Multipliers vs Diminishers

Happy taco Tuesday. Cadre here today to talk about a concept in leadership from multiplying versus diminishing in multiplying, let's take a step back and think about an NFL coaching team. And there's an individual by the name of Bill Parcells. Bill Parcells is the quintessential multiplier. When you take a step back and you look at what he's accomplished, number one, he himself is a winner, quote unquote. Right? You know, he's won a Super bowl ring. But take a look at his tree, his coaching tree, of the individuals that continue to come out of his pipeline and out of those individuals out of their pipeline.

They've created more and more leaders, right? So it's taking individuals and allowing those individuals to kind of, quote unquote, suffer, grow, find their way through it, empower, trust, and multiplying the abilities and the talents for other individuals to grow and learn and to figure out ways in which they can lead and find their way through leading. Right? So again, we're gonna specifically unpack this build parcels in the NFL thing as an example of multipliers in an organization. Bill Parcells started an organization, hypothetically, his first organization is leading as a coach in one of the NFL football teams.

He started with his first group of coaches, right? The defensive coordinator, offensive coordinator, line coach, special teams, all those individuals. That's his first organization. Out of that organization, you see other leaders emerge. So in specifically, in curtailing this to the business world, that would be like an individual starting a company and having an individual who started at an embryonic stage move up to maybe say, the ranks of a leader at that business. And they say, you know, I'm going to take a VP role or presidential role at a different organization, like similar, same or otherwise.

The other end of that, the multiplier will also be super, super excited for that person and that role and that opportunity for that growth. But, you know, again, going back to Bill Belichick, so now you have your first generation of that multiplier. Right? That first generation of that multiplier. We're going to use Bill Belichick. Right? So he supported Bill Belichick in that defensive coordinator role. Bill Belichick continued to grow in that role. Bill ultimately landed as a bill ultimately landed as an individual running, you know, another organization that is a coach at a football team, Patriots.

And then through Bill Belichick running that organization with the Patriots, Bill Belichick has now grown his tree, and those individuals are growing their tree. So if you look at Bill Parcells, and how big his multiplying tree is. So what I'm asking you today, in your role, whatever role that might be, how are you multiplying? Right? How are you trusting, supporting, empowering others, challenging them to stretch to their limits, how are you multiplying? The opposite, of course, is diminishing, right?

Which is focusing on your own intelligence and those abilities. But sometimes what ends up happening with diminishers, they often, like, they squander the talent around them. So I think everybody's goal is to be a multiplier and grow other leadership. And I would just ask you, how are you? How are you growing others? How are you leading others? How are you allowing those individuals to empower, to grow, to make their own choices, to decide? Because ultimately, the goal of any really good leader is to multiply their organization, which means you're making and multiplying more leaders.

There's an amazing, amazing book on this that I would highly recommend every individual reading that's in any stage of leadership. It's by Liz Wiseman called the diminishers, excuse me, multipliers. And then it really highlights this conversation between diminishing and multiplying and where organizations are at, at every level. And it seems easy, it seems easy to be a multiplier, it seems easy to be able to do it. But the fact is, it's really, really hard. And you've got to be willing to be uncomfortable.

You got to be willing to take risks. You got to be willing to learn and grow through the process, and you gotta be willing to stay the course. So if you have the opportunity, please evaluate yourself, figure out what you are, compare yourself to it, and also finish out. Like, no matter how good of a multiplier you are, every multiplier still has some diminishing tendencies. And I have my own. I know what those are and I know what they are, and I know how I react on those situations. Trying to get better always will.

But I also know where my strengths lie in multiplying organizations and most importantly, multiplying leaders. So with that, my homework for you is to read the book. Is to read the multipliers book, take that in and evaluate yourself, where you stand and why, and where you could be a multiplier at your particular. Maybe it's your organization, your family, things you do on the side, etcetera. So with that, let's keep multiplying. Thank you.