Patrick Lencioni: Maximize Joy in Your Career by Learning Your Working Genius | Productivity E305

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23:29So cool. And I really do feel like it really describes people accurately. Every time you're saying that, I'm like, oh, that fits Kate. That fits Jason. Right. You start to think, oh, she's got these two. And it makes a lot of sense. So let's go on to my results, selfishly. So I was invention and galvanizing, which totally makes sense because my whole life I've been inventing things, starting businesses since I was four. I'm president of everything. My whole life started so many charity organizations and different companies, blog sites, you name it. I'm just always have a team of 50 around me no matter what I'm doing, even if I'm not paying people.

24:09It's crazy. I'm just really good at motivating people and thinking of new ideas my whole life. It's your genius. It's me. And I feel like it's very entrepreneurial. So I did want to ask you, Are there certain working geniuses that are more entrepreneurial or make for better entrepreneurs than others? Entrepreneurship requires every genius, but the people that start things, the ones that get it going right away, that serial entrepreneur that really sparks the idea, your type is perfect for that. But now without people with tenacity around you, and that's what a genius of yours is surrounding yourself with people that do things well that you don't.

24:51So entrepreneurship, you need people who finish things. You need people that come alongside and help. You need people that ask the questions. But your thing at the heart of entrepreneurship, it's like, I have an idea and I'm going to get out there and I'm going to share it with people. And I'm going to ask people for their help. So I would say your type is about the tip of the spear on entrepreneurship in many ways. But you need to surround yourself by people that do the things that aren't your favorite. So when you think about a startup company, for instance, let's say five people get together to start a company.

25:21If they're all your type, it's going to fail. Yeah. Right. Because they're all going to want to do the same things. And I've seen this in the Silicon Valley before, because I've done a lot of work there. I live in the Bay Area and there's these companies that get together and everybody wants to be an entrepreneur and nobody wants to be the one to, no, I want to just crank. I want to take inspiration from you and then deliver on that. And if you don't have that diversity on your team, it's not going to work. Totally. It's like a band. If everybody wants to be the songwriter and the lead singer, it doesn't work.

25:56And the drummer has a different thing and the keyboards do a different thing. And usually that corresponds to some working genius. So it's a really interesting thing how we all need them. But the tip of the spear in entrepreneurship and IG is perfect. I love that. I love hearing that I'm a good fit to be an entrepreneur because it's what I'm doing. So I have working competencies. These are different than frustrations, different than my working genius. And these are things that I actually feel like I'm really good at, to be honest. So my working competencies were tenacity and discernment, which especially tenacity.

26:32I get shit done. Sorry for my language. I get my stuff done and I love getting stuff done. So I was curious to understand, why is it only two working geniuses? And what are we supposed to do with our competencies? Are we supposed to try to make them strengths? Are we supposed to just leave them alone? How should we handle it? Don't try to make them stronger than they are because people do that too often. When Michael Jordan got out of college, he spent his first two years in the pros. He was really good at defense and dunking the ball and going to the hoop. And people said, well, should we then make him become a great shooter?

27:02And people said, no, no, no. Make him continue to work on his strengths. He will become a great shooter because he won't feel like that defines him, and he'll do that without pressing. So you're going to be good at those things, and the fact that those are your competencies is really important because you are not allergic to finishing things, and you're not allergic to evaluating things in discernment. But the thing is, if I made you do finish things and you had no input into the innovation around it and getting people excited and your job was just to crank, you'd realize that that would exhaust you after a while.

27:36Hmm. Got it. That makes a lot of sense. So it's something that you don't mind doing, especially if it's in service of the idea you came up with and helping people rally around it. But to do that in a vacuum would be painful for you. That makes a lot, a lot of sense. Okay. So my working frustrations were enablement and wonder. The enablement part was so eye-opening for me because as of now, I have a 60-person team. And I'm still hands-on managing my sales and marketing team, but I'm also the CEO and founder of the company. So I'm the CEO, CMO, sales leader of my company. Now, I find that as of now, today, in 2024, I'm a different type of leader where I just can't handhold anyone anymore.

28:25And anybody who's not a rock star, who's not moving as fast as me, I'm just, all right, you're slowing me down. I'm pulling you in now because you're getting it and this person's off to the side. But I wasn't always like that. I started with a team of interns and volunteers. And I used to handhold everyone and teach everybody everything and be very, very patient. And now it's just have different responsibility. I just can't be that person anymore. So it made me realize that I need to get some sort of middle manager between some of these employees and made me realize how valuable my business partner, Kate is, who is super patient.

29:02And I know if she took this assessment, she would have enablement. Exactly. And that's the thing about this assessment is that 10 minutes after getting the results back, you go, I got it. It makes sense. And you know what to do. We've seen companies reorganize, and I don't just mean the titles, but reorganize how work gets done. They look at this and they go, oh my gosh, we're not even tapping into that genius of yours. And And the people are like, I know if you let me do that more, I'd be so much happier. And you're looking at your people going, they have enablement. That is allowing me to do what I do best.

29:32And I know that I have somebody else who's going to be helpful and listening and patient with everybody and all that. But if everybody had that, you wouldn't get things done either. Yeah. The word diversity in this is so critical. Now, the other genius that's a frustration for you is wonder, which is if people just sit around and ask questions and ponder things and don't have a bias for getting something done, that's probably frustrating to you. I was thinking through this and I was like, man, I hope I'm just not this egotistical founder. Cause I'm like, I think I have all these with wonder. I'm just like, I know what to do.

30:04I don't need to wonder about it. I know how to push my business forward. I don't need to wonder about everything. Yeah. Or five minutes of wonder. That's enough. Here we go. Exactly. Exactly. Well, I will tell you something to go a little Level Deeper, which is a new book. I'm working on something right now. And that is sometimes because of the way we're raised, we have this desire to achieve. I had this growing up and I was actually really good at the things I hated. The first job I got out of college was a job organized around the very things I liked least. But because I had this achievement mentality, it was like, then I am going to do it.

30:42And I've come to realize now that I have wounds that I didn't even know were wounds? I thought they were my superpowers. And you're young and you're like, I can power through anything. And that doesn't mean we're meant to. So as you understand your geniuses more, it'll be nice for you to be able to go, I don't have to be good at that. But for the longest time, when I was young, I was doing all the things I didn't necessarily like. And I said, see, I'm pretty good at this. Yeah. And sometimes we have to, to get the experiences. Absolutely. Absolutely. And then you're going to be a parent and you got to do everything.

31:18I can't go, well, my kid's diapers need to be changed. I'm not a T. I don't finish things. So I guess I'm not going to do that. No, no. There are certain things in life. And in fact, even in any job, every CEO, every leader has to do all of them a little bit. But if they over-index on the ones that drain them of energy and they don't give themselves the experience of spending a lot of time in their genius, it's really bad. It's really bad. And burnout and really, I think a lot of addiction comes from that, a lot of really difficult things because we are meant to exercise the gifts we've been given.

31:51Yeah. And entrepreneurs are more prone to burnout. 25 % of entrepreneurs are more have burnout, more prone to depression, addiction to your point, anxiety, stress. So we do need to manage our energy levels, which is what this assessment is all about. Yes. And we need to not feel guilty about not loving every part of what we're supposed to do. One of the things on our assessment, a team of five people, like if you have a law entrepreneurial organization, all five of them can take it and they can look at it and they're going to go, oh my gosh, you mean you like that? Oh, you do like that. Would you do that instead of me?

32:25And I could take this off your plate. And literally, this is more of a productivity tool. We didn't design it that way. We thought it was just a personal understanding, insight. But we've seen that when five people that work together each understand one another's geniuses and frustrations and competencies, they adjust and everybody gets to do more of what they love. And the productivity and success goes through the roof. And that happens like in an hour. They look at this and go, holy Toledo, I know what we need to do. So let's talk about how people can take this assessment. Young and Profiters, I highly encourage you guys to check this out.

32:59It takes 10 to 15 minutes. You can go to youngandprofiting.co slash work to take it. It's a 42 question survey. I literally did it in 10 minutes. You get your results right away. And like I said, it's eye opening. As soon as I read the report, I was like, this sounds exactly like me. And I know exactly what I need to do. Can you talk to us about how do people utilize their results typically? Well, first of all, if anybody took math, I didn't remember how to do permutations and combinations because there's six geniuses. It means there's 15 pairings. Okay. Your pairing is what's called the evangelistic innovator.

33:34You like to come up with new ideas and evangelize them. You have energy for those. And everyone has a two-word descriptor. And these are the things people look at and go, oh my gosh, that's exactly who I am. And what should you do with that? The first thing you should do is you should share it with the people you work with and the people you live with, because it's going to help them avoid what we call the fundamental attribution error. And the fundamental attribution error is when you do something that I find annoying, holla, I will attribute to your character. But if I do something that causes people to think I'm annoying, I'll attribute it to my environment.

34:04And this is where relationships break down. I need to go, oh, you're wired that way. You're constantly excited and exuberant about all these ideas, not because there's something wrong with you, because that's who you are. Whereas some people can go, gosh, that's so annoying. Well, we all do things that are wonderful and annoying, and it's because of how we're wired. And when we understand that about each other, we actually start to under the prayer of St. Francis is to seek to understand more than to be understood. So we seek to understand one another. The other thing you should do is talk to your manager about it or talk to your colleagues about it.

34:35We had a guy who called us and said he was going in for his performance review and he knew it was going to be bad. He had had a bad year. And the night before he took his working genius and he looked at the results and he was like, oh wow. He walked into the room, he handed it to his boss and his boss's boss. I think they were both there and said, would you guys look at this before we go over this? And they looked at it and they were like, oh my gosh, you're totally in the wrong job. And he goes, yeah, I think so too. And they're like, you know, we have another job that you'd be great at. And he said, I spent$25 on this darn assessment, showed it to my boss and I got promoted instead of fired.

35:11Oh my God. Too many people get fired from organizations where they're good cultural fits. They're just in the wrong chair. And it's so hard for managers to know like, what's wrong with this person? We had a CEO, Hala, who was going to fire his head of sales, this wonderful woman who was a good cultural fit. And she had made her numbers and her staff loved her and the customers loved her. She was fantastic. But then the market changed as they always do. And entrepreneurs know this better than anyone. And when the market changed, he said to her, Hey, you know, we need a whole new sales strategy.

35:43And she was dumbfounded. She was stumped. And he kept going back to her. so did you come up with that? And she goes, no, I got nothing. He goes, I was about to let her go. And we did the working genius. And I realized she had no invention at all. She was all about implementation. She had enablement. Her staff loved her, her customers loved her because she was always responsible. She was tenacity. So she made her numbers, delivered on what they said, but she didn't have invention. So they borrowed a guy from marketing to come work with her. And in three hours, they came up with a new sales strategy.

36:14He said, I almost fired one of my best people, and leaders do this all the time, because I couldn't understand that she's not great at everything and that we can borrow skills from other people or work across divisions or change people's roles to fit their geniuses. So I think this could be such a good way to avoid losing good people, overhiring when we have people in our organizations that aren't being fully tapped. And so we're finding that this is growing faster than anything, Hala, that I've ever done. And it's having a greater impact on organizations and people in their lives than anything we've ever worked on.

36:50So it's crazy. We'll be right back after a quick break from our sponsors.

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38:13young and profiters i know there's so many people tuning in right now that end their work day wondering why certain tasks take forever why they're procrastinating certain things why they don't feel confident in their work why they feel drained and frustrated and unfulfilled but here's the thing you need to know. It's not a character flaw that you're feeling this way. It's actually your natural wiring. And here's the thing. When it comes to burnout, it's really about the type of work that you're doing. Some work gives you energy and some work simply drains you. So it's key to understand your six types of working genius.

38:48The working genius assessment or the six types of working genius framework was created by Patrick Lencioni, and he's a business influencer and author. And the Working Genius Framework helps you identify what you're actually built for and the work that you're not. Now, let me tell you a story. Before I uncovered my working genius, which is galvanizing and invention, so I like to rally people and I like to invent new things, I used to be really shameful and had a lot of guilt around the fact that I didn't like enablement, which is one of my working frustrations. So I actually don't like to support people one-on-one.

39:19I don't like it when people slow me down. I don't like hand-holding. I like to move fast, invent, rally people, inspire. But what I do need to do is ensure that somebody else can fill the enablement role, which I do have, Kate, on my team. So Working Genius helps you uncover these genius gaps, helps you work better with your team, helps you reduce friction, helps you collaborate better, understand why people are the way that they are. It's helped me restructure my team, put people in the spots that they're gonna really excel. And it's also helped me in hiring. Working Genius is absolutely amazing.

39:49I'm obsessed with this model. So if you guys wanna take the Working Genius assessment and get 20 % off, you can use code profiting. Go to workinggenius.com. Again, that's workinggenius.com. Stop guessing, start working in your genius.

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41:21It's really, really cool. I love taking it. I'm going to have my whole team take the assessment. So again, guys, if you guys want to take the assessment, go to youngandprofiting.co slash work. I'll put the link in our show notes so you guys can get access to it. And I want to talk about what we should do when we have to chew glass as entrepreneurs. There's this famous quote from Seth Godin, Elon Musk, nobody knows who really came up with this. He said, running a startup is like chewing glass and staring into the abyss. And basically what Elon and Seth meant is that as an entrepreneur, you want to work on all these new shiny things.

42:00A lot of us are inventors, but you end up having to work on the problems of your business. You have to chew glass, do the things you don't want to do. Like you said, entrepreneurs have to do this and especially people young in their careers, which I think there's a lot of young people listening where they're having to chew glass. They can't pick and choose what they can work on yet because they haven't built that foundation. So how can we manage our energy levels and suck up and do our frustrations at work, our working frustrations? So much of working genius is about alleviating guilt and judgment.

42:36So when you have to chew glass, what's worse than having to chew glass is feeling like there's something wrong with you for not liking it. When you have to do something and you go, oh crap, I have to go do a performance review or do enablement or do tenacity for us. Enablement would be a good one. Instead of saying, what's wrong with me? I guess I'm a fraud or I should like this. It's good to go, hey, this isn't the thing I love, but I know I have to do it. I'm going to go in there and do it. And I'm not going to feel bad about myself for not loving it. Like in our office here, my son works with me.

43:08He doesn't like tenacity. And so he'll go into an office and go, hey, I'm going into the tea cave. You guys, I got three hours of tenacity work to do I'm going to roll up my sleeves and do it. I'm probably going to be kind of grumpy and when I come out i'm probably be exhausted And it's his way of saying it's important. I'm going to do it well, but I don't like it And when you know that you're allowed to say that it's like, yeah, I can do stuff that I don't like But if people are like what's wrong with you, you're supposed to like doing the accounting If you're an entrepreneur, you're supposed to love every part of your job But when you can go, no, I actually hate this, but it's necessary, I'm gonna go push through it.

43:42And if you don't do it perfectly, you should go, yeah, I'm probably never gonna do it perfectly. Some people actually love this stuff. So I really think it's taking that guilt. So when we're chewing the glass, we can go, man, I can't wait till this is done. So I can go back and do the stuff I love. I could also imagine that it will help us just become aware that, hey, this is probably something I'm gonna procrastinate because I hate doing it. And let me put some boundaries on myself. Let me do like a Pomodoro technique and time myself to do it. Let me gamify this. Let me do something to get it done.

44:14Exactly. And we don't need to do those things with the stuff we love. Exactly. And in fact, when we do those things with the stuff we love, it's kind of a bummer because we're like, oh no, don't limit this. Let me just enjoy my work. So I love the way you said it's find ways to get through it without making yourself feel like there's something wrong with you for not loving it. So how do personality traits interact with working geniuses? How is it different than personality traits? this is a great question we're really working on this right now we like Myers-Briggs StrengthsFinder and all those other things StrengthsFinder is interesting, there's so many of them it's hard to remember, but your personality as the noun is what you bring, we use Myers-Briggs a lot, my Myers-Briggs type doesn't say what I like to do, it says what my preferences are about how I think and how I just approach the world, working genius is what you do, it's the verb that goes with the noun, and what's interesting is I know people that have my same Myers-Briggs type, my same personality, like we're extroverted and we're idealists and we like to keep our options open, but they have a completely different working genius.

45:17They take that personality and then they actually get crap done and they like details around that. Whereas I am an ENFP, but I like to invent and discern things. And so what we've realized is so often we look at a person's personality type and we think that tells us what kind of job they should have. And it doesn't, not at all. It tells you what generally motivates them in life, but not what that translates to in terms of the role and what you do every day. Because when we used to use Myers-Briggs, we were like, so should I be in marketing if I'm an ENFP? And we're like, well, first of all, what do you mean by being in marketing?

45:56And secondly, what do you love to do? And so it's very different. And the combination of the two is great, but the thing that's really lacking out there is people don't know the tasks that they love. So I'm an evangelistic innovator. What are you and what are some of the common pairings out there that people should be aware of? I'm an ID, which means I like innovating and discerning, which means I'm what's called the discriminating ideator. Discriminating means this. When I write, I'm an author, I've written a lot of books. My first draft is usually pretty good because while I'm innovating, while I'm writing, I'm actually editing myself too because I'm kind of like, that doesn't make sense.

46:37That doesn't make sense. I have so many good friends that are your type, right? And I love working with them. They have a hundred ideas. They're constantly coming up with them and they'll check in with me and go, hey, can you discern this for me? And then the discernment part, what you have in your competency is what says, hey, those are the three that you should pursue. Those other seven are okay, or these two wouldn't work. And to check in with a discerner and go, check me on this. Does this sound right? And they'll go, those are the three that you should pursue with abandon. So I am pretty good at figuring things out quickly.

47:06But what I don't do is I don't do what you do, which is stick with evangelizing it. I need people around me that love to do that. And when they'll look at my idea and they'll go, that's a great idea, I'm gonna go out and tell the world about it. I'm like, thank you. And I'm gonna tell them again and again and again. So I'm what's called the discriminating ideator, which is more about the judgment than the action. Interesting. And what are some of the other pairings that you have in this assessment? If you're a WI, which my wife is, and some close friends of mine are, which are the first two, which is all ideator, they're called the creative dreamer.

47:43And they're just like, you know what would be cool? I have this idea. And you're like, yeah, but we gotta go tell the world about this. They're like, oh, I don't know. And they change their mind a lot. They just love to stay up there at 60 ,000 feet. where you're galvanizing is closer to landing the plane. And then on the other end of the scale, there's the E and the T that are the implementers. And that's the loyal finisher. The ET is the loyal finisher. They love other people to set the direction, other people to get things organized. And then they're like, I will do what you asked me to do.

48:14And I won't stop until it's done. And let me tell you, I love WIs and I loved ETs. But in the same meeting, it can be really frustrating. because if I'm having a brainstorming meeting, the WI is so happy and the ET is like, I got work to do, can we just get through this? Or you're brainstorming and they're like, well, that'll never work because the budget doesn't. And you're like, no, no, no, you don't have to implement it yet. Or if you go to an implementation meeting and the WI is there and you're like the day before the launch and the people like, okay, this is what we need to get done. And the WI says, hey, I have an idea.

48:48Maybe we should. And you're like, no, no, no, this is not the time for new ideas. We have to actually do this. So one of the things we say is when you're in a meeting, identify what kind of conversation you're having. This isn't a GT meeting, which is we're going to get stuff done, or this is a WD meeting where we're going to actually just throw things against the wall and evaluate them so that people can go, oh, okay, I'm not very good at this. So I'll sit back and be patient. Otherwise, people come to meetings and the ET wants to drive things to closure. The WI wants to brainstorm and everybody's pissed off because we didn't really know what kind of discussion we were having.

49:23And they were just bringing their best selves to the table. Totally makes sense. And I love that. I love the fact that this assessment allows you to know more about your coworkers so that you can be proactive and be like, okay, I've got two people that are going to be opposites in this meeting and I don't want to just spiral out of control. So let me just set some boundaries before we even get started. You know what I love about this, Hala, is that you can also have conversations that seemed dangerous or even offensive before. Like you're in a meeting and somebody will go, you know, I wonder if we should rethink this.

49:55And somebody will go, that's your W, huh? That's not a criticism. It's like, oh, this is your W coming out. And they're like, yeah. And they go, you know, I don't think that we're in a W place right now. I think we should do that another time. And it's not offensive. They're like, oh, oh, okay. We're actually meeting them where they're at. And there's another meeting where you'll turn to somebody and go, hey, we need your W. Are we doing the right thing? So it's so great to be able to have those conversations or sometimes somebody's being too E and they're too much trying to please people. And you're like, hey, you're managing this person.

50:27They're not meeting their numbers. We've had a problem. You're really patient, but maybe you're being too accommodating. And that's probably your enablement. And so rather than saying there's something wrong with you, it's like, you're naturally inclined to this. We usually love that, but maybe it's not appropriate here. And people receive that really well. They're like, hey, you're just recognizing me for who I am. Yeah, I could imagine that that would lead to a lot more employee satisfaction and retention, people just being happier at work. Absolutely. And usually in an organization, there's a place for everybody if you know what they are.

51:01And if you have a small organization and there's only a few people there, you're an entrepreneur and somebody's geniuses don't line up with what you need, instead of rejecting them and making them feel like a bad person, what you say is, hey, you know, you really should use these skills and we don't have a role for you here to do that, but you're meant to use them. So we're not saying you're not a good person. We're just going to help you find a place where you can be who you are, as opposed to trying to justify it by saying, well, you didn't deliver. Like there's something wrong with you. I will tell you, Hala, that first job I had for two years, which was right out of college.

51:34And it was the number one job in America. Somebody wrote a book that you're the best places to work in America, college grads. And this was listed as number one. And I got the job. I don't know how. And it was all wrong for me. I didn't know that. I just thought I failed. And 35 years later, I'm figuring all this stuff out. And I'm like, oh my, I didn't fail. I just took the wrong job. And probably had they known what my working, it's funny. I don't know if you know who Meg Whitman is. Of course. I worked at Hewlett Packard for five years. Oh, okay. Well, I worked with Meg in my first job at Bain & Company, right?

52:11I really appreciated her because she pulled me aside after two years at Bain. And she said, Pat, you would be a good partner here. Because that's what I ended up doing. She goes, but this analyst job that we hired you for, this isn't for you. And I was like, no, it's not. I hate it. But she said, you'll be a good partner one day, but this kind of work right here. And the problem sometimes in companies is we make somebody prove themselves in one kind of work in order to get promoted into another kind of work. when they were meant to just do that one. The best salesperson isn't necessarily the best sales manager.

52:43But Meg, even back then said to me, you're going to do really well someday, but this kind of job right here is not good for you. And honestly, as I'm thinking about my employees, I can already tell who's in the right job and who's not. Yes. I need this so-and-so-and-so to take the assessment because I know in my gut that they're not in the right job because they're great people, very smart, but not doing rockstar work. And when they get seen that way and you can say to them, hey, there's nothing wrong with you. We just have you in the wrong role and you're meant to work in the right role. That's so liberating.

53:22Something that helped me put this all together was really thinking about the working geniuses as the recipe to actually complete a project. And you have these three stages of work. So I'd love for you to explain how all of these work together to actually complete a single project because we need all of them to do so. Yes. So early stages in an organization, the W and the I are really at play. And the D too and the G a little bit, but that's the ideation phase. And, you know, we talked to these guys at Nike a few years ago and they talked about how they had people that do product ideas, you know, ideation.

53:59And so they come up with some idea. We can put gel in a shoe or, you know, whatever they come up with their ideas. And that's called ideation and that's early on. But then somebody needs to take that idea. The middle two are called activation. And the discernment and the galvanizing is evaluating whether the idea is good and working with the innovator to tweak it. And then when it's ready to go, galvanizing people and getting them on board. And at Nike, they were talking about how they went from ideation, they skipped the middle stage for a while. And then there were people in implementation, the E and the T.

54:32That's the later stage of work where you're actually just getting it done. The product's been set. The plans are there. Now we just have to execute. And if you go straight from ideation to implementation, which is what they were doing, the people in ideation are like, why don't those people implement our ideas better? And the people in implementation are, why don't they send us better ideas? Because nobody has tweaked them and rallied people around what needed to be done. So the three stages go from ideation to activation to implementation. Now, of course, you're doing a little bit of each at every step.

55:04It's never completely linear. But when you move out of the ideation phase, it's really important that people realize that and they focus their efforts. And there's some people that have a harder time with that. And so when you can talk to them about that and go, hey, listen, we have three weeks until this launches. We really have to stop going back and questioning everything. Or, hey, we're at the early phase here and I know you want to implement things and you want a timeline, but we're not there yet. So come to the meeting, but sit on your hands if you have to while we're brainstorming this because we're not ready to start putting the detailed plans in place.

55:37Is this something that we should actually think through before our project? Like who's going to be responsible for each of these three phases? How are we going to put this in a project plan? Or is it just like a natural thing that happens? I think the answer is somewhere in between and probably closer to, yes, we should do what you said originally, but it's never going to be perfect that way. But I do think we should go like, hey, we're at the early stages of this. we have to have a WID meeting where we're going to get together, wonder, invent, and discern. That's all we're going to do. So you're probably best at leading that meeting.

56:11For the next week, why don't you realize that that's what you're going to help us do? And if there's other people that struggle with that, let's be aware of that. And it's interesting because you have I, which is an ideation, but you have G, which is an activation, which leads to implementation. For you, this is an interesting thing, Hala. I say this a lot. I think that there are times when you're innovating, you're ideating, and you have to let people know that you're not galvanizing. Because you could probably go to people and go, oh, this would be a cool idea. And the implementers are like, okay, you want us to start right now?

56:45And you've got to go, no, no, no, no, no, I'm just ideating. Yeah, this is so true. So I often say to people, I'm not gene right now, I'm eyeing. because otherwise they'll want to go out and implement something and you're like, oh no, I'm just throwing it against the wall for your discernment rather than galvanizing you for your enablement. Does that make sense? Totally makes sense. And there's other times when you're like, okay, we should do this. And people are like, well, I'm not really sure. Oh no, I'm not ideating right now. I'm galvanizing you. I need you to act. We've already discerned this.

57:17So it's just the language and knowing what stage of the conversation you're in or the project you're in or the work that you're in. And a lot of entrepreneurial companies are really comfortable with the ideation and then they get frustrated when it comes to implementation. That's why even the most innovative young company in the world needs enablement and tenacity.

57:40All right, Young Improfeters, that was the first part of my conversation with Patrick Lencioni. I'm so excited by this idea of working geniuses and it makes total sense when you think about it. We each possess a different bucket of skills and abilities, and you're going to be more fulfilled and successful when you lean into, rather than away from, your true talents. Sometimes we can get awfully good at things that we don't actually like, and we may be able to get by doing those things, but we could be accomplishing so much more if we spent that time doing things that actually bring us joy and energy.

58:15And if you want to find out what activities bring you the most joy and energy and what your working geniuses are, you can go to youngandprofiting.co slash work. And you can take the assessment yourself. It's just$25. And when I took the assessment, I found out so much that I already knew deep down inside, but it helped me describe it and verbalize it so that I could share that information with my team. And it totally described exactly what I like to do for work. and it helps me understand what areas I should lean into and what areas I should continue to outsource. I've been doing it naturally, but it's so good to get validation that I've been on the right track.

58:58Again, if you wanna learn how to use working geniuses for teams, check out part two next week. And thanks so much for listening to this episode. If you listened, learned, and profited from it, then why not share Young and Profiting with a friend or a colleague? Perhaps they would enjoy figuring out what type of working genius they possess as well. And if you did enjoy the show and you learned something, then please take a couple minutes to drop us a five-star review on Apple Podcasts. If you prefer to watch your videos, you can find us on YouTube. Just look up Young and Profiting. You'll find all of our podcasts there.

59:29If you want to reach out to me on social media, you can find me on Instagram at Yap with Hala or LinkedIn by searching my name. It's Hala Taha. And of course, I've got to thank my amazing production team. Thank you guys for all your hard work. I'm so grateful for you all. This is your host, Halataha, a.k.a. the Podcast Princess, signing off.