We have a massive problem with our employment system, which
robs companies of great talent, and creates cultures of mediocrity. The problem
is that we don't know how to employ geniuses.
For this blog post, I'm not defining genius as IQ, nor am I
saying we're all geniuses. We're not. Thanks in part to the Steve Jobs legacy,
"genius" has become synonymous with someone who is smart and able to
offer out-of-the-box ideas. The inevitable conclusion is that we're all
geniuses in some way.
In this piece, let's define a genius as a person with some
ability that would rate a 9 or 10 on a ten-point scale. Genius usually shows up
in certain contexts and not others. Someone I worked with recently discovered a
gift for "inspiring small technology companies that their work, if
successful, can change the world." Because genius is context-specific, the
same person probably wouldn't be able to ignite the first spark of inspiration
in workers at Walmart, Kaiser, or Starwood Hotels. Genius is often so narrow
that it passes unidentified through competency screenings that many companies
use to find "the right people."
The heart of the problem for geniuses -- people who are 9 or
10 at something -- are that they are probably a 2-3 in other areas. Joe Polish
is a product marketing genius (9+), especially for items that are novel, fun,
or focus on personal development. He charges people $25k to join his "25k
club," and people I interviewed from this group report receiving far
greater value than they give up when they write that big check. Joe is also
stubborn, crass and prone to topic-jump in a way that makes it seem like he's
listening to voices we can't hear. His sense of humor alone would make him
unemployable in most big companies. So in terms of "playing by the
rules," he's a "2" on a good day.
Joe would be a dangerous hire for a company. Yes, he's a
genius in product marketing. But the chance that he'd offend someone in a
conservative culture is 100% -- in the first week.
So Joe has done what geniuses do -- he went out on his own,
crafted his own path, and is running his own company where he gets to make the
rules. While this is the right decision for Joe, the fact that every company in
the world isn't calling him for help highlights the problem.
In my consulting work, I've met three categories of
geniuses.
The
first type -- let's call them "gregarious geniuses" -- have an
opinion about everything and don't suffer fools (and there are lots of fools in
management, so they are often the power structure in companies). And in some
area, they have clarity that lets them see through steel. I know
gregarious geniuses that can spot a company's strategic flaw so quickly that
you wonder if they've been hacking the executives' emails. And their
presentation of the problem implies that everyone involved in setting the
initial strategy is an idiot and we should bring back the rack as the only
legitimate method of punishment for such epic stupidity. Gregarious geniuses
would make ideal consultants, but are often not hired by firms or clients
because they might offend someone. (Wouldn't Yahoo be in better shape if they
had a few more geniuses around?) Some teach for a living, critiquing companies
in the safe zone of the classroom. Others I know sit at home and watch CNBC,
offering critiques that make the talking heads on that show appear to have
failed basic finance. Sadly, most gregarious geniuses get fired from companies
because they can't control their tongue. Many have ADHD or related problems.
The
second category is the "isolated genius." They
are at the opposite end of the extroversion continuum, choosing to say so
little, making people wonder if they can actually talk. They are usually
attracted to technical problems. They don't like teams, and they would rather
do work than report on status. When they talk, they do so like an encyclopedia
conveys information. Emails get no response or one-word answers. Some may have
Asperger's Syndrome or social phobia. Isolated geniuses are rarely hired
because they don't interview well. When they are hired, they are usually
relegated to solve problems in quiet. Once the fun problems are solved, they
often quit. Isolated geniuses may be quiet, but their need for a challenge
should be heard as a primal scream.
The
third type is the "unpredictable genius." A less
kind word would be "unstable." On their good days, they seem like
ideal executives -- able to take lots of views into account, plot the best
course forward, and exude so much energy, the lights are brighter when they're
in the room. On their bad days, they are moody, unresponsive, slow, and
pessimistic. They may have bipolar disorder, or something else.
One of the trends you may have noticed is that all three
types of geniuses may benefit from professional help. The connection between
mental illness and crisis leadership is made in A First-Rate Madness by Nassir
Ghaemi -- required reading (in my opinion) for anyone who wants to attract
great talent.
So what do you do if you're one of these geniuses? Get someone
else to sing your praises. I've done this for many people I've met as students,
clients, or through my social tribes. The script to a potential employer goes
something like this: "I have a person for you, and she's the best in the
world at doing X. Off the charts in her ability. And with great ability comes
oddity: Y." If the hiring manager knows the tradeoffs, they'll often do
the right thing for everyone by hiring the genius, and then working to minimize
the deficits, or clean up messes when they happen.
What do you do if you look at your team and crave geniuses?
How do you find them? And how do you deal with inevitable problems that
accompany great ability? There are "genius finders." Most aren't in
business executive search, they've just build tribes of geniuses. Joe Polish is
one such person. Genius finders know other genius finders, so if they can't
help you, they probably know someone who can. And yes, genius finders are often
geniuses themselves, with their social connections acting as a genius
multiplier effect and support group in dealing with a world that understand
them.
On risk mitigation, here are two suggestions:
First,
have clear conversations about what is, and isn't, acceptable -- and
plan to repeat that action every week or so. Many geniuses become surgeons, and
are famous for throwing temper tantrums or harassing people. That's not ok --
no matter how great the ability. The cost of giving one person a free pass on
the rules is to say the rules don't matter. It's also insulting to everyone
else, and will drop your culture into the "my life sucks" zone on the
"Tribal Leadership scale."
Second,
set development goals that bring the person closer to a 4 or 5 on the ability
scale in the problem areas. Many geniuses need professional advice,
and managers shouldn't play amateur psychologists. Others need someone to help
them develop a sense that most of us already have -- like saying inappropriate
words in public needs to stop. There are training programs, books, and coaches
for just about every type of problem. Overwhelm the genius with offers of help.
The message has to be: We value you (the whole person, not just the ability),
and we want to help you make this work.
Ever work with a genius? Or are you a genius and find it
tough to put your great ability to work? If so, I hope you'll make a comment
below.
+ comments + 1 comments
I know I could be a 9 or 10 at heaps of stuff if only I could focus on one thing for longer than 2 minutes! I also really need to keep my mouth shut in class. I just end up arguing with the teachers and giving myself a bad reputation, but I can't help it! I mean, he though Confucius was a Roman emperor!!
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