefits of organizing venues for casual or informal contact among virtual team members.
- Summarize the steps to take following a discreet meeting with a difficult team member.