The 6 Types of Working Genius

Key Concepts and Ideas

The Six Types of Working Genius

Patrick Lencioni's groundbreaking framework identifies six distinct types of working genius that represent the natural gifts people possess in the workplace. These six types are Wonder, Invention, Discernment, Galvanizing, Enablement, and Tenacity. Each person typically has two areas of genius, two areas of competency, and two areas of frustration or working misery.

The Wonder genius involves the natural ability to ponder and speculate about better ways of doing things. People with this genius are constantly asking "what if" questions and pondering improvements to existing situations. They are the dreamers and questioners who see potential where others see the status quo. Lencioni emphasizes that Wonder people are essential for organizational innovation because they naturally identify problems and opportunities that others might overlook.

Invention genius manifests as the ability to create original and novel ideas and solutions. While Wonder people identify what needs to be improved, Invention people figure out how to improve it. They are the creative problem-solvers who can take abstract concepts and turn them into concrete possibilities. These individuals thrive when given the freedom to brainstorm and develop new approaches without the pressure of immediate implementation.

Discernment genius represents the natural ability to intuitively and instinctively evaluate ideas and situations. People with this genius can quickly assess whether an idea will work or not, often without being able to fully explain their reasoning. They serve as crucial filters in organizations, helping teams avoid pursuing ideas that seem promising but lack practical viability. Lencioni notes that Discernment people often struggle to articulate their insights, which can frustrate others who want detailed explanations.

"The key to working genius is not trying to be great at everything, but rather identifying and maximizing your natural gifts while managing around your areas of frustration."

Implementation and Execution Geniuses

The final three geniuses focus on bringing ideas to life through effective implementation and execution. Galvanizing genius involves the natural ability to rally, inspire, and organize others to take action around an idea or initiative. These individuals excel at creating enthusiasm and momentum, transforming good ideas into movements that people want to join. They are natural leaders who can communicate vision in ways that motivate others to contribute their best efforts.

Enablement genius represents the ability to provide encouragement and assistance for an idea or project. People with this genius are naturally supportive and responsive to the needs of others and initiatives. They ask "how can I help?" and genuinely mean it. Enablement people are the backbone of successful teams because they ensure that others have what they need to succeed. They derive energy from supporting others and seeing projects move forward smoothly.

Tenacity genius involves the natural ability to push projects and ideas to completion and ensure that they deliver results. These individuals have an innate drive to finish what they start and an intolerance for leaving things incomplete. They are the people who ensure that good intentions become actual results. Tenacity people often work behind the scenes to handle the detailed, persistent work required to bring projects across the finish line.

Lencioni emphasizes that all six types of genius are equally valuable and necessary for organizational success. No single genius is more important than another, and effective teams require representation across all six areas. The key insight is that people perform best when they can spend most of their time working within their areas of genius while minimizing time spent in areas of frustration.

The Three Stages of Work

Lencioni organizes the six types of working genius into three distinct stages that represent the natural flow of productive work. Understanding these stages helps organizations structure their processes and teams more effectively.

The Ideation stage encompasses Wonder and Invention. This is where all productive work begins - with identifying opportunities for improvement and creating solutions to address those opportunities. Wonder provides the spark by recognizing what could be better, while Invention provides the creative solutions for how to make improvements. Organizations that skip or rush through this stage often find themselves working hard on the wrong things or implementing solutions that don't address real problems.

The Activation stage includes Discernment and Galvanizing. This stage involves evaluating ideas and building support for the best ones. Discernment helps teams avoid pursuing every idea that sounds interesting, focusing energy on those with the highest probability of success. Galvanizing then creates the enthusiasm and organization necessary to move selected ideas forward. Many good ideas die in this stage because teams either fail to properly evaluate them or cannot generate sufficient support for implementation.

The Implementation stage encompasses Enablement and Tenacity. This is where ideas become reality through sustained effort and support. Enablement ensures that people have the resources, encouragement, and assistance they need to do their work effectively. Tenacity provides the persistence and attention to detail required to overcome obstacles and complete projects successfully. Organizations often struggle in this stage because they underestimate the ongoing effort required to turn ideas into lasting results.

"Most people spend too much time working outside their genius and not enough time working within it. This leads to frustration, mediocre results, and ultimately, disengagement."

Areas of Competency and Frustration

Beyond the two areas of genius that energize and fulfill each person, Lencioni identifies that everyone also has two areas of competency and two areas of frustration. Understanding this complete profile is crucial for effective self-management and team development.

Areas of competency represent work that a person can do adequately but that doesn't provide energy or exceptional results. People can perform competently in these areas when necessary, but doing so requires more effort and concentration than working in their genius areas. Competency work is neither energizing nor draining - it's simply neutral. While people can contribute in their competency areas, they should not be expected to excel or find deep satisfaction in this work.

Areas of frustration, or "working misery," represent the types of work that drain energy and produce poor results. These are the activities that people should avoid whenever possible because they lead to stress, poor performance, and eventual burnout. Lencioni emphasizes that there's nothing wrong with having areas of frustration - everyone has them. The problem occurs when people are forced to spend significant time working in these areas without recognition or accommodation.

The author provides compelling examples of how misalignment between work assignments and natural genius leads to organizational dysfunction. For instance, a person with Tenacity genius who is forced to spend most of their time in Wonder and Invention work will likely struggle with the open-ended, speculative nature of ideation. Similarly, someone with Wonder genius who is primarily assigned Implementation tasks may feel constrained and unfulfilled by the detailed, execution-focused work.

Effective leaders learn to identify each team member's complete working genius profile and structure work assignments accordingly. This doesn't mean people never work outside their genius areas, but rather that the majority of their time and energy is focused on work that aligns with their natural gifts. When people must work in competency or frustration areas, good leaders provide additional support, shorter assignments, or pairing with others who have genius in those areas.

Practical Applications

Individual Self-Assessment and Development

The Working Genius model begins with honest self-reflection and assessment. Lencioni emphasizes that understanding your natural areas of genius, competency, and frustration is the foundation for career satisfaction and effectiveness. The practical application starts with taking the Working Genius assessment, which helps individuals identify their two primary areas of genius from the six types: Wonder, Invention, Discernment, Galvanizing, Enablement, and Tenacity.

Once you've identified your Working Genius areas, the next step involves strategic career positioning. For example, if your genius lies in Wonder and Invention, you should gravitate toward roles that involve research, ideation, and creative problem-solving rather than implementation and project management. Conversely, someone with Galvanizing and Tenacity as their genius areas would thrive in leadership roles that require rallying teams and seeing projects through to completion.

"When people work primarily in their areas of genius, they experience joy, energy, and passion. When they work in areas of frustration, they feel drained, discouraged, and unfulfilled."

Practical development also involves learning to recognize when you're operating outside your genius zones. Lencioni suggests keeping a "joy journal" where you track which activities energize you versus those that drain you. This awareness allows you to make more informed decisions about assignments, volunteer opportunities, and career moves. Additionally, understanding your areas of competency—where you can contribute effectively but without passion—helps you manage these responsibilities without burnout while seeking opportunities to delegate or minimize time spent in these areas.

The model also provides a framework for personal growth conversations with supervisors, mentors, or coaches. By articulating your Working Genius profile, you can have more productive discussions about role modifications, development opportunities, and career trajectory that align with your natural strengths and interests.

Team Formation and Optimization

One of the most powerful applications of the Working Genius model lies in intentional team composition and optimization. Lencioni demonstrates how understanding each team member's genius areas allows leaders to create more balanced and effective teams. The ideal team should collectively cover all six types of working genius, ensuring that every phase of the work process—from initial wondering and invention through to final implementation—has a natural champion.

When forming project teams, leaders can use the Working Genius framework to identify potential gaps and strengths. For instance, a team heavy on Wonder and Invention but lacking Tenacity might generate brilliant ideas but struggle with execution. Recognizing this gap early allows leaders to either add team members with complementary strengths or establish partnerships with other teams that excel in the missing areas.

The model also provides a practical tool for addressing team dysfunction and conflict. Many team tensions arise when people are forced to operate primarily in their areas of frustration or when the team lacks representation in critical genius areas. By mapping team members' Working Genius profiles, leaders can identify the root causes of performance issues and make adjustments accordingly.

"Teams that understand and leverage their collective Working Genius are significantly more productive, engaged, and successful than those that ignore or misunderstand these natural differences."

Regular team calibration sessions using the Working Genius framework help maintain optimal team performance. These sessions involve reviewing current project phases, identifying which genius types are most needed, and ensuring appropriate team members are leading those efforts. This proactive approach prevents bottlenecks and ensures that work flows naturally through team members operating in their areas of strength and passion.

For existing teams, the model provides a roadmap for rebalancing responsibilities and improving collaboration. Team members can explicitly discuss their genius areas and negotiate role adjustments that better align individual strengths with team needs, leading to higher performance and job satisfaction across the board.

Hiring and Recruitment Strategies

The Working Genius model revolutionizes traditional hiring practices by focusing on natural aptitudes and passions rather than just skills and experience. Lencioni argues that while skills can be taught, working genius represents innate tendencies that are much more difficult to develop. This insight fundamentally changes how organizations should approach recruitment and selection.

When developing job descriptions, HR professionals and hiring managers should first identify which types of working genius are essential for success in the role. A research and development position might require Wonder and Invention genius, while a project management role might need Galvanizing and Tenacity. By clearly articulating these requirements, organizations can attract candidates whose natural tendencies align with the role's demands.

During the interview process, questions should probe candidates' energy sources and natural inclinations rather than just their ability to perform tasks. For example, instead of asking "Can you manage projects?" interviewers might ask "Tell me about a time when you had to push through obstacles to complete something important. How did that feel?" The response reveals whether the candidate naturally gravitates toward tenacity or finds it draining.

"Hiring for Working Genius creates a foundation for long-term employee engagement and reduces turnover by ensuring people are naturally suited for their roles."

The model also helps organizations avoid common hiring mistakes, such as promoting high performers into roles that require different genius types. A brilliant individual contributor with Invention and Discernment genius might struggle if promoted to a management role requiring Galvanizing and Enablement. Understanding Working Genius helps organizations create alternative career paths that leverage people's natural strengths rather than forcing them into misaligned roles.

For recruitment teams, the Working Genius assessment can be integrated into the hiring process as a supplementary tool alongside traditional interviews and skill assessments. This creates a more holistic view of candidates and helps predict not just their ability to do the job, but their likelihood of finding joy and energy in the work, which correlates strongly with long-term performance and retention.

Organizational Design and Workflow Management

At the organizational level, the Working Genius model provides a framework for designing more effective structures and workflows. Lencioni emphasizes that organizations should design their processes to naturally flow through the six stages of work, ensuring that each phase is led by individuals with the appropriate genius type. This creates what he calls "genius-aligned workflows" that maximize both efficiency and employee engagement.

Organizational design begins with mapping current workflows and identifying where bottlenecks typically occur. Often, these bottlenecks happen when work reaches a phase that lacks adequate representation from the corresponding genius type. For example, organizations with strong Wonder and Invention capabilities but weak Galvanizing might struggle to move from ideation to implementation. Recognizing these patterns allows leadership to restructure teams or create new roles to address gaps.

The model also informs decisions about departmental structure and cross-functional collaboration. Rather than organizing solely by function or product line, organizations can consider how to cluster complementary genius types while ensuring appropriate representation across the complete work spectrum. This might involve creating innovation hubs that bring together Wonder and Invention genius types, or establishing implementation teams that combine Galvanizing, Enablement, and Tenacity strengths.

"Organizations that align their structure with Working Genius principles see dramatic improvements in both productivity and employee satisfaction because work flows naturally through people operating in their areas of strength."

Workflow management becomes more sophisticated when viewed through the Working Genius lens. Project management methodologies can be adapted to explicitly hand off work between genius types at appropriate stages. For instance, Wonder and Invention genius types might lead the initial project phases, with formal handoffs to Discernment for evaluation, then to Galvanizing for team mobilization, and finally to Enablement and Tenacity for execution and completion.

The model also provides guidance for organizational change management. Understanding the Working Genius composition of teams and departments helps leaders predict how different groups will respond to change initiatives and allows them to tailor their approach accordingly. Teams heavy on Wonder might embrace new possibilities, while those dominated by Tenacity might resist changes that disrupt established processes.

Core Principles and Frameworks

The Six Types of Working Genius Defined

Patrick Lencioni's framework centers on six distinct types of working genius that collectively encompass the complete process of getting things done in any organization. These six types are organized into three stages of work: ideation, activation, and implementation. Each stage contains two complementary types of genius that work together to move ideas from conception to completion.

The ideation stage includes Wonder and Invention. Wonder represents the natural ability to ponder and speculate about what could be possible, asking the fundamental questions that spark innovation. People with the genius of Wonder are constantly thinking about potential improvements, opportunities, and possibilities. They see gaps in the market, inefficiencies in processes, or unmet needs that others might overlook. Invention, on the other hand, is the genius of creating original and novel ideas, solutions, and approaches. While Wonder identifies what needs to be addressed, Invention develops creative solutions to those challenges.

The activation stage encompasses Discernment and Galvanizing. Discernment is the natural ability to intuitively assess the merit and workability of ideas, providing crucial evaluation and judgment. People with this genius can quickly determine whether an idea will work, what its potential pitfalls might be, and how it might be improved. Galvanizing represents the ability to rally, inspire, and organize others to take action around an idea or initiative. These individuals excel at creating enthusiasm and momentum, transforming good ideas into actionable plans that people want to participate in.

The implementation stage consists of Enablement and Tenacity. Enablement is the genius of providing others with support and assistance in the way that is most helpful to them. People with this genius are naturally responsive to the needs of others and skilled at providing exactly the right kind of help at the right time. Tenacity represents the drive to push projects and ideas to completion despite obstacles, ensuring that initiatives cross the finish line. These individuals have the persistence and determination to work through challenges and see things through to the end.

"The six types are not personality types or behavioral styles, but rather natural gifts that determine what kind of work gives us energy versus what kind of work drains us."

The Energy Principle: Fulfillment vs. Frustration

The foundational principle underlying Lencioni's framework is that people experience either energy and fulfillment or frustration and drain based on how closely their work aligns with their natural working genius. This principle challenges the conventional wisdom that anyone can do any job well if they just work hard enough or receive sufficient training.

According to Lencioni, each person typically has two areas of working genius—types of work that give them joy and energy. When people spend significant time working in these areas, they experience what Lencioni calls "flow state," where time seems to pass quickly and work feels effortless and energizing. These individuals naturally excel in these areas without having to force themselves to perform well.

Conversely, people also have areas of working frustration—types of work that drain their energy and enthusiasm, even if they can perform adequately in these areas. When forced to spend too much time in areas of frustration, people become disengaged, stressed, and ultimately less productive. Lencioni emphasizes that this isn't about incompetence; people can often perform adequately in their areas of frustration, but doing so comes at a significant personal cost.

Between genius and frustration lie areas of competency—work that people can do well but that neither energizes nor particularly drains them. While competency areas don't provide the same fulfillment as genius areas, they also don't create the negative effects of frustration areas. Lencioni suggests that people can spend some time in competency areas without major negative consequences, but these should not dominate their work experience.

This energy principle has profound implications for how organizations should structure work and how individuals should think about their careers. Rather than trying to be well-rounded generalists, people should focus on maximizing time spent in their areas of genius while minimizing time in areas of frustration. Organizations that understand and apply this principle can dramatically improve employee engagement, productivity, and retention.

The Interconnected Nature of the Six Types

One of the most important aspects of Lencioni's framework is understanding that the six types of working genius are deeply interconnected and interdependent. No single type can accomplish meaningful work in isolation; each type needs and complements the others to create a complete and effective work process.

The sequential nature of the framework reflects the natural flow of how work gets done. Wonder typically initiates the process by identifying opportunities or problems that need attention. This creates the foundation for Invention to develop creative solutions. However, without Discernment to evaluate and refine those ideas, many potentially valuable innovations would fail due to poor judgment about their viability or timing. Similarly, even the best ideas properly evaluated by Discernment would remain theoretical without Galvanizing to create momentum and buy-in from others.

The implementation stage reveals another crucial interdependency. Galvanizing may successfully launch initiatives, but without Enablement to provide ongoing support and assistance to team members, projects often stall or fail to reach their potential. Even with strong support systems in place, initiatives require Tenacity to push through inevitable obstacles and resistance to reach completion.

Lencioni provides numerous examples of how organizations fail when they have gaps in these working genius types. A technology company might excel at Wonder and Invention, consistently generating innovative product ideas, but struggle to bring products to market successfully due to weak Galvanizing and Tenacity. Conversely, an organization might be excellent at implementation but struggle with innovation because they lack sufficient Wonder and Invention capabilities.

This interconnected nature has important implications for team composition and organizational design. Effective teams need representation across all six types, though not necessarily equal representation. The specific mix depends on the nature of the work and the stage of projects or initiatives. Startup organizations might need more Wonder and Invention in their early stages, while mature organizations implementing large-scale changes might require more Galvanizing and Tenacity.

"When all six types are present and properly utilized, teams can accomplish remarkable things. When any type is missing or undervalued, the entire process suffers."

Understanding these interdependencies also helps explain why even highly talented individuals can struggle in certain organizational contexts. A person with genius in Wonder and Invention might feel frustrated and ineffective in an organization that primarily values Tenacity and Enablement, not because they lack talent, but because their natural gifts aren't being utilized or valued appropriately.

Critical Analysis and Evaluation

Strengths of the Framework

Lencioni's Six Types of Working Genius framework demonstrates several significant strengths that make it a valuable contribution to workplace psychology and team dynamics literature. The model's greatest asset lies in its elegant simplicity—six distinct types of genius that are easily understood and immediately applicable. Unlike complex personality assessments that require extensive interpretation, the Working Genius model can be grasped quickly by individuals at all organizational levels.

The framework's practical utility is evident in its actionable nature. Rather than simply categorizing people, Lencioni provides clear guidance on how to leverage each type of genius within team settings. For instance, his detailed explanation of how Wonder and Invention geniuses naturally collaborate—with Wonder asking the provocative questions that spark Invention's creative solutions—offers immediate value for team leaders seeking to optimize productivity.

"When we understand our Working Genius, we can finally stop trying to be something we're not and start focusing on being the best version of who we are meant to be."

The model's foundation in observable behaviors rather than psychological constructs makes it particularly accessible. Lencioni's examples of how Discernment genius manifests in real workplace scenarios—such as the ability to quickly identify flawed proposals or recognize promising opportunities—provide concrete reference points that readers can immediately recognize in themselves and colleagues.

Another strength is the framework's emphasis on energy and fulfillment rather than mere competence. By distinguishing between what people can do versus what energizes them, Lencioni addresses a critical gap in traditional talent management approaches. This focus on sustainable engagement offers a more nuanced understanding of human motivation in professional settings.

The book's integration of team dynamics adds substantial value beyond individual assessment. Lencioni's analysis of how different combinations of Working Genius types create either synergy or friction provides practical insights for team formation and project management. His observation that teams lacking Galvanizing genius often struggle with implementation, regardless of their creative capabilities, illustrates the framework's diagnostic power.

Limitations and Weaknesses

Despite its strengths, the Working Genius framework exhibits several notable limitations that warrant careful consideration. The most significant weakness lies in its limited empirical validation. Unlike established psychological assessments such as the Big Five personality model or Myers-Briggs Type Indicator, Lencioni's framework lacks extensive peer-reviewed research supporting its reliability and validity. The book presents the model as derived from the author's consulting experience rather than rigorous scientific methodology.

The binary nature of the assessment—categorizing each genius type as either a strength, competency, or frustration—oversimplifies human complexity. Real workplace behavior exists on continuums rather than discrete categories, and individuals may demonstrate varying levels of different genius types depending on context, stress levels, or career development. This categorical approach may lead to overly rigid thinking about human capabilities.

Cultural bias represents another significant limitation. The framework appears designed primarily for Western, individualistic work environments and may not translate effectively across diverse cultural contexts. The emphasis on individual genius types could conflict with collectivistic cultures that prioritize group harmony and shared responsibility over specialized individual contributions.

The book also lacks sufficient attention to how Working Genius types might evolve over time. Career development, life experiences, and changing organizational contexts can all influence how individuals engage with different types of work. The framework's static presentation doesn't adequately address this dynamic aspect of professional growth.

"The danger in any model is that it can become a box that limits rather than liberates human potential."

Additionally, Lencioni's approach to addressing team imbalances—primarily through hiring or role redistribution—may be impractical for many organizations operating with budget constraints or limited flexibility. The book offers insufficient guidance for situations where teams must function effectively despite missing certain genius types.

Comparison with Other Frameworks

When evaluated alongside established workplace assessment tools, the Working Genius framework occupies a unique but sometimes overlapping space. Compared to the Myers-Briggs Type Indicator (MBTI), Lencioni's model focuses more narrowly on work-specific behaviors rather than broader personality preferences. This specialization can be both a strength and limitation—while it provides more targeted workplace insights, it offers less comprehensive understanding of individual psychology.

The framework shows interesting parallels with Clifton StrengthsFinder, particularly in its emphasis on leveraging natural talents rather than fixing weaknesses. However, StrengthsFinder's 34 distinct themes provide more granular differentiation compared to Working Genius's six categories. Lencioni's model compensates for this breadth limitation through its superior focus on team dynamics and collaborative relationships.

Compared to Belbin's Team Roles model, Working Genius demonstrates both similarities and key differences. Both frameworks emphasize the importance of diverse role distribution within teams, but Belbin's nine team roles are more specifically oriented toward team function, while Working Genius types can apply to individual contributors as well as team members.

The Working Genius framework distinguishes itself through its explicit focus on energy and fulfillment rather than just effectiveness. While DiSC assessments help predict behavioral tendencies and communication styles, they don't directly address which activities will energize versus drain individuals. This unique emphasis on sustainable engagement represents a valuable contribution to the field.

In terms of accessibility, Working Genius surpasses many competing frameworks. The model's straightforward language and clear behavioral descriptions make it more immediately applicable than complex psychological inventories. However, this simplicity comes at the cost of the nuanced insights provided by more sophisticated assessment tools.

Practical Applications and Limitations

The Working Genius framework demonstrates considerable practical value across various organizational contexts, though its effectiveness varies significantly based on implementation approach and organizational readiness. In team formation scenarios, the model provides clear guidance for ensuring complementary skill distribution. For example, Lencioni's recommendation that project teams include both Wonder and Invention genius types, along with Galvanizing for implementation, offers concrete direction for team leaders.

The framework proves particularly valuable in addressing common workplace frustrations. When individuals understand that their energy depletion stems from operating outside their Working Genius rather than personal inadequacy, it can dramatically improve job satisfaction and performance. The book's case studies demonstrate how redirecting responsibilities to align with natural genius types can transform both individual engagement and team productivity.

However, practical implementation faces several significant challenges. Many organizations lack the flexibility to redesign roles around individual Working Genius profiles, particularly in smaller companies or highly regulated industries. The framework's emphasis on specialization may conflict with flat organizational structures that require employees to wear multiple hats.

"The goal is not to avoid all work outside our areas of genius, but to ensure that the majority of our work aligns with our natural gifts."

The model's application in performance management presents both opportunities and risks. While it can help explain performance gaps and guide development conversations, there's potential for misuse if organizations use Working Genius assessments to limit employee opportunities or justify inequitable treatment. The framework requires careful implementation to enhance rather than constrain career development.

Cross-functional project management represents perhaps the framework's strongest practical application. By mapping required genius types against project phases and team composition, leaders can proactively identify potential gaps and plan accordingly. This systematic approach to talent deployment offers significant value for complex initiatives requiring diverse capabilities.

Frequently Asked Questions

What are the 6 types of working genius according to Patrick Lencioni?

The six types of working genius are Wonder, Invention, Discernment, Galvanizing, Enablement, and Tenacity. Wonder involves pondering possibilities and asking thought-provoking questions. Invention focuses on creating original ideas and solutions. Discernment is the ability to assess ideas and provide valuable feedback. Galvanizing involves rallying people around ideas and generating enthusiasm. Enablement means providing support and assistance to help others succeed. Tenacity is about pushing through obstacles and ensuring completion of projects. Lencioni explains that each person typically has two areas of genius where they naturally excel and find energy.

How do I identify my working genius types?

Lencioni provides a structured assessment process to identify your working genius types. The book includes specific questions that help you reflect on activities that energize versus drain you. Key indicators include tasks you naturally gravitate toward, activities where time seems to fly by, and work that others consistently ask you to do. The assessment considers both your natural aptitude and the joy you derive from different types of work. You should look for patterns in feedback from colleagues and examine moments when you felt most engaged and productive at work to accurately identify your two primary genius areas.

What is the difference between working genius and competency?

Working genius represents areas where you have both natural talent and genuine passion, while competency refers to skills you can perform adequately but may not energize you. Lencioni emphasizes that competency can be learned through training and practice, but it often requires significant effort and may leave you feeling drained. Working genius, however, feels effortless and energizing. For example, someone might be competent at project management through training, but if their genius is Wonder and Invention, they'll feel more fulfilled exploring possibilities and creating solutions rather than managing timelines and logistics.

Can my working genius types change over time?

According to Lencioni, your core working genius types remain relatively stable throughout your life, as they represent fundamental aspects of how you're naturally wired. However, your appreciation and awareness of these gifts may evolve as you gain more experience and self-knowledge. What can change is your competency in different areas through learning and practice. The book suggests that while you might develop skills in areas outside your genius through necessity or training, your core genius areas will consistently be the sources of your greatest energy and most natural contribution to teams and organizations.

How do I apply the 6 types of working genius in my current job?

Start by mapping your daily tasks against the six types to identify where you're operating within versus outside your genius. Lencioni recommends having conversations with your manager about restructuring responsibilities to align more closely with your genius areas. Look for opportunities to contribute your genius to existing projects, even if it's not formally part of your role. For example, if your genius is Discernment, volunteer to review proposals or provide feedback on new initiatives. Consider job crafting techniques to modify your current position, and actively seek projects that require your specific genius types while finding ways to delegate or minimize work in areas that drain you.

How can teams use the 6 types of working genius effectively?

Effective teams ensure representation across all six types of working genius while allowing each member to operate primarily within their genius areas. Lencioni suggests mapping team members' genius types to identify gaps and strengths. Create project workflows that engage each genius type at the appropriate stage - Wonder at the beginning for exploration, Invention for solution creation, Discernment for evaluation, Galvanizing for buy-in, Enablement for support, and Tenacity for completion. Teams should also establish clear communication about who contributes what genius and create systems that prevent people from being forced to work extensively outside their natural areas.

What should I do if my team is missing certain genius types?

When teams lack specific genius types, Lencioni recommends first identifying which stages of work are suffering due to the gaps. Consider hiring or recruiting team members who possess the missing genius types, or temporarily bringing in consultants or collaborators who can fill those roles. If that's not possible, team members may need to operate in their competency areas temporarily, but this should be acknowledged as a drain on those individuals. The team should also develop systems and processes to compensate for missing genius types, such as structured decision-making frameworks to substitute for missing Discernment or detailed project management tools to compensate for lacking Tenacity.

How do the 6 types of working genius relate to the innovation process?

Lencioni presents the six types as a complete innovation and execution cycle. The process typically flows from Wonder (asking the right questions and spotting opportunities) to Invention (creating solutions), then to Discernment (evaluating and refining ideas), followed by Galvanizing (building enthusiasm and buy-in), then Enablement (providing support and resources), and finally Tenacity (pushing through to completion). This sequence shows how different genius types are needed at different stages of bringing ideas to fruition. Teams that understand this flow can better coordinate their efforts and ensure that each stage receives appropriate attention from people who naturally excel in those areas.

What are the signs that someone is working outside their genius?

Lencioni identifies several clear indicators of working outside your genius areas. These include feeling consistently drained by certain tasks, needing significant willpower to complete routine work, experiencing frequent procrastination on specific types of projects, and receiving feedback that your performance is adequate but not exceptional. Other signs include watching the clock frequently during certain activities, feeling envious of colleagues who get to do different types of work, and experiencing Sunday night dread about upcoming tasks. Physical symptoms might include fatigue, stress, or anxiety related to particular responsibilities that should theoretically be within your skill set.

How does working genius differ from personality assessments like Myers-Briggs?

While personality assessments like Myers-Briggs focus on how you prefer to take in information and make decisions, working genius specifically addresses what type of work energizes you and where you naturally excel. Lencioni explains that working genius is more action-oriented and directly applicable to workplace dynamics and team composition. Personality types describe cognitive preferences and behavioral tendencies, but working genius identifies the specific contributions you're designed to make in work environments. Someone might share a personality type with a colleague but have completely different working genius types, leading to different optimal roles and responsibilities within the same team or organization.

Can organizations restructure around the 6 types of working genius?

Yes, Lencioni advocates for organizational design that leverages working genius principles. This involves creating roles and departments that align with different genius types and establishing workflows that engage each type appropriately. Organizations can restructure project teams to ensure all six types are represented, modify job descriptions to better match employees' genius areas, and develop career paths that allow people to deepen their expertise in their natural areas. Some companies create "genius-based" teams where members are selected specifically for their complementary genius types rather than just their functional expertise or seniority.

What happens when people work primarily outside their genius areas?

When people consistently work outside their genius areas, Lencioni warns of several negative consequences. Individuals experience decreased job satisfaction, increased stress and burnout, and reduced overall performance. Organizations suffer from lower productivity, higher turnover, and decreased innovation. Teams become less effective as members struggle in roles that don't match their natural abilities. The book emphasizes that while people can perform outside their genius areas temporarily, sustained misalignment leads to disengagement and poor results. This is why Lencioni stresses the importance of identifying and leveraging each person's working genius for both individual fulfillment and organizational success.

How do I have conversations about working genius with my manager?

Lencioni suggests approaching these conversations with curiosity and a focus on team effectiveness rather than personal preferences. Start by sharing what you've learned about working genius and how it might benefit the team's overall performance. Present specific examples of when you've contributed your genius areas and the positive results that followed. Propose experiments or pilot projects that would allow you to operate more within your genius while still meeting organizational needs. Be prepared to discuss how redistributing tasks based on genius types could improve team outcomes. Frame the conversation around maximizing everyone's contributions rather than just getting the work you prefer.

What are the most common combinations of working genius types?

While Lencioni notes that any combination of two genius types is possible, certain pairings are more common and create distinct working profiles. Wonder and Invention often appear together in visionary and creative individuals. Discernment and Galvanizing frequently combine in people who excel at evaluating ideas and building consensus around the best ones. Enablement and Tenacity commonly pair in those who support others while driving completion. The book emphasizes that no combination is better than another; each pairing brings unique value to teams and organizations. Understanding common combinations helps predict how individuals might naturally contribute to projects and where they'll find the most energy and satisfaction.

How can working genius principles improve team meetings?

Lencioni recommends structuring meetings to engage different genius types at appropriate times. Begin meetings with Wonder-type questions to explore possibilities and uncover important considerations. Move to Invention for generating solutions, then to Discernment for evaluation and refinement. Use Galvanizing to build enthusiasm and commitment around decisions. Engage Enablement to identify support needs and resources required. Finally, employ Tenacity to establish clear next steps and accountability measures. This structure ensures that all genius types contribute meaningfully and that meetings progress effectively through the complete cycle of ideation, evaluation, commitment, and execution planning.

What are the limitations of the working genius model?

While Lencioni presents working genius as a powerful framework, the book acknowledges certain limitations. The model may oversimplify the complexity of individual motivation and ability. Some critics argue that limiting people to two primary genius areas might constrain development in other areas. The framework also requires organizational buy-in to be fully effective, which can be challenging in rigid hierarchical structures. Additionally, external factors like company culture, industry demands, and economic pressures may sometimes override genius-based decision making. Lencioni advises using working genius as a guide rather than a rigid rule system, and encourages flexibility in applying the principles to real-world situations.

How does working genius apply to remote and hybrid work environments?

The working genius model becomes even more critical in remote and hybrid settings where natural collaboration is reduced. Lencioni suggests that distributed teams need more intentional design around genius types since casual interactions that might naturally engage different genius areas are limited. Remote teams should explicitly map out when and how each genius type contributes to projects, create virtual spaces for Wonder and Invention activities, and establish clear communication channels for Discernment and Galvanizing. The asynchronous nature of remote work can actually benefit the working genius approach by allowing people to contribute their genius when they're most energized rather than being constrained by traditional meeting schedules.

How does working genius relate to employee engagement and retention?

Lencioni argues that aligning work with people's genius types is one of the most effective drivers of employee engagement and retention. When people operate primarily within their genius areas, they experience higher job satisfaction, feel more valued for their natural contributions, and are less likely to seek opportunities elsewhere. The book presents data showing that employees who understand and utilize their working genius report significantly higher engagement scores. Organizations that implement genius-based team design often see improved retention rates and higher performance metrics. This approach helps employees feel that their unique contributions are recognized and essential to the organization's success.

Can working genius principles be applied to personal life and relationships?

Yes, Lencioni extends working genius principles beyond professional settings to personal relationships and life decisions. Understanding your genius types can help in choosing volunteer activities, hobby pursuits, and even household responsibility distribution. In relationships, partners can leverage their different genius types for better collaboration on projects like home renovation, vacation planning, or family decision-making. Parents can observe their children's natural genius areas to support their development and make educational choices. The book suggests that applying working genius principles in personal contexts leads to more fulfilling experiences and more effective collaboration in all areas of life, not just work.

How do I develop competency in areas outside my working genius?

While Lencioni emphasizes operating within your genius areas, he acknowledges that sometimes developing competency in other areas is necessary. The key is approaching this strategically and with realistic expectations. Focus on developing minimum viable competency rather than trying to become expert in areas outside your genius. Use systems, tools, and processes to support your work in these areas. Partner with others whose genius lies in your competency areas. Set realistic timelines and expectations for tasks outside your genius. Most importantly, ensure that developing competency in other areas doesn't prevent you from operating primarily within your genius, as this is where you'll make your greatest contribution and find the most fulfillment.

What evidence supports the effectiveness of the working genius model?

Lencioni provides various forms of evidence for the working genius model's effectiveness throughout the book. He cites case studies from organizations that have implemented the framework and seen improvements in team performance, employee satisfaction, and project outcomes. The book references research on employee engagement and the importance of strengths-based approaches to work design. Client testimonials and anecdotal evidence from consulting engagements demonstrate practical applications and results. While Lencioni acknowledges that more formal research would strengthen the model's credibility, he argues that the practical benefits observed by individuals and teams who apply the principles provide compelling evidence of its value in real-world workplace situations.