Leadership Principles: The Multiplier Effect

 

As we step into the new year, I’ve been reflecting on the exceptional minds I’ve encountered throughout my career. We’ve all met them: the brilliant architects and executive leaders whose "know-how" seems almost superhuman. For a long time, I wondered: If only I had their knowledge, how much more successful could our company be? But over time, I realized that organizational success isn't about one person holding all the keys. It’s about whether that person chooses to be a Multiplier or a Diminisher.

The Selfless Multipliers: Building a Legacy

I have seen Architects who are truly selfless. They don’t just design systems; they spend a major portion of their time ensuring their teams and others in the company succeed. They are the ones who dive in when a junior engineer is stuck, guiding them to become better rather than just "fixing" the problem. They document their expertise meticulously so that their knowledge lives on long after they’ve moved to the next task.

I have also seen Leaders who lead from the front. They aren’t afraid to roll up their sleeves, but their real magic lies in training their subordinates to eventually take their place. These leaders give their people the stage to lead and shine, stepping back when it's time for someone else to grow. They recommend their team members for new opportunities, knowing that the company’s success in new areas is the greatest testament to their own leadership.

The Middle Ground: The Passive Contributor

In the middle of the spectrum, I often see very dedicated, knowledgeable, and experienced individuals who have made stellar contributions. They are sincere and will help out—if asked. They document their work—when required.

I see Management Leaders in this space who have the right plans, but they only discuss strategy or vision when prompted. While these individuals are valuable, they haven't yet stepped out to see the need to multiply others. It simply hasn’t occurred to them that their greatest contribution isn't their own output, but the growth they spark in those around them.

The Cost of the "Indispensable" (The Diminisher)

On the far end of the spectrum, I have witnessed behaviors that carry a heavy cost. I’ve seen Architects refuse to give design walkthroughs because they felt it was "beneath them." I’ve seen Managers who insist everything flows through them to maintain a sense of being "indispensable," and Engineers who refuse to document anything because they fear someone else might get ahead of them.

We see this manifest in several ways:

• The Controller: The manager who insists everything flows through them to maintain a sense of being "indispensable."

• The Hoarder: The engineer who refuses to document anything because they fear someone else might get ahead of them.

• The "Quiet" Retiree: The leader who hides behind a desk, waiting to be told what to do because they are just counting down the days to retirement.

These behaviors don't just hurt the company; they hurt the individual. An organization with a "hoarded" knowledge base takes longer to understand context and fails to "buy in" to the strategy.

Why It Matters: Beyond the Paygrade

In the seminal book Multipliers, authors Liz Wiseman and Greg McKeown research how some leaders drain capability from those around them, while others amplify it. They found that Multipliers don't just make people feel good—they actually get twice the intelligence and capability out of their teams. If you get a chance, please do read this book. Its an eye opener and I am sure you will find it inspiring.

If you are worried about losing your job by sharing too much, I invite you to ask yourself: What kind of legacy do you want to leave? When it is your time to "hang up your boots," do you want to be remembered as the "smart jerk" who was self-serving? Or as the mentor who helped others reach heights they didn't think possible?

In the grand scheme of things, we win some and we lose some. But if you work for the right organization, you will be rewarded for sharing and collaboration.

A Non-Negotiable Principle

I strongly believe that as humans, we are born to give and help others. This must apply to our workplace. Whether you are an individual contributor, an architect, a tech lead, a manager, a Director or a VP, your goal should be to multiply the capabilities of your organization.

This is a non-negotiable principle for building a lasting organization and a legacy of sharing.

A yogi once said your life is just a hyphen between the womb and the tomb. So why not make it meaningful by giving others what you have.

Are you ready to be a Multiplier?