Multipliers vs Diminishers: Which Leader Are You?

One day, I was before a big man, Minister of the Republic, to help him manage a situation. He was in the news for the wrong reason and needed to address the situation that was already a national crisis. While I was interrogating him to know the best way to address the situation, his SA media walked in to inform him that he had arranged an interview for him, and the press men were waiting for him. In that split second, the minister shouted him down in the most dehumanising manner. "Can't you see I'm having an important discussion!! Get out of here!!" Wow! I was terribly shaken by that act, and you needed to see the poor guy. He just quietly melted away.

This incident has stayed with me, and I've often reflected on the way some leaders treat their aides. Some aides are so disrespected, and some turned to house-helps. For the many years I've worked with organizations, I've become convinced that the biggest leadership challenge of our times is not insufficient resources per se, but rather, it is our inability to access the most valuable resources at our disposal. Our inability to extract all of the capability from our teams.

As someone who has navigated Nigeria's political landscape and the public sector, I've encountered two starkly different types of leaders. On one hand, I've encountered those who drain intelligence, energy, and capability from those under them. These leaders believe they must be the centre of attention, stifling innovation and progress. I'd like to call them the Diminishers. On the other hand, I've found leaders who empower those they lead, amplifying the talents of those around them, inspiring excellence, fostering growth, and driving collective success. I'd like to call these leaders the Multipliers.

My first experience with a multiplier leader was with Professor Femi Otubanjo, under whom I worked at the African Leadership Forum Foundation (ALF). He created an environment where ideas flowed freely, and everyone was encouraged to contribute. He would often pose a problem statement and then step back, allowing us to figure out the solution. This approach not only fostered innovation but also built our confidence and skills. Under his leadership, I grew significantly, and I attribute much of my growth to his mentorship and guidance.

Other notable multipliers I've worked with include the late Professor Dora Akunyili, who exemplified transformative leadership, Dr. Christopher Kolade, whose leadership style empowered teams to achieve greatness, Dr. Ngozi Okonjo-Iweala, whose leadership style has driven economic growth and development, and recently, the Rt. Honourable Deputy Speaker Benjamin Kalu, who has shown himself to be another multiplier, empowering those around him to shine. Benjamin's approach is focused on extracting the smarts and maximum effort from each member of his team. In a typical meeting, he spoke only about 10% of the time, mostly just to "crisp up" the problem statement. He would then step back and give his team space to figure out an answer. Often, the ideas his team would generate were worth millions. He would often brag about it, "I have a great team," and this made his team feel on top of the world. That is a multiplier.

In contrast, I've also had experience with leaders who are absorbed in their own intelligence, stifling others and diluting their crucial intelligence and capabilities. One such leader I worked with was highly intelligent by every measure and left his mark on everyone and everything around him. The problem was that this leader did all the thinking. He was very smart, quite alright, but people had a way of shutting down around him. He just killed our ideas. In a typical team meeting, he would dominate the meeting, talking about 70% of the time, while giving little space for others to contribute. He would provide feedback, often criticizing our ideas, and make all the decisions himself or with a single confidant. He would then announce those decisions to the organization, leaving little room for input or discussion. His strong opinions and energy were focused on selling his ideas and convincing us to execute on the details. Unfortunately, it became clear that our ideas and opinions didn't matter, and I eventually quit that job because it was evident that growth, progress, and innovation were not possible under such leadership. He was an idea killer and a diminisher. No one else's opinion mattered.

The contrast between these two types of leaders is stark. One leader was a genius. The other was a genius maker. Diminishers suppress potential, stifle creativity, and foster fear, leading to a brain drain and stunted growth. Multipliers, on the other hand, amplify talents, foster growth, and inspire excellence, leading to collective success and innovation. Multipliers look beyond their own genius and focus their energy on extracting and extending the genius of others. They get so much more from those they lead, and the impact of their leadership can be seen in two ways: from the point of view of the people they work with and from the point of view of organisations they shape.

We've all experienced these two types of leaders. What type of leader are you right now?. Are you a Diminisher or a Multiplier? The choice has far-reaching implications, not just for individuals but for us collectively as a society. Leadership roles are not limited to politics; they exist in families, churches, and different spaces. Nigeria's economic challenges can be attributed, in part, to the prevalence of diminishing leaders who prioritize their own interests over collective success.

As we strive for a brighter Nigeria, it's essential to recognize the value of multipliers and the demerits of diminishers. Let's encourage more amplifiers and discourage diminishers. By empowering others, we can drive collective success, foster innovation, and build a better Nigeria for all.

©️Mary Ikoku, fnipr

20/06/2025