The Complete Guide to Working Genius: Understanding Your Natural Gifts and Transforming How You Work

Why This Framework Changes Everything

Here's the link to take the assesement: https://www.workinggenius.com/

Imagine spending most of your working life feeling like you're swimming upstream—competent enough to get by, but never quite feeling the joy and energy that work could provide. You watch others who seem to effortlessly excel in areas where you struggle, while you find yourself naturally drawn to activities that others avoid. This disconnect between your natural gifts and your daily work isn't just frustrating; it's one of the primary sources of job dissatisfaction, burnout, and underperformance in modern organizations.

The Working Genius framework emerged from this very real problem. Patrick Lencioni, after years of success in organizational consulting, found himself inexplicably exhausted and frustrated by his own work despite loving his field and colleagues. What he discovered through a moment of honest self-reflection became a revolutionary way of understanding human productivity and fulfillment.

The fundamental insight is this: all work, whether in organizations or personal life, can be broken down into six distinct types of activities. Each person has a natural genius for exactly two of these activities—areas where they not only excel but actually gain energy from the work. They have competency in two others—areas where they can perform adequately but will eventually become drained. And they experience frustration with the remaining two—areas that consistently drain their energy and rarely produce their best work.

This isn't about personality types or general preferences. It's about the specific cognitive and emotional patterns that determine how different kinds of work affect your energy, engagement, and effectiveness. Understanding these patterns doesn't just help you work better; it transforms how you see yourself, your colleagues, and the very nature of productive collaboration.

The Foundation: How All Work Really Functions

Before diving into the six types, you need to understand the fundamental structure underlying all collective work. Whether you're planning a family vacation, launching a business, organizing a charity event, or developing a new product, the same six activities must occur for success. They don't always happen in perfect order, and they often overlap or cycle, but each one is essential.

Think of these six activities as the basic building blocks of getting things done with others. Just as a house needs a foundation, framing, electrical, plumbing, finishing, and maintenance regardless of its style or size, every collaborative endeavor needs these six elements regardless of its nature or scope.

The genius of this framework lies in recognizing that while all six activities are necessary, no individual is naturally gifted at all of them. In fact, being exceptional at more than two is extremely rare. This isn't a limitation—it's the basis for meaningful collaboration. When we understand that our frustrations often stem from being asked to spend significant time in activities that drain us, and our greatest contributions come from our natural areas of genius, we can begin to design work that energizes rather than depletes us.

The Six Types of Working Genius

Wonder: The Genesis of All Progress

Wonder is the genius of stepping back and asking the big questions that others might not think to ask. People with this genius naturally ponder the state of things around them. They're the ones who notice when something isn't working as well as it could, when there's unrealized potential, or when it's time to question assumptions that everyone else takes for granted.

The Wonder genius manifests as an almost compulsive need to understand and question. These individuals will find themselves asking, "Is there a better way?" or "Are we missing something important here?" or "What if we looked at this differently?" They're not necessarily looking for immediate solutions—they're identifying the need for solutions.

What makes Wonder a genius rather than just curiosity is that it energizes the person doing it. Someone with Wonder as a genius can spend hours contemplating possibilities and emerge more energized, not less. They see patterns and potential problems that others miss because they're naturally operating at this higher level of observation.

In teams, Wonder serves as the early warning system and the catalyst for innovation. These are the people who notice when your customer service has gotten sluggish, when your market position is weakening, or when your family dynamics need attention. They're often the first to sense that change is needed, even when they can't immediately articulate what that change should be.

However, Wonder without the other geniuses leads nowhere. The person who's constantly questioning and pondering but never moves toward solutions can become seen as perpetually negative or never satisfied. This is why understanding Wonder as part of a larger system is crucial.

Invention: Creating Something from Nothing

Invention is the genius of coming up with new ideas, solutions, and approaches. When Wonder identifies that something needs to change, Invention steps in to create what that change could look like. People with this genius are energized by the challenge of creating something original, whether it's a new business model, a novel solution to a technical problem, or an innovative approach to an old challenge.

The Invention genius is characterized by an ability to see possibilities that others don't see. These individuals can take a problem or opportunity and generate multiple potential solutions, often approaching from angles that surprise others. They're comfortable with ambiguity and actually thrive in situations where there's no clear precedent or proven path forward.

What distinguishes true Invention genius is not just the ability to generate ideas, but the energy they get from the creative process itself. They often describe the experience of coming up with new solutions as exhilarating. They can work on challenging creative problems for extended periods without fatigue because the work itself fuels them.

Invention genius shows up differently in different contexts. In business, it might be the ability to envision new products or services. In relationships, it might be finding creative solutions to recurring conflicts. In community settings, it might be designing new approaches to old problems. The common thread is the capacity to generate novel approaches that others wouldn't think of.

The challenge for those with Invention genius is that their ideas often require significant development and refinement before they're ready for implementation. They can become frustrated when others don't immediately see the value in their innovations, or when they're expected to also handle the detailed work of making their ideas practical and actionable.

Discernment: The Wisdom to Know What Will Work

Discernment is perhaps the most subtle but crucial of all the geniuses. It's the ability to evaluate ideas, proposals, and situations using intuition and instinctive judgment. People with this genius have what's often called "good gut feel"—they can sense whether something is likely to succeed, whether it needs more development, or whether it's fundamentally flawed, often without extensive analysis or expertise in the specific domain.

The Discernment genius operates through pattern recognition and intuitive processing rather than linear analysis. These individuals can look at a business proposal, a relationship decision, or a strategic plan and have a strong sense of its viability. They're the people others turn to when they want a "gut check" on an important decision.

What makes this a genius is both its accuracy and its energizing effect on the person using it. Those with Discernment genius find genuine satisfaction in evaluating and providing feedback. They can spend considerable time assessing different options and alternatives without feeling drained. In fact, the process of weighing and judging often clarifies their own thinking and increases their energy for other activities.

Discernment manifests differently from person to person. Some individuals are particularly good at assessing people and relationships, while others excel at evaluating business opportunities or creative projects. The common element is the ability to synthesize multiple factors quickly and arrive at sound judgments without extensive formal analysis.

The challenge for those with Discernment genius is that their insights can be difficult to explain or defend, especially in cultures that heavily favor data-driven decision making. Their recommendations might be labeled as "just opinions" when in fact they're often more accurate than elaborate analytical processes. This can lead to frustration when their input is dismissed or when they're asked to provide detailed justifications for insights that come naturally to them.

Galvanizing: The Spark That Ignites Action

Galvanizing is the genius of inspiring and rallying people to take action. When good ideas have been identified and evaluated, someone needs to motivate people to actually do something about them. People with this genius are energized by the challenge of getting others excited and committed to moving forward.

The Galvanizing genius shows up as natural enthusiasm and persuasive ability. These individuals can take an idea that others find interesting in theory and make it feel urgent and compelling. They're the ones who transform planning sessions into action commitments, who turn good intentions into actual movement.

What distinguishes Galvanizing genius is not just the ability to motivate others, but the energy the galvanizer gets from the process. They genuinely enjoy the challenge of overcoming resistance, addressing concerns, and building momentum. They can spend considerable time in meetings, presentations, and one-on-one conversations focused on moving people toward action without feeling depleted.

Galvanizing takes different forms depending on the context and the individual's style. Some galvanizers are high-energy cheerleaders, while others are more subtle influencers. Some excel at large group presentations, while others are more effective in individual conversations. The common thread is the ability to help others feel motivated to act on something they might otherwise postpone or avoid.

The challenge for those with Galvanizing genius is that they can become frustrated when they're the only ones providing the motivational energy for a team or organization. They might find themselves constantly having to push others to maintain momentum, which can lead to burnout even though galvanizing itself energizes them. They need to be part of systems where others are contributing their own geniuses to the collective effort.

Enablement: The Foundation That Makes Everything Possible

Enablement is the genius of providing support, assistance, and help to others in whatever form is needed. People with this genius are energized by responding to requests for help and by anticipating what others might need before they even ask. They're the ones who make it possible for others to focus on their areas of genius by taking care of the supporting activities.

The Enablement genius manifests as a natural inclination to serve others and to find satisfaction in making their work easier or more effective. These individuals can see what needs to be done to support a project or initiative and are willing to step in and do it. They're often the ones who handle the coordination, communication, and logistical details that others overlook or avoid.

What makes this a genius is that enablers actually get energy from helping others succeed. They find genuine fulfillment in making contributions that allow the team to accomplish more than it could otherwise. They can spend significant time in supporting roles without feeling undervalued or resentful, as long as they can see that their contributions are making a difference.

Enablement takes many forms. Some enablers excel at project coordination, keeping track of details and making sure nothing falls through the cracks. Others are naturally good at providing emotional support and encouragement. Some are particularly skilled at anticipating needs and preparing resources. The common element is the orientation toward supporting others' success rather than seeking to be the primary contributor.

The challenge for those with Enablement genius is that they can easily become overburdened if they're surrounded by people who take their contributions for granted. They might find themselves saying yes to every request without considering the cumulative impact on their own workload and well-being. They need to be in environments where their contributions are recognized and where reasonable boundaries are respected.

Tenacity: The Force That Brings Ideas to Reality

Tenacity is the genius of pushing projects and initiatives through to completion. People with this genius are energized by the challenge of overcoming obstacles, managing details, and ensuring that good ideas actually become reality. They're the ones who make sure that all the wondering, inventing, discerning, galvanizing, and enabling actually results in finished work.

The Tenacity genius shows up as natural persistence and attention to follow-through. These individuals can maintain focus and motivation even when projects encounter setbacks, when progress seems slow, or when others lose interest. They find satisfaction in checking items off lists, meeting deadlines, and delivering results that meet specifications.

What makes this a genius rather than just conscientiousness is that people with Tenacity actually gain energy from the process of pushing through challenges and completing work. They can sustain effort over extended periods, manage multiple details simultaneously, and maintain quality standards even under pressure. The process of bringing projects to successful completion is inherently rewarding for them.

Tenacity manifests in different ways depending on the individual and the context. Some people with this genius excel at project management and coordination. Others are particularly good at quality control and ensuring that standards are met. Some are most effective at troubleshooting problems that arise during implementation. The common thread is the commitment to seeing things through to successful completion.

The challenge for those with Tenacity genius is that they can become frustrated in environments where there's lots of creative energy but little follow-through. They might find themselves constantly being asked to "rescue" projects that others have started but abandoned. They need to be part of systems where the other geniuses are also being utilized effectively, so they're not carrying the entire burden of making things happen.

The Three Categories: Genius, Competency, and Frustration

Understanding the six types is only the beginning. The transformative insight comes from recognizing that each person has a unique relationship with these six activities. You have exactly two areas of genius—activities that energize you and where you naturally excel. You have two areas of competency—activities you can do adequately but that will eventually drain you if you do them too much. And you have two areas of frustration—activities that consistently drain your energy and rarely produce your best work.

Areas of Genius: Where You Come Alive

Your two areas of genius are fundamentally different from your other capabilities. When you're working in these areas, several things happen simultaneously. First, you perform at a higher level than you do in other activities. Your natural abilities and instincts are aligned with what the work requires, so your contributions are typically more valuable and effective.

Second, and perhaps more importantly, you gain energy from doing this work. Rather than feeling depleted at the end of a day spent primarily in your areas of genius, you feel energized and fulfilled. You can sustain high performance in these areas over extended periods without burning out.

Third, you experience intrinsic motivation when doing this work. You don't need external rewards or pressure to engage fully with activities in your areas of genius. You're naturally drawn to these activities and find them inherently satisfying.

This combination of high performance, energy gain, and intrinsic motivation is what makes genius fundamentally different from mere competence. It's why understanding your areas of genius is so crucial for both individual fulfillment and organizational effectiveness.

Areas of Competency: The Middle Ground

Your two areas of competency represent activities where you can contribute meaningfully but not indefinitely. You have enough natural ability and learned skill to be effective in these areas when needed. You can step into these roles and make valuable contributions to your team or organization.

However, these activities don't energize you the way your areas of genius do. If you spend too much time in your areas of competency, you'll begin to feel drained and potentially resentful. You might perform well in the short term, but sustained focus in these areas leads to decreased motivation and eventual burnout.

The key insight about areas of competency is that they serve as valuable bridges between your areas of genius and the full range of activities required for success. They allow you to contribute more broadly when needed while still maintaining access to your primary sources of energy and motivation.

Understanding your areas of competency helps you make better decisions about when to step into these roles temporarily versus when to seek ways to spend more time in your areas of genius. It also helps you communicate more effectively with others about your capacity and preferences.

Areas of Frustration: The Energy Drains

Your two areas of frustration are activities that consistently drain your energy and motivation. Even when you can perform adequately in these areas through effort and discipline, the cost is high. Extended time in your areas of frustration leads to decreased performance across all your activities, not just in the frustrating areas themselves.

This isn't about laziness or lack of commitment. The activities that frustrate you might be exactly the ones that energize your colleagues. The difference lies in how these activities interact with your natural cognitive and emotional patterns.

Understanding your areas of frustration serves several important purposes. First, it helps you avoid inappropriate guilt when you struggle with activities that others find easy or enjoyable. Second, it helps you recognize when your decreased motivation or performance might be situational rather than reflecting a broader problem with your work or capabilities.

Most importantly, understanding your areas of frustration helps you design your work and life to minimize time spent in these areas while ensuring that these necessary activities still get done through collaboration with others whose geniuses complement yours.

How the Six Types Work Together: The Genius Ecosystem

The real power of the Working Genius framework emerges when you understand how the six types interact as an ecosystem. No individual project or initiative can succeed without all six types being present and functioning effectively. However, since no individual can be a genius at more than two types, success requires intentional collaboration and role design.

The Sequential Flow of Work

While work is rarely perfectly linear, there's a general sequence in which the six types typically contribute most effectively. Understanding this sequence helps teams avoid common pitfalls and ensures that each type of genius is utilized at the optimal time.

Wonder typically comes first, identifying opportunities, problems, or needs for change. Without adequate wondering, teams often find themselves solving the wrong problems or missing important opportunities. However, Wonder without follow-through leads to endless discussion without action.

Invention follows Wonder, creating potential solutions to the opportunities or problems that have been identified. The most effective invention occurs after sufficient wondering has established clear parameters and goals. However, even brilliant invention can fail if the ideas aren't properly evaluated and refined.

Discernment evaluates and refines the ideas generated through Invention. This critical step determines which ideas are ready for action, which need more development, and which should be abandoned. Skipping or rushing through Discernment leads to implementation of flawed or premature solutions.

Galvanizing takes the vetted ideas from Discernment and builds the motivation and commitment necessary for action. Without effective galvanizing, even excellent ideas often remain just good intentions. However, galvanizing prematurely, before adequate wondering, invention, and discernment have occurred, leads to enthusiastic pursuit of poorly conceived initiatives.

Enablement provides the practical support and assistance necessary to turn commitment into action. Even highly motivated people need resources, coordination, and support to be effective. Enablement without the preceding steps, however, results in lots of activity without clear direction or purpose.

Tenacity ensures that the supported action actually produces results. Without tenacity, initiatives often lose momentum as obstacles arise or other priorities compete for attention. However, tenacity applied to poorly conceived or inadequately supported initiatives can result in wasted effort and suboptimal outcomes.

The Activation Phase: The Missing Link

One of the most crucial insights from the Working Genius framework is the recognition that most organizational failures occur not in the ideation phase (Wonder and Invention) or the implementation phase (Enablement and Tenacity), but in the activation phase (Discernment and Galvanizing).

Many teams are good at generating ideas and can find people willing to work hard to implement them. The breakdown happens in the middle—ideas don't get properly evaluated and refined, or people don't become sufficiently motivated to commit to action. Understanding this helps explain why so many initiatives fail despite having good ideas and hardworking people.

The activation phase is where ideas become decisions and decisions become commitments. This requires both the analytical wisdom of Discernment and the motivational energy of Galvanizing. When teams skip or rush through activation, they often find themselves working hard on the wrong things or failing to maintain the momentum necessary for success.

Responsive versus Disruptive Geniuses

Another important way to understand the interaction between the six types is through the lens of responsive versus disruptive geniuses. This categorization helps explain different approaches to change and innovation.

The responsive geniuses (Wonder, Discernment, and Enablement) tend to work with existing realities. Wonder responds to what's currently happening by questioning and observing. Discernment responds to proposed ideas by evaluating and refining them. Enablement responds to requests for support by providing assistance.

The disruptive geniuses (Invention, Galvanizing, and Tenacity) tend to create new realities. Invention disrupts current approaches by creating alternatives. Galvanizing disrupts complacency by motivating action. Tenacity disrupts the status quo by insisting that changes actually be implemented.

Understanding whether your geniuses are primarily responsive or disruptive helps explain your natural approach to change and innovation. It also helps teams ensure they have adequate representation of both orientations for optimal effectiveness.

Individual Application: Discovering and Developing Your Genius

Recognizing Your Natural Patterns

The first step in applying the Working Genius framework to your own life is accurately identifying your two areas of genius. This requires honest self-reflection and often benefits from input from others who know your work well.

Look for patterns in your energy levels throughout different work activities. When do you find yourself naturally energized rather than depleted? What kinds of challenges do you seek out rather than avoid? What activities do you find yourself volunteering for or naturally gravitating toward?

Pay attention to the quality of your contributions in different areas. Where do others frequently seek your input or assistance? What kinds of problems do people bring to you? Where do your ideas and suggestions tend to be most valuable and well-received?

Consider your intrinsic motivation patterns. What work would you continue doing even if you weren't being paid or recognized for it? What activities do you find yourself thinking about and working on outside of formal work hours? What challenges energize you rather than drain you?

The goal isn't to find activities you're merely good at, but activities where you experience the unique combination of high performance, energy gain, and intrinsic motivation that characterizes true genius.

Understanding Your Energy Economics

Once you've identified your likely areas of genius, competency, and frustration, you can begin to understand your personal energy economics. Think of your energy as a finite resource that's consumed by some activities and replenished by others.

Activities in your areas of genius are net energy producers. Not only do you perform well in these areas, but you actually gain energy that you can apply to other activities and aspects of your life. This is why people often describe feeling "energized" by challenging work in their areas of genius.

Activities in your areas of competency are energy neutral in the short term but energy drains over time. You can perform these activities effectively without immediate fatigue, but extended focus in these areas will eventually deplete your overall energy and motivation.

Activities in your areas of frustration are significant energy drains. Even when you can force yourself to perform adequately in these areas, the energy cost is high and affects your performance across all activities.

Understanding these energy dynamics helps you make better decisions about how to structure your work and life. The goal isn't to avoid all activities outside your areas of genius, but to ensure that you're spending enough time in your areas of genius to maintain your overall energy and motivation while contributing effectively in other areas when needed.

Designing Your Ideal Work

With a clear understanding of your genius profile and energy dynamics, you can begin to intentionally design work that maximizes your effectiveness and fulfillment. This doesn't necessarily require changing jobs or making dramatic life changes. Often, significant improvements can be achieved through relatively small adjustments in how you approach your current responsibilities.

Start by looking for opportunities to spend more time in your areas of genius within your current role. Are there projects, committees, or responsibilities that would naturally utilize your areas of genius? Are there ways to reshape existing responsibilities to better align with your natural strengths?

Next, consider how to minimize unnecessary time in your areas of frustration. Can some of these responsibilities be delegated, shared, or eliminated? Are there colleagues whose areas of genius align with your areas of frustration who might be willing to trade responsibilities?

For activities in your areas of competency, look for ways to make them more sustainable. Can you batch these activities so you're not switching in and out of them constantly? Can you pair them with activities in your areas of genius to maintain your overall energy balance?

The goal is to create a sustainable pattern where you're contributing significantly in your areas of genius, handling necessary competency activities without burnout, and minimizing the time and energy spent in your areas of frustration.

Team and Organizational Application

Creating Genius-Aware Teams

The most immediate application of Working Genius in team settings is ensuring that all six types of genius are represented and utilized effectively. This doesn't mean that every team needs exactly six people, each with different geniuses. Rather, it means ensuring that the collective geniuses of the team cover all six areas and that people are positioned to contribute primarily in their areas of genius.

Start by creating a team genius map that shows each team member's areas of genius, competency, and frustration. This visual representation immediately reveals potential gaps and imbalances. Look for areas where the team has no one with that genius, areas where multiple people have frustrations, and areas where geniuses might be underutilized.

Pay particular attention to the activation phase geniuses (Discernment and Galvanizing). Many teams have adequate representation in ideation and implementation but struggle with activation. Without sufficient discernment, teams implement flawed ideas. Without sufficient galvanizing, even good ideas fail to generate the commitment necessary for successful implementation.

Consider not just who has which geniuses, but also who is positioned to exercise their geniuses effectively. Someone might have Galvanizing as a genius but be in a role that provides no opportunity to rally others around initiatives. Someone might have Invention as a genius but be in a role that requires primarily execution-oriented work.

Addressing Common Team Dysfunctions

Understanding Working Genius helps diagnose and address many common team dysfunctions. When teams consistently struggle with certain types of challenges, the root cause can often be traced to genius gaps or misalignments.

Teams that generate lots of ideas but struggle to implement them often have strong representation in Wonder and Invention but weak representation in Galvanizing and Tenacity. They need to either add people with these geniuses or find ways to better utilize the competencies of existing team members in these areas.

Teams that work hard but consistently deliver suboptimal results often have strong representation in Galvanizing, Enablement, and Tenacity but weak representation in Wonder and Discernment. They're implementing ideas without sufficient questioning of assumptions or evaluation of alternatives.

Teams that seem stuck in endless planning and discussion often have strong representation in Wonder and Discernment but weak representation in Galvanizing. They can identify problems and evaluate potential solutions but struggle to build the momentum necessary for action.

Understanding these patterns helps teams address dysfunctions more effectively by focusing on the underlying genius gaps rather than trying to change individual behaviors or personalities.

Leading Through Genius

For leaders, understanding Working Genius provides a framework for more effective leadership that goes beyond traditional approaches focused on personality types or communication styles. Instead of trying to motivate everyone in the same way, genius-aware leaders can tailor their approach to align with each person's natural sources of energy and motivation.

For team members with Wonder as a genius, effective leadership involves creating opportunities for them to step back and assess situations, ask important questions, and identify areas that need attention. These individuals are energized by being asked to ponder and evaluate, not by being given immediate action items.

For those with Invention as a genius, effective leadership involves presenting them with problems and challenges that require creative solutions. These individuals thrive when they're asked to generate new approaches rather than execute predetermined plans.

For those with Discernment as a genius, effective leadership involves seeking their input on important decisions and trusting their intuitive assessments. These individuals are energized by being asked to evaluate options and provide feedback, not by being asked to generate the initial ideas.

For those with Galvanizing as a genius, effective leadership involves positioning them to inspire and motivate others around important initiatives. These individuals are energized by the challenge of building commitment and momentum.

For those with Enablement as a genius, effective leadership involves creating opportunities for them to support others and make meaningful contributions to team success. These individuals are energized by being able to help others accomplish their goals.

For those with Tenacity as a genius, effective leadership involves ensuring they have clear standards and deadlines and positioning them to drive projects to completion. These individuals are energized by the challenge of overcoming obstacles and delivering results.

Organizational Culture and Systems

At the organizational level, Working Genius provides insights into how to design cultures and systems that bring out the best in people rather than forcing them into misaligned roles and expectations.

Organizations often inadvertently create cultures that favor certain types of genius while undervaluing others. For example, many organizations have strong cultures of ideation that reward Wonder and Invention but provide little support for the activation and implementation work required to turn ideas into results.

Other organizations become so focused on execution that they undervalue the wondering and inventing that's necessary for innovation and adaptation. They have strong cultures of Tenacity but little tolerance for the questioning and creativity that drives long-term success.

Genius-aware organizations intentionally create cultures that value and support all six types of genius. They design job descriptions, performance evaluation systems, and career development paths that allow people to contribute primarily in their areas of genius while still developing competencies in other areas.

They also design meeting structures and decision-making processes that systematically engage all six types of genius at appropriate times. Rather than expecting every meeting to accomplish everything, they design specific types of meetings optimized for different phases of work and different types of genius.

Practical Diagnosis and Problem-Solving

Diagnosing Individual Performance Issues

When someone is underperforming or seems disengaged, the Working Genius framework provides a systematic way to diagnose the underlying causes and develop targeted solutions.

Start by examining how much time the person is spending in each of the six types of activities. Are they spending the majority of their time in areas that align with their genius, or are they primarily working in areas of competency or frustration?

Look at the energy patterns. Does the person seem energized by their work, or do they appear drained and depleted? Are there specific activities or responsibilities that seem particularly challenging or demotivating?

Consider the fit between their genius and their role requirements. Someone with Wonder and Discernment as geniuses who's placed in a role requiring primarily Galvanizing and Tenacity will likely struggle regardless of their skills and commitment. The solution isn't more training or motivation but better role alignment.

Examine whether their areas of genius are being utilized and valued. Someone whose genius is being overlooked or dismissed will likely become increasingly disengaged, even if they're performing adequately in other areas.

Diagnosing Team Performance Issues

Team performance problems often stem from genius gaps or imbalances that prevent the team from effectively completing the full cycle of work from ideation through implementation.

Map the team's collective geniuses and look for obvious gaps. Is there adequate representation in all six areas? Are there areas where multiple people have frustrations, creating collective blind spots?

Examine the team's work processes. Are they systematically engaging all six types of genius at appropriate times, or are they skipping crucial steps? Many teams jump directly from ideation to implementation without adequate activation, leading to poor execution of potentially good ideas.

Look at how decisions are made and initiatives are launched. Is there adequate wondering before solutions are proposed? Is there sufficient discernment before commitments are made? Is there effective galvanizing before people are expected to act?

Consider whether people are positioned to exercise their geniuses effectively. Sometimes teams have good representation across all six areas, but organizational structures or cultural norms prevent people from contributing in their areas of genius.

Solving Common Workplace Challenges

Many persistent workplace challenges can be understood and addressed through the lens of Working Genius imbalances.

Low innovation often reflects inadequate representation or utilization of Wonder and Invention. Organizations might have people with these geniuses but not position them to exercise these capabilities effectively. The solution involves creating more opportunities for questioning assumptions and generating new approaches.

Poor execution often reflects inadequate representation or utilization of Galvanizing and Tenacity. Organizations might generate good ideas but lack the capabilities to build commitment and drive results. The solution involves strengthening these areas through hiring, role redesign, or better utilization of existing competencies.

Endless meetings and slow decision-making often reflect inadequate Discernment or ineffective utilization of existing discernment capabilities. Organizations might have people with good judgment but not trust or systematically seek their input. The solution involves identifying and better utilizing discernment capabilities.

Low morale and engagement often reflect widespread misalignment between people's geniuses and their role requirements. When significant numbers of people are spending most of their time in areas of frustration, organizational culture and performance suffer. The solution involves systematic redesign of roles and responsibilities to better align with natural capabilities.

Creating Solutions That Stick

The key to creating lasting solutions using Working Genius insights is ensuring that the solutions themselves are aligned with the genius ecosystem. Solutions that require people to consistently operate outside their areas of genius are unlikely to be sustained over time.

When designing new processes or systems, consider which geniuses will be required for successful implementation and maintenance. Ensure that people with the necessary geniuses are positioned to contribute effectively and that their contributions are valued and supported.

Build in mechanisms to regularly assess and adjust based on changing needs and circumstances. What works well when a team is small and focused might need to evolve as the team grows or takes on different types of challenges.

Create accountability systems that align with different types of genius. People with Tenacity as a genius can be held accountable for completion and results, but people with Wonder as a genius should be held accountable for questions asked and insights generated.

Most importantly, ensure that solutions address underlying genius alignment issues rather than just surface symptoms. Adding more project management processes won't solve execution problems if the fundamental issue is a lack of people with Tenacity genius in key roles.

Advanced Concepts and Applications

The Elevation Model: Understanding Work at Different Levels

One of the more sophisticated aspects of Working Genius is understanding how different types of genius operate at different levels of elevation within organizations and projects. Just as aircraft operate at different altitudes for different purposes, different types of genius operate most effectively at different organizational and strategic levels.

Wonder operates at the highest elevation, typically at the strategic and visionary level. People with this genius are most valuable when they're positioned to observe broad patterns and long-term trends rather than getting caught up in tactical details.

Invention operates at high elevation but lower than Wonder. Once strategic questions have been identified, invention works to create novel solutions and approaches. Inventors need enough altitude to see creative possibilities but enough connection to reality to generate workable solutions.

Discernment operates at medium-high elevation. Discerners need enough perspective to evaluate the viability and implications of proposed solutions, but they also need sufficient detail to make informed judgments.

Galvanizing operates at medium elevation, focused on the human and motivational aspects of moving from decision to action. Galvanizers need to understand both the strategic rationale and the practical requirements for successful implementation.

Enablement operates at lower elevation, focused on the practical support and resources needed for successful execution. Enablers need to understand the details and logistics that make action possible.

Tenacity operates at the lowest elevation, focused on the specific tasks and deliverables that constitute successful completion. People with this genius are most effective when they can focus on concrete, measurable outcomes.

Understanding elevation helps explain why certain people are more effective in certain types of roles and why organizations need different types of genius at different levels. It also helps explain why people can feel frustrated when they're asked to operate at the wrong elevation for their genius.

Work Conversations and Meeting Design

Another advanced application involves designing meetings and conversations that systematically engage different types of genius at appropriate times. Rather than expecting every meeting to accomplish everything, genius-aware organizations design specific types of conversations optimized for different purposes.

Brainstorming conversations are designed to engage Wonder and Invention. The goal is to identify opportunities and generate potential solutions without immediately moving to evaluation or action planning. These conversations work best when Discernment, Galvanizing, Enablement, and Tenacity geniuses resist the urge to immediately critique or implement ideas.

Decision-making conversations are designed to engage Discernment and, to a lesser extent, Wonder. The goal is to evaluate options and make sound decisions based on available information and good judgment. These conversations can be undermined by excessive invention (generating new options when the focus should be on evaluating existing ones) or premature galvanizing (building commitment before decisions are finalized).

Launch conversations are designed to engage Galvanizing and Enablement. The goal is to build commitment and identify the resources and support needed for successful implementation. These conversations can be undermined by continued wondering or inventing when the focus should be on motivation and support.

Status review conversations are designed to engage Tenacity and, to a lesser extent, Galvanizing and Enablement. The goal is to assess progress, identify obstacles, and ensure successful completion. These conversations can be undermined by excessive wondering or inventing when the focus should be on execution.

Understanding these different types of conversations helps teams avoid the common dysfunction of trying to do everything in every meeting, which typically results in frustration for everyone and effectiveness for no one.

Personal and Family Applications

The Working Genius framework applies beyond professional settings to personal relationships and family dynamics. Understanding family members' geniuses can transform how households function and how decisions are made.

In family settings, Wonder might show up as the person who notices when routines aren't working or when family members need attention. Invention might manifest as creating new approaches to recurring challenges or planning creative activities. Discernment appears as good judgment about family decisions, from major choices like where to live to smaller decisions like how to handle conflicts.

Galvanizing in families often involves motivating family members to participate in activities or follow through on commitments. Enablement shows up as providing support and assistance to help family members succeed in their individual pursuits. Tenacity appears as following through on family commitments and ensuring that household responsibilities are completed.

Understanding these patterns helps families distribute responsibilities in ways that align with natural capabilities rather than defaulting to traditional role expectations that might not fit the actual people involved.

Cultural and Organizational Change

At the highest level, Working Genius provides insights into how cultures and organizations change over time. Different types of genius are required at different stages of organizational development and in response to different types of challenges.

Startup organizations typically need strong representation in Wonder and Invention to identify opportunities and create innovative solutions. As organizations grow, they need to develop stronger capabilities in Galvanizing and Enablement to build teams and implement solutions. Mature organizations often need to strengthen Discernment and Tenacity to make sound decisions and execute effectively.

Organizations facing disruption or crisis typically need to temporarily increase their utilization of Wonder and Invention to identify new approaches and solutions. Organizations that have become too focused on innovation might need to strengthen their implementation capabilities through better utilization of Galvanizing, Enablement, and Tenacity.

Understanding these patterns helps leaders anticipate and plan for the types of genius that will be most critical at different stages of organizational development and in response to different types of challenges.

The Working Genius framework ultimately provides a lens for understanding human potential and collaboration that goes far beyond traditional approaches to productivity and performance. By recognizing and aligning with natural patterns of energy and capability, individuals and organizations can achieve levels of effectiveness and fulfillment that seemed impossible when working against these natural patterns.

The framework's power lies not in its complexity but in its fundamental recognition that sustainable success comes from understanding and utilizing natural human differences rather than trying to eliminate or overcome them. When people can spend significant time in their areas of genius while contributing effectively in other areas when needed, both individual and collective performance reach levels that benefit everyone involved.

‍