دانلود کتاب ضرب کننده ها – چگونه بهترین رهبران همه را باهوش‌تر می‌کنند

This book began with a simple observation: There is more intelligence inside our organizations than we are using. It led to the idea that there was a type of leader, those I came to call Multipliers, who saw, used, and grew the intelligence of others, while other leaders, whom I labeled Diminishers, shut down the smarts of those around them. When the book was released in 2010, this idea struck a chord with managers around the world, perhaps because it came on the heels of a global recession, at a time when a tectonic shift was occurring in management and the ground was moving under all our feet. What was once predictable and manageable had become volatile, uncertain, complex, and ambiguous. With the explosion of information, for example, doubling every nine months in science and technology,1 there is simply too much for any one person to know. Consequently, the role of leader has shifted, too— moving away from a model where the manager knows, directs, and tells and toward one where the leader sees, provokes, asks, and unleashes the capabilities of others. Ideas that were once considered subversive are the new normal. Diminisher bosses still exist, but, like old BlackBerry phones, it is only a matter of time before they become obsolete and people upgrade to newer models. As companies do the math, they realize that they simply can’t afford leaders who waste talent, suppress vital innovation, and slow business growth. After all, why would a company pick results-driven leaders who diminish people when they could have leaders who both deliver results and grow people around them? Increasingly, we are seeing diminishing leaders being asked to adapt . . . or leave.