Unlike personality tests like Myers-Briggs that describe who you are (a noun), Working Genius is a productivity tool that describes what you do well (a verb). It provides a practical, close-to-the-ground framework for assigning roles and organizing daily work on a team, in a project, or even at home.
When leaders use a tool like Working Genius to openly admit, "Hey, I suck at a few things. And here's the proof," it creates a liberating culture. It signals to everyone that it's safe to be vulnerable, acknowledge their own areas of frustration, and ask for help without fear of judgment.
When asking for a new role, employees succeed by demonstrating how the change will allow them to better contribute to the company's success, leveraging their natural strengths. A request perceived as being driven by ego or money is less likely to be granted. Working Genius provides the language for this constructive conversation.
In today's dynamic work environment, job descriptions are becoming less relevant. Working Genius allows for a more fluid and productive organization of work by assigning tasks based on who is best suited for them, even if it crosses traditional departmental lines like sales, marketing, and operations.
Placing a recent graduate in a role that fundamentally conflicts with their Working Genius can be devastating. Forcing a supportive, responsive person into aggressive cold-calling, for example, leads to failure, misery, and a lasting feeling of being a "fraud." This initial experience can wrongly shape their entire career perspective.
The framework allows leaders to reframe performance problems. Instead of judging an employee or feeling guilty about one's own shortcomings, it attributes struggles to a mismatch between a person's natural genius and their job requirements. This fosters grace and enables constructive conversations about finding the right role.
When a team has a gap in one of the six genius types, the one person who possesses that "minority genius" is crucial for balance. However, the team's natural tendency is to dismiss or "expel them like a virus" because their approach is different. Leaders must consciously cherish and protect these individuals.
Leaders often misuse the word "team." A true team, like in basketball, requires members to make sacrifices for a single collective score. Many sales groups are actually "golf teams," where individuals work alone and their scores are simply added up. Defining this distinction clarifies expectations around collaboration and support.
The "Working Genius" model wasn't a planned initiative. It was created when Lencioni analyzed why his own mood fluctuated between joy and grumpiness depending on his tasks. This personal problem-solving session accidentally uncovered a universal productivity framework that has now been used by over a million people.
Burnout is often misdiagnosed as a symptom of overwork. The Working Genius model suggests it's actually caused by spending too much time on tasks that fall outside your natural areas of genius and in your areas of frustration. Work that aligns with your genius can be energizing, even after long hours.
What is often perceived as political maneuvering or a negative attitude on a team is frequently just a misunderstanding of different Working Genius profiles. For example, one person's need to talk through ideas can frustrate another's desire to just get things done. Recognizing this re-attributes conflict to wiring, not malice.