Be an Investor - In your Emerging Leaders

At Emerging Leaders Group, our North Star is simple: the fastest way to drive growth and strengthen culture is to attract, develop, and support top talent. In today’s environment—marked by rapid change and doing more with less—that has never been more important.

One of the most influential books of the past 15 years on getting the best from your top people is Multipliers by Liz Wiseman. The book explores how some leaders amplify the intelligence and capability of the people around them (“Multipliers”), while others—often unintentionally—diminish it (“Diminishers”). Wiseman’s research highlights what great leaders do differently to unlock potential at every level.

Among the five types of Multipliers Wiseman identifies, one stands out for anyone developing Emerging Leaders: the Investor.

The Investor Mindset

Investors don’t just delegate tasks. They hand over ownership. They build capability by trusting people with meaningful responsibility and supporting them without taking control back. Investors give their people the space, accountability, and confidence to grow.

If you want to become an Investor for your Emerging Leaders, here are three practical ways to start:

1. Define Ownership

Emerging Leaders thrive when they have room to lead. Wiseman emphasizes the importance of defining ownership clearly—ideally giving your leaders at least 51% ownership of a project or initiative. That simple ratio creates a powerful shift in mindset.

It communicates: “You’re in charge. I’m here to support you, but you have the lead.”

This level of clarity fuels confidence, accountability, and creative problem solving. When someone feels true ownership, they think differently, act decisively, and deliver stronger results.

2. Stretch Them

Investors stretch their people by giving them challenges just beyond their current comfort zone. This is where growth happens. Ask your Emerging Leaders to take on something they’ve never done before—leading a key meeting, driving a cross-functional project, or presenting a new idea to senior leadership. Emerging Leaders respond exceptionally well to stretch assignments. They see them as signals of trust and as opportunities to contribute at a higher level. When others inside the organization see this happening, it lifts the performance of the whole team.

3. Expect Complete Work

Emerging Leaders want to be held to a high standard. They value feedback and see high expectations as investment, not criticism. Expecting complete, high-quality work sends a clear message: “I believe you can deliver at this level.” When you ask for excellence, your Emerging Leaders rise to meet it—and often exceed it.

Becoming an Extreme Investor

You can be an Extreme Investor for your Emerging Leaders—someone who intentionally supports, stretches, and challenges them to grow. If you haven’t read Multipliers, it is well worth your time. It provides simple, powerful frameworks to help you bring out the best in your people and avoid unintentionally holding them back. When you invest in Emerging Leaders this way, you don’t just develop individuals—you elevate your entire organization.