We get this question all the time from people who have read or listened to The Founder & The Force Multiplier — how do you know if you are working with the right strategic partner? Everyone wants to have a strategic partnership, but finding a partner and building and maintaining that relationship requires both parties to be equally committed. It requires you to take a good look at yourself and ask if you are ready and able to take on the responsibility of being one half of this kind of partnership.
First, Hallie and I define what a Force Multiplier even is, and how this role fits into a person’s goals and vision beyond just being a timely business buzzword. We also talk about the difference between a Force Multiplier and an assistant, and how both strategic and transactional roles have their purpose and are important in different ways. Then, we talk about how a leader can find a Force Multiplier from their talent pool, and the distinguishing factors to look out for when setting up a dynamic relationship between both parties. Listen for tips on finding talent and achieving more with the power of a Founder and Force Multiplier dynamic.
In this episode, you will learn about:
- What a Force Multiplier is, and how to find one that will complement your leadership style.
- The key factors that must be there for the Force Multiplier and their leader to have a dynamic and fruitful relationship.
- The biggest mistake people make when going out to hire their first Force Multiplier.
Take a listen and let us know what you think with a comment below! If you like what you hear, make sure to subscribe and share with a friend.
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Timestamps
[1:52] We define what a Force Multiplier is. To us, they are the right hand to a leader and are often referred to as the Executive Assistant or Chief of Staff. There is a difference between a Force Multiplier and someone running operations or serving as an assistant to the Executive.
[4:53] You don’t have to claim a leadership title to be a leader. You do have to be authentic and aligned with both your values and the vision of the company to be a Force Multiplier.
[5:35] The Force Multiplier and their leader are two individuals that have come together as partners doing one big job, each in their separate lanes. They are each committed to clear communication, mutual respect, accountability, and trust.
[8:44] Both the Force Multiplier and their leader should be clear on what their strategic partnership looks like. If one of them is looking for more of a transactional relationship, it is important for that to be clearly communicated.
[12:52] What you accomplish is important, but how you accomplish it is more important. Instead of your actions being a means to an end, look at the means as the direct experience.
[14:29] To those looking to be an Executive Assistant and stay in the role, be aware of how highly valuable that position is and own it. You don’t have to chase the role of Chief of Staff if it’s not something you deeply want.
[21:23] If you are looking for a Force Multiplier, you need to be looking in the talent column. How do leaders recognize talent vs. nontalent? Nontalent has to be pushed to want answers and ends up giving back pieces of their job. They often have low standards, don’t always take responsibility, and tend to be a drain of energy. However, it is important for leaders to set clear expectations from the beginning.
[25:08] A Force Multiplier and their leader share goals and visions and it is more strategic than transactional.
[28:33] One mistake leaders make is not bringing their Force Multiplier into their world early enough or at a deep enough level. Email and calendar management is a great way for the assistant or Chief of Staff to learn about their leader and the process of how everything works. Leaders often hold back because they have impostor syndrome or a fear of having the assistant witness a mistake on their part.
