Multipliers: How the Best Leaders Make Everyone Smarter by Liz Wiseman, Greg McKeown Read Free Book Online Page B

but who were also realistically prepared for the hardship they would face. No doubt Shackleton’s ability to attract the right team was one key factor in the survival of every member of the expedition.
    The cycle of attraction begins with a leader possessing the confidence and magnetism to surround him or herself with “ A players”—sheer raw talent and the right mix of intelligence needed for the challenge. Under the leadership of the Talent Magnet, the genius of these players gets discovered and utilized to the fullest. Having been stretched, these players become smarter and more capable. A players become A+ players. These people are positioned in the spotlight and get kudos and recognition for their work. They attract attention and their value increases in the talent marketplace, internally or externally. These A+ players get offered even bigger opportunities and seize them with the full support of the Talent Magnet.
    And then the cycle kicks into hyperdrive. As this pattern of utilization, growth, and opportunity occurs across multiple people, others in the organization notice and the leader and the organization get a reputation. They build a reputation as a “the place to grow.” This reputation spreads and more A players flock to work in the Talent Magnet’s organization, so there is a steady flow of talent in the door, replacing talent growing out of the organization.
    This cycle of attraction, outlined below, is exactly what happened to Mitt Romney at Bain & Company and why Meg Whitman knew to join his organization.
    THE CYCLE OF ATTRACTION

    A Talent Magnet creates a powerful force that attracts talent and then accelerates the growth of intelligence and capability. These leaders operate like an electromagnetic force that, through interactions between atoms, propels matter in the universe.
    A Cycle of Decline
    For many years, I had the pleasure of working closely with a colleague named Brian Beckham 1 , a brilliant and affable Canadian. Brian had a reputation for being smart, optimistic, and collaborative, and could solve just about any complex problem that got tossed his way. This reputation earned him a key role as the vice president of operations in a rapidly growing division. The problem was that the division was run by an uncontrolled Diminisher and determined Empire Builder.
    Brian went to work solving the complex problems of the emerging division; however, he soon found that the SVP running the divisiondidn’t really want the underlying issues addressed. The SVP wanted one thing: Grow an empire! And he wanted growth at all costs. Brian’s role quickly degenerated into window dressing, where he and his team fixed issues on the surface, just enough so the executive committee would continue to fund additional headcount into the organization. For many months, Brian continued to pursue his work at full throttle, but deep problems were festering at the core of the division. With continued indifference from his manager, Brian became numb and started to settle into mediocrity. He lost good players on his team. When other leaders in the company saw the depth of the problems in this division, Brian’s Midas-touch reputation quickly tarnished. After several years hanging in there hoping for things to improve, he found himself stuck in a dying organization, watching his opportunities fade.
    Soon Brian became one of the walking dead that roam the halls of so many organizations. On the outside, these zombies go through the motions, but on the inside they have given up. They “quit and stay.” It was painful to watch this happen to Brian, whom I knew to be an absolute superstar. No doubt you have seen this happen to colleagues in other organizations or have even been there yourself. Is it possible that it is happening inside your own organization?
    Empire Builders create a vicious cycle of decline. Talent recruited into their organization soon becomes disengaged and goes stale. The cycle of decline begins much