Can We Do the Greatest Harm with the Best of Intentions?

Can We Do the Greatest Harm with the Best of Intentions?

In our research for our book The Multiplier Effect: Tapping the Genius Inside Our Schools, we studied over 400 leaders discovering that some leaders were “Multipliers” who brought out the best in everyone around them while others were “Diminishers” who received, on average, only 40% of the true capability of their staff. Even more surprising, was finding that many of these

Diminishers weren’t tyrannical egomaniacs, but rather good people operating with the best of intentions. Many popular leadership practices intended to increase energy, agility or innovation actually have the opposite effect, causing people to shut down and hold back.

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