Chat with us, powered by LiveChat Becoming a Multiplier Analyze how leaders build a Multiplier culture; an environment where the mindsets and the practices of Multipliers are shared and become the new nor | WriteDen

Becoming a Multiplier Analyze how leaders build a Multiplier culture; an environment where the mindsets and the practices of Multipliers are shared and become the new nor

Post a cohesive response based on scenario provided. To prepare for discussion read Learning Resource and your professional experience. Be sure to discuss the following: "See attachment for detailed instructions  

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Discussion 2: Becoming a Multiplier

Analyze how leaders build a Multiplier culture—an environment where the mindsets and the practices of Multipliers are shared and become the new normal.

To prepare for this Discussion:

Review this week’s Learning Resources, especially:

Wiseman, L. (2017). Multipliers: How the best leaders make everyone smarter (Rev. ed.). New York, NY: HarperCollins.

· Chapter 9, “Becoming a Multiplier”

Assignment:

Post a detailed discussion consisting of the following:

· Construct a description that answers the question: What are the 10 practices to build a Multiplier culture?

· Address the question: How does leading like a Multiplier matter to you, to your organization, or even to the world at large?

· 4–5 paragraphs in length

· No Plagiarism

· Cite References

,

Student's sample post of assignment expectations

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A multiplier culture in an organization facilitates the appreciation of other employees’ inputs, promotes talent development and welcomes new ideas. The multiplier leader has the objective of realizing the hidden potential behind every employee and establishing methods of ensuring that every organization’s employee operates in a manner that leads to self-growth and development (Wiseman, 2017). There are different ways in which leaders can build a multiplier culture in the organization.

First, it is important for the leaders to identify and eliminate diminishing factors in the organization’s policy, procedures and practice. Diminishing factors are those aspects that hinder the progressive growth and development of the subordinates (Perry, 2018). One of the ways of identifying the diminishing factors is through the implementation of a culture that fosters self-awareness. The leader should be able to evaluate their potential in order to prevent challenges associated with the accidental diminisher. Leaders need to integrate the culture of self-awareness among all the employees in a similar manner towards realizing full realization of the employees’ potential.

Another important step towards developing a multiplier culture in the organization is the use of multiplier-related vocabulary and terms in the organization. Diminishers are fond of using terms that tend to dominate over other employees. In order to establish a culture that recognizes the input and unique capabilities of every employee, multipliers should choose to use words that do not ‘kill’ the subordinates’ potential (Guest, 2017). For instance, using appreciating terms and complementing words motivates the employees to aspire above the set goals and objectives.

The multiplication of talent in the organization also requires the leader to act as an example. By promoting talent at their own levels, the other members in the organization will be in a position to follow suit. In order to successfully amplify such a culture within the institution, the leader should lead through the use of the right terminology and behavior towards other members of the institution (Wiseman, 2017). Such an initiative goes a long way in instilling the culture of talent appreciation and promotion within the organization.

Leaders also have the responsibility of creating an effective environment for the multiplier effect to be felt. It is the absolute duty of every leader to assess the performance potential of every employee and recommend the best methods of improving the same. The recognition of the team’s strengths and weaknesses is also important towards determining the best approaches to improving on the weaknesses (Wiseman, 2015).

Construct a description that answers the question: What are the 10 Practices to Build a Multiplier Culture?

Building a multiplier culture requires the practice of certain behaviors and habits. The ten main practices for leaders to build a multiplier culture are talent management, fostering a reproductive environment, setting direction, making sound decisions, executing, asking questions, establishing self-awareness, appreciating good performance, communicating and role-modeling.

With regards to talent management, multipliers should be on the look-out for the hidden potential behind every member of the organization. They apply unique methods and styles of leadership towards improving on the performance potential of the employees through generating feedback on their performance (Wiseman & Mckeown, 2010). Building a multiplier culture also requires the leader to establish a reproductive environment where employees’ potential and capabilities are cultivated for both the individual and organizational development.

The establishment of a multiplier culture in the organization also requires the leader to set the direction for employees. However, caution should be taken to avoid being prone to the tendencies of an accidental diminisher. With regards to setting direction, the establishment of a multiplier culture requires the leader to be a guiding light and not the dominating factor in all the tasks that are performed in the organization (Kegan et al., 2016). Decision-making also forms a vital component of the multiplier culture. To achieve a multiplier effect, leaders should be involved in decision-making practices in the organization with a view to enhancing talent quality in the institution.

Setting up a multiplier culture also requires the execution of multiplier practices and beliefs. The leader should be instrumental in executing actions such as the use of complementing terms to appreciate the efforts of employees. By executing multiplier practices, the organization progressively builds a tradition that supports the participation of all the members of the organization (ALTO, 2018). Asking questions and seeking clarifications is also another step towards setting up a multiplier culture. By using interrogations, leaders are able to obtain views and opinions of other members of the institution, eliminating the tendencies of accidental diminishers.

It is also important for the organization to promote self-awareness at different levels of leadership (Wiseman, 2017). This culture ensures that all the employees are able to gauge their performance in light of the opinions and feedback from their peers. Similarly, leaders act by taking into account the feedback of their subordinates. The appreciation of positive performance acts as a way of motivating employees to perform better. Therefore, to multiply talent, leaders need to recognize and appreciate employees’ attempts in the organization.

Effective communication is also among the best practices for establishing a multiplier culture. Without proper communication, employees would not know their areas of strengths as well as weaknesses (Rao, 2018). They might also not recognize the areas of improvement. Leaders should foster a culture of effective interpersonal communication in the institution as a way of identifying and appreciating talent. Finally, the establishment of a multiplier culture requires leaders to act as role models. It is the duty of organizational leaders to lead from the forefront in order to make their followers emulate positive behavior.

Address the question: How does leading like a Multiplier matter to you, to your organization, or even to the world at large?

An individual, leading like a multiplier enhances the ability of other members of the organization to improve on their current performances. The multiplier’s interest is to ignite the unique potential that is in every employee towards improving their abilities (Wiseman, 2017). By acknowledging the capabilities of other members of the institution, the multiplier is able to nurture the potential of individuals in the institution and work towards utilizing the same for the benefit of the organization.

At the organizational level, the multiplier leadership is vital because it promotes the achievement of goals and objectives. Multipliers have an ingrown tendency to steer the achievement of goals through influencing the efforts of others. The multiplier leadership reduces employee turnover in the organization through the promotion of job satisfaction among members of the institution. Through motivation and increased job satisfaction, the employees are able to benefit from stable job performance.

At a global level, the multiplier leadership is able to identify and recognize the hidden human resource potential from various regions. Multinational Corporations (MNCs) for instance, can utilize the talent generated from diverse regions towards improving the extent to which the international organizations achieve their goals and objectives.  Given the nature of globalization in the current world of business, multipliers need to recognize the impact of diversity in attaining sustainable human resources development.

References

ALTO. (2018). The multiplier effect: How the best leaders make everyone smarter.  https://altonet.org/the-multiplier-effect-how-the-best-leaders-make-everyone-smarter/

Guest, R. (2017). Great by design: How to deliver accelerated, sustained and profitable business growth. John Wiley & Sons, Inc.

Kegan, R., Lahey, L. L., Miller, M. L., Fleming, A., & Helsing, D. (2016). An everyone culture: Becoming a deliberately developmental organization. Harvard Business Review Press.

NextBridge Consulting. (2016). The leadership multiplier effect.  https://nextbridgeconsulting.com/the=leadership-multiplier-effect-2/

Perry, J. (2018). Creating a multipliers cultureBTS.  https://www.bts.com/docs/default-source/white-papers/creating-a-multipliers-culture-white-paper.pdf

Rao, M. (2018). Multiplier instead of diminisher: How leaders can scale employee intelligence and capabilities.  https://yourstory.com/2018/06/diminisher-multiplier-leaders-can-scale-intelligence-capabilities-organizations

Wiseman, L. & Mckeown, G. (2010). Managing yourself bringing out the best in your people.  https://hbr.org/2010/05/managing-yourself-bringing-out-the-best-in-your-people

Wiseman, L. (2010). Are you a multiplier or a diminisher?  https://www.hrexchangenetwork.com/hr-talent-management/articles/are-you-a-multiplier-or-a-diminisher

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