- 6 months ago
Diminishing Effect is like the Midas touch of a group of leaders called Diminishers. In her book Multipliers, Liz Wiseman wrote about two kinds of leaders – Multipliers and Diminishers – and how their actions/acts on the people within their oasis of influence affect productivity.
Diminishers are in every profession, many businesses and even churches. To the Diminisher, enough is never enough. There’s always something to criticise. When you’re around them, you get the distinct feeling without any shadow of a doubt that no matter how hard you try, you won’t measure up.
Diminishers might not say a word, but their thoughts effortlessly ooze out through their body language. In the process of time, your motivation is sapped as demands and expectations replace excitement with guilt.
Just because Diminishers continue down this dangerous precipice, these things keep happening:
The gifted and competent employee gets sick and tired because his employer finds it almost impossible to say the words - good job, thank you, well done. Employers are often Diminishers, albeit not all.
The once-dedicated, motivated manager in a small branch finally decides to quit because he realises he will never please his superior. Bosses are often Diminishers, albeit not all.
Congregations get tired of being beaten and bruised with jabs and uppercuts from pulpits. Pastors are often Diminishers, albeit not all.
Who then are Diminishers? Diminishers are often high achievers who make followers/subordinates/team members question their own intelligence, thereby shutting down the smartness of others. Billionaire investor and philanthropist Charles Schwab said, ‘I have yet to find the man, however great or exalted his station, who did not do better work and put forth greater effort under a spirit of approval than he would ever do under a spirit of criticism.’ Is this a call for mediocrity? Obviously not. It’s a call for us to do a reality check and assess our tendencies towards having a diminishing effect on people. All high-achievers and leaders should lean more towards acceptance, tolerance, acknowledgement and encouragement.