Today I had an inspiring chat with fellow agilest, Marc Danziger, an Agile consultant and coach at Eliassen Group, and long time mentor of mine. We discussed special forces, agile transformation, and agile leadership among other things.
In case you haven’t read anything from Marc, he’s an eclectic deep thinker with knowledge of a wide variety of subjects. Most notably, he’s especially versed in leadership plus roll-up-my-sleeves transformation. And, that’s the topic of this blogs on linked in and elsewhere
In the 15 minutes or so it takes all y’all to read this you should take-away 3 things, as well as learn a metaphor for leadership that Liz Wiseman taught me. Before we continue, let me give special thanks to all the mentors and leaders who have helped me along the way, which, for me, is essentially everyone I work with. So, to all-y’all, a heartfelt thanks!
Leaders as Debate Makers
First, all of life an all conversations are learning opportunities, and a conversation with Marc Danziger is a great opportunity, it started with Marc suggesting that the way that Special Forces train leaders in the field, by building competence and loyalty among the people they work with and by providing assistance in various ways, could be a good model for changing organizations.
I agreed, an it reminded that Liz Wiseman. She’s an expert on leadership, has written about the effective leadership strategies used by the Special Forces and how they can be applied in other contexts. We agreed, that there’s a unique leadership in the way Special Forces to train and lead people in difficult and unfamiliar situations can be effective in organizational change and leadership development.
There’s a lot more to learn on this; but it doesn’t get is to rubber bands. So, let me pause here and make sure you get 5 things Marc taught me in 25 minutes: (you can stop after, 1 minute of reading and still feel you’ve gained …) Here’s the gist of the conversation to form a foundation of where this blog is headed:
The importance of building a strong team that can work together effectively. Marc mentions that the team he is working with is in the process of gelling, and that he sees Todd as someone who could help cement the team.
The value of domain expertise in certain industries, such as retail, manufacturing, and aerospace. Marc notes that Todd’s experience and helps him feel appreciated. (Thanks, Marc, that’s one of the best leadership lessons right there, and , (although cliché), and if you’re pressed for time, then as the reader consider your bonus leadership tip as a practical reminder of Maya Angelou’s revelation — “people will forget what you said, people will forget what you did, but people will never forget how you made them feel”…
leadership tip practical reminder of Maya Angelou’s revelation — “people will forget what you said, people will forget what you did, but people will never forget how you made them feel”…
The importance of building competence and loyalty in an organization. Marc compares this to the role of special forces in the military, who work to build loyalty among the local population in order to achieve their objectives.
The value of bringing in outside consultants, such as Liz Wiseman, who can provide valuable insights and guidance on leadership. Marc notes that Liz’s talk was particularly effective in hitting leadership “right where they needed to be hit.” — We’ll now detail this on Liz’s leadership lessons as you, my reader are likely wanting to get to to learning that you can must apply
The importance of writing and sharing one’s ideas and experiences with others. Marc encourages Todd to continue writing and publishing his work, even if he is intimidated by social media. (umm, that’s why I’m posting now!)
Ok, if you’re still reading you want to know about the Rubber Band’s and Leadership …
Leaders as Multipliers
Liz Wiseman, a consultant on leadership, was brought to our company at the request of my team. During this visit, Liz and I toured a Walmart distribution center together, and Liz gave a talk to a large audience at an auditorium, using a rubber band as an illustration of leadership.
If you haven’t seen one of her talks or read one her books, she’s brilliant! In her work, Liz Wiseman talks about the concept of “multipliers” and “diminishers” in leadership. According to Wiseman, “multipliers” are leaders who use their intelligence to bring out the intelligence and ability of everyone else, while “diminishers” are leaders who drain intelligence, energy, and capability from the people around them.
Wiseman suggests that leaders can adopt a “multiplier” mindset in order to be more effective and get the most out of their team. This can involve empowering team members, challenging them to think for themselves and take ownership of their work, and coaching them to help them grow and develop. The rubber band metaphor may relate to the idea of creating tension or challenge for team members in order to help them stretch and grow, rather than constantly trying to micromanage or control everything.
Here's another description of a similar talk that Liz pulled me into. I’ll describe what I experienced and learned through this before bringing it home, with gratitude to the conversation I had with Marc. You can review the highlights below and learn a lot about leadership. Or, you can continue and maybe learn something entirely new about life, leadership and rubber bands.
In the book “Multipliers: How the Best Leaders Make Everyone Smarter,” Liz Wiseman and Greg McKeown identify five leadership styles that are associated with “multipliers,” or leaders who amplify the intelligence and capabilities of their team members.
5 types of leaders that stretch, or multiply talent:
The Debate Maker: I can now point out that the conversation between Marc and I illustrates the debate maker leadership style. Marc shows this by encouraging healthy debate and discussion within their team, fostering a culture of questioning and critical thinking.
The Talent Magnet: These leaders attract and retain top talent, and are skilled at finding and maximizing the potential of each team member.
The Liberator: These leaders create an environment of freedom and autonomy that allows team members to take ownership of their work and make their own decisions.
The Challenger: These leaders provide their team with challenging goals and expectations, and push them to stretch their limits and grow.
The Investor: These leaders invest in the development and growth of their team members, providing them with resources, training, and opportunities to learn and grow.
But … leadership lessons from a rubber band?
Alright, so, you really want to learn about leadership. Beyond the quick bullets, let’s dive deep and see what it took me years to understand…
Leaders as Talent Magnets, Liberators, and Challenges
Knowing Liz Wiseman’s work, brought her out to our Agile Transformation. We were hoping she could be a leader as a talent magnet This was a big deal for our team, we had a lot riding on it. That lesson started in the afternoon, when Liz gave a talk to a large audience at an auditorium, using a rubber band as an illustration of leadership.
I’m sitting near the front of stage, my back comfortably away from a crowd of hundreds. My palms are sweating and my heart is racing. I feel like I’m about to jump off a cliff. Liz is about ready to work her magic and we’re all anxious to see this event become a success.
LIZ (to the crowd) “Alright, we’re going to do a little demonstration to show how leaders can challenge their team members and stretch their limitations. (she turns to me) Can I have a volunteer?”
I feel a tap on my shoulder. It’s my team, they’re urging me to go on stage. I hesitate, but they give me a reassuring nod. In that moment, my fellow coaches show their leadership as liberators. These leaders create an environment of freedom and autonomy that allows team members to take ownership of their work and make their own decisions. They stepped back so I had to step up. … I’m grateful for this team to this day, Thanks, Walmart coaches!
…. I pause, being more than a little introverted, I’d rather plan this out. It’s not like I don’t often present to large crowds; but … well … ok, ok, I can get nervous in large crowds without preparation, Ok, I’m nervous as heck!
LIZ (to me) “we’re going to use this rubber band to demonstrate the tension and the challenge that leaders can give to their team members.” (see, we’re finally getting to the rubber band…
I nod, but inside I’m feeling a different kind of tension. The kind that comes from being in the spotlight, from being judged by others.
As the crowd watched and waited, I was called up on stage by Liz. My heart raced and my palms began to sweat. I tried to compose myself, but I couldn’t shake the feeling of being on display.
Liz handed me one end of the rubber band and took hold of the other.
“Ready?” she asked, a sly smile on her face.
I nodded, not trusting my voice to speak.
LIZ (to the crowd) Now, I’m going to pull on this rubber band and Todd is going to resist. But as I keep pulling, she’s going to have to stretch and adapt to the challenge.
She starts pulling on the rubber band and I feel the tension building. It’s almost physical, like a tug-of-war. I want to run away, to hide from this spotlight. But I know that’s not an option. I have to face the challenge head on.
As Liz keeps pulling, I start to feel my own strength and determination. I realize that I can handle this challenge, that I have the skills and the resilience to adapt and overcome.
And in that moment, I learn a valuable lesson about leadership and about myself. I learn that challenges can be scary, but they can also be empowering. They can help us grow and become stronger.
The tension between us began to build as we pulled on the rubber band, each of us trying to gain the upper hand. My muscles strained and my mind raced. “What if I can’t do this?” I thought to myself. “What if I make a fool of myself in front of all these people?”
But Liz’s steady gaze and encouraging words kept me going. “You can do this,” she said. “Just keep going.”
As the tension reached its peak, I finally let go, and the rubber band snapped back into place. I let out a sigh of relief, feeling a sense of accomplishment wash over me.
Looking out at the crowd, I saw a sea of smiling faces, all cheering and clapping for me. I couldn’t help but smile back, feeling a sense of pride and belonging.
In that moment, I learned that with the right support and encouragement, I was capable of rising to the challenge and overcoming my fears. It was a lesson that I would carry with me for the rest of my life. Liz had shown me a leader as a challenge and in an instant, I was multiplied.
I leave the stage feeling proud and inspired, grateful for the opportunity to face my fears and to learn something new.
I sat down with my agile coaching team, still feeling shaken from my experience on stage with the rubber band. But as Liz continued her talk on leadership, I found myself becoming more and more introspective. I couldn’t help but think about how her use of the rubber band metaphor had perfectly illustrated the concepts she was discussing in her book, “The Multiplier Effect.”
As she expanded on the idea of “multiplier” leaders, I found myself nodding along in agreement. These leaders, she explained, were able to bring out the best in their teams and help them reach their full potential. They challenged their employees and pushed them to think critically and creatively, always encouraging them to be their best selves.
I couldn’t help but reflect on my own leadership style and how I could become a multiplier leader like Liz was describing. I knew that I wanted to create a positive, challenging, and supportive work environment for my team, and I was determined to make it happen.
As Liz continued to speak, I felt a renewed sense of purpose and a desire to be the best leader I could be. I was grateful to have been a part of such an impactful and thought-provoking experience, and I knew that I would carry these lessons with me for the rest of my career.
Scene 2 — Leaders as Investors
As I sat with my agile coaching team, still feeling the tension of the rubber band metaphor fresh in my mind, I couldn’t help but reflect on the lessons Liz Wiseman had taught us. As she continued her talk on leadership, I couldn’t help but think about how her concepts of the multiplier effect applied to my own work as an agile coach and change agent.
I realized that, in the past, I had often fallen into the trap of being a “diminisher” leader — one who held on too tightly to control and micromanaged my team, rather than empowering them to use their own intelligence and creativity. But after experiencing the rubber band metaphor firsthand, I knew that I needed to make a change.
I began to focus on becoming a “multiplier” leader, one who saw the intelligence and potential in my team and worked to unleash it. I started by asking more questions and seeking input from my team members, rather than simply dictating my own ideas. I also made an effort to create a safe “playground” where my team could experiment and take risks without fear of failure.
I learned to name the genius in my team members, highlighting their unique strengths and encouraging them to use them to the fullest. And I made a conscious effort to offer big challenges and stretch the limitations of my team, just as Liz had done with the rubber band metaphor.
As I embraced these multiplier leadership concepts, I saw a marked improvement in the engagement and success of my team. And I knew that I had Liz Wiseman’s teachings to thank for showing me the way.
It was me, I was the leader as the investor. We can be the leader as investor in our own growth. We can liberate, challenge, and even debate ourselves.
Here’s 4 key lessons from Liz Wiseman’s “The Power of Multipliers: How Great Leaders Inspire Team Success” that I learned that day. if you still want to learn the rubber band leadership method skip ahead, if not here’s the lessons from Liz that I learned that day:
“Multipliers ask questions that challenge the status quo, expose new thinking, and inspire learning. They ask the questions that push the thinking of their team beyond their current capabilities and understanding.”
“Multipliers play fewer chips, which means they are careful about when they jump in and take control. They give their team the space to take on challenges and solve problems on their own. They hold back and let their team members shine.”
“Multipliers create a playground, a safe place for people to experiment, learn, and push the boundaries. They provide the resources, support, and freedom for their team members to take risks and try new things.”
“Multipliers name the genius in their team and recognize the unique capabilities of each person. They find and amplify the strengths of their team members, capitalizing on the diverse expertise and experience of the group.”
“Multipliers offer big challenges that inspire their team to stretch beyond their current capabilities and discover their full potential. They provide opportunities for their team members to grow and learn, and they encourage them to take on new and difficult projects.”
Multiplying the Multipliers
I sit in my office today, 10 years later …
reflecting on the events from Walmart, American Express, Chevron, BP, Exxon, Wells Fargo, and many other lessons ….
My mind drifts back to the moment on stage with Liz Wiseman, the tension of the rubber band still palpable in my memory. But as I think about it more, I realize the true impact of that moment. Liz was illustrating the concept of the multiplier effect, how great leaders bring out the best in their team. And in that moment, she multiplied my own talent and potential.
As I continue to ponder the lessons I learned from Liz, I can’t help but think of my friend Marc. He’s always been a deep thinker, with a wealth of knowledge and experience to share. And as we’ve talked about his time in the special forces and his family, I can’t help but feel grateful for his guidance and mentorship. Marc is a true multiplier, constantly bringing out the best in those around him.
But Marc isn’t the only one who has had a lasting impact on me. I think back to my time at Walmart, and the transformative experience I had under the leadership of Clare.
As an exceptional leader, Clare can shift styles on the fly; but a chief role she played in Agile transformation was a Talent Magnet. In the agile coaching team and community, she was instrumental in attracting and retaining top talent, and are skilled at finding and maximizing the potential of each team member
She was also challenging leader, always pushing us to be our best. But through her guidance and support, she helped me to reach new heights and achieve things I never thought possible.
As I sit here, typing out these thoughts, I am filled with gratitude for all of the multipliers in my life. From Liz to Marc to Clare, my fellow agile coaches, these leaders have had an indelible impact on me.
I can’t help but think about the power of these epiphany moments, as described in “The Epiphany Effect” by Shawn Anchor. These moments of clarity and insight can truly be the secrets to powerful, lasting change. This is yet another leadership lesson, the right leader, at the right moment, for the right person can change things forever, in an instant. just like the snapping of a rubber band.
As I continue on my journey as an agile coach and change agent, I will always carry these lessons with me. And I am forever grateful to those who have multiplied my own talent and potential.
The Rubber band Effect of Multiplier Leadership
I remember that time when Liz pulled me up on stage and we played that game with the rubber band. It was really scary for me because I don’t like being in front of lots of people. But my team was there and they supported me. They helped me have the courage to go up there. I learned all those multiplying styes of leadership in that event.
However, there was another lesson, learned years later, that went beyond multiplier types, beyond, the lessons of that day. Perhaps it’s the lesson Liz intended; but I didn’t learn it when the rubber band snapped back into place, it took years later when I realized, the true lesson of rubber band leadership is that:
Leadership is not just about the leader, but also about the relationship between the leader and the follower — “True leadership is not about the leader and it’s not about the follower. Leadership is the dance, the tug-of-war between the two. Leadership exists only in the tension between two people. I realized that leadership is not just about the leader. It’s not just about the follower either. It’s about both of us working together.”
So, next time someone asks you about agile leadership, just hand them one end of the rubber band …
and remember my story, it’ll put a sly smile your face when you say …
“Ready?”
Chaining it all together
Reflecting on my experiences with different types of leaders, I have come to realize that their impact can have a ripple effect over time. It’s like a chain where one leader’s influence can impact the influence of other leaders.
In this story, we see the amplification effect of each leader upon the next:
If Clare hadn't been a Talent Magnet, then I wouldn't have had a talented coaching team.
Without my coaching team acting as Liberators, I wouldn't have had the opportunity to learn about multipliers from Liz.
If Liz hadn't been a Challenger, I wouldn't have understood leadership as a tug-of-war.
Without Mark as a Debate Maker, I wouldn't have learned about the chain effect of rubber band leadership and how multiple leaders can amplify each other's impact.
To get the best results, it’s important to have a mix of different leadership styles and approaches. Leadership is like a game of tug-of-war. When everyone is a multiplier, they help make the team stronger. But if just one person is not a multiplier, it can weaken the team’s performance. Remember this the next time you’re discussing leadership with your team. You could even use rubber bands as a metaphor to explain it! Just say, “Ready?” and let the tug-of-war begin.
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