**Wiseman, L. & McKeown, G. (2010). The multiplier effect. In Multipliers: How the best leaders make everyone smarter (pp. 1-31). New York, NY: HarperBusiness. Available for purchase at http://www.amazon.com/Multipliers-Best-Leaders-Everyone-Smarter/dp/0061964395
This book chapter discusses the qualities and behaviors of highly effective leaders who bring out the best of people around them and propel their organizations to success. These “Multipliers,” who seem to extract and extend the intelligence, talent, and drive of others, are contrasted with “Diminishers,” leaders who seem to deplete the capability of the people they work with. The authors argue that Multipliers see intelligence and competencies as continually developing, and work by attracting the best talent, requiring people’s best thinking, extending challenges, engaging others in decision-making, and instilling a sense of accountability in their colleagues.
**Fullan, M. (2011). Know your impact: Drowning in data, thirsty for knowledge. In Change leader: Learning to do what matters most (pp. 127-145). San Francisco, CA: Jossey-Bass. Available for purchase at http://www.amazon.com/Change-Leader-Learning-What-Matters/dp/0470582138
This book chapter discusses a change leader’s approach to the effective use of data, one of seven core leadership practices highlighted in the book. Drawing from psychology and medical literature, the author explains that a magnitude of information can impair our attention and ability to transfer information from our short- to long-term memories. Furthermore, using overly complex measures, focusing on short-term, high-stakes measures, or neglecting measures of progress in favor of outcome metrics can negatively affect one’s judgment. The author discusses methods to avoid the pitfalls of information overload, such as focusing on a few key priorities, using simple checklists, admitting mistakes, and fostering a culture of critical feedback.
**This document is considered a priority reading.