How to pronounce “diminisher” in English

Diminishers tend to be geniuses; people who find strength in their own intelligence.

Liz Wiseman: Okay diminisher doubted, multiplier expressed - male in audience: Interest and encouragement.

And the diminisher?

If you're a diminisher you tend to get about 50 percent of the intelligent, intelligence that's available as an average.

is not the raging diminisher, it's the accidental diminisher.

How 'bout diminishers? Someone do some shout outs of your diminishers.

So whereas diminishers seemed to have this sense of scarcity around intelligence, that people will never be able to figure this out without me.

in your terms I was a diminisher."

that Steve has some characteristics of a diminisher.

but they've worked for a diminisher for so long or they've worked in a diminishing culture for so long that they've lost their way and they become what Greg and I call "this accidental

Liz Wiseman: Average for our diminishers?

I want you to take two minutes and consider a diminisher, what did they do?

Liz Wiseman: interest and encouragement and the numbers are diminisher?

male in audience: The multiplier explained the needs and the diminisher, and the diminisher assigned tasks.

I wouldn't if I was working for a diminisher I would become a diminisher myself. So do you find these kinds of clusters of orgs that are multiplier culture-wise and diminisher

These assumptions lead to five particular differences between diminishers and multipliers.

First of all, diminishers tended to work as empire builders so they were more interested in building their empires than they were in building other people's careers.

Secondly, we found that diminishers tended to be tyrants, while multipliers tended to be liberators.

Third, we found that diminishers tended to be know-it-alls.

Fourth, diminishers tended to be decision makers.

First, diminishers are expensive.

male in audience: So you're categorizing like multipliers and diminishers, what about the people who are in the middle like you were talkin' about, like who are diminishers

Liz Wiseman: So the mul, diminisher took credit, multiplier believed in you, 70 percent and a 110 percent.

male in audience: And the diminisher doubted my capabilities, dismissed accomplishments.

The diminisher assigned the tasks.

male in audience: The multiplier created a lot of excitement about the project whereas the diminisher really seemed kind of bored with the, my work and with what the group

others, or are you like many of us who maybe have a little bit of diminisher in you?"

Liz Wiseman: Okay, multiplier 120, diminisher 10.

are already there, but many of us probably have some seeds of diminisher in our leadership based on how we kinda have grown up in our career.

And our position on this is that there may be a few people who are so entrenched and rewarded for their diminisher approaches or are so blind to their diminisher approaches

We found that diminishers and multipliers actually do a lot of things the same, really similar.

I want you to think about two different leaders that you've worked for, one around, one who was a diminisher to you, one who was a multiplier.

So the diminisher, what they did was they took credit for my work and limited my exposure.

And right here I'm gonna ask you add up the diminisher scores.

male in audience: Multiplier believed in me, trusted me, left me alone to do the work and the diminisher only, kind of like only let, let their opinions be counted and put

male in audience: I mean I said 120 percent because it made me smarter, hundred doesn't make, and the diminisher 10 percent.

Up here, your multiplier and then diminisher.

So excitement on the multiplier, boredom on the diminisher.

Diminisher, multiplier?

I began my career as a diminisher.

We studied the extreme diminisher, the extreme multiplier.

Is he a diminisher or a multiplier?

How do you characterize, like when do you find out what-what situation you are multiplier and diminisher in?

So there was a, one of the people that we've worked with who was known as an arch diminisher.

Leaders who don't make this transition can end up draining intelligence and capability from people around them, and they can actually become what call "diminishers" -- diminishers

We found very consistently these multipliers and diminishers do different things.

This is from a-a paper in-in Nairobi saying, "What are, these, yes we understand there are multipliers and diminishers, but how do you become a multiplier?