Latest / Andy Stanley Sermons / Andy Stanley - The 6 Types of Working Genius, Part 2From the Vault

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Andy Stanley - The 6 Types of Working Genius, Part 2From the Vault · Andy Stanley Sermons

• 0:03
  Speaker 1: Hey, everybody.
• 0:03
  Speaker 2: Welcome back to the Andy Stanley Leadership Podcast, where we
• 0:06
  Speaker 2: help leaders go further, faster. I'm Andy, and in the
• 0:09
  Speaker 2: virtual studio with me again this month is my friend,
• 0:13
  Speaker 2: Patrick Lencioni. Patrick, welcome back.
• 0:15
  Speaker 1: It's great to be back. This is going to be fun.
• 0:18
  Speaker 2: Yeah, this is going to be fun. I mean, last
• 0:20
  Speaker 2: month was fun. This is going to be really fun
• 0:23
  Speaker 2: because we're going to talk about me, and I'm super
• 0:25
  Speaker 2: excited about that. Hey, this month, Patrick and I are
• 0:28
  Speaker 2: actually continuing the conversation we began last month on the
• 0:30
  Speaker 2: topic of working geniuses. This is a brand new evaluation
• 0:34
  Speaker 2: tool the Patch team has created. And honestly, if you
• 0:37
  Speaker 2: missed part one of this conversation, I really recommend you
• 0:40
  Speaker 2: hit pause and go back and listen to last month's
• 0:42
  Speaker 2: leadership podcast because today's conversation will make a lot more
• 0:45
  Speaker 2: sense if you do. Now, if you listened last month,
• 0:49
  Speaker 2: and you took Pat's advice and you actually downloaded the
• 0:51
  Speaker 2: tool and took the assessment, you are really going to
• 0:55
  Speaker 2: benefit from this conversation. And for those of you who
• 0:57
  Speaker 2: didn't listen last month, that won't make any sense, but
• 1:00
  Speaker 2: it will if you go back and listen. Real quick,
• 1:03
  Speaker 2: for those of you who are joining us for the
• 1:04
  Speaker 2: first time, Pat is no stranger to the podcast, and
• 1:06
  Speaker 2: he's certainly no stranger to most of you. My guest,
• 1:09
  Speaker 2: as you've read or listened to at least one or
• 1:11
  Speaker 2: two of Pat's 11 books, which have sold over 6
• 1:15
  Speaker 2: million copies and been translated into over 30 languages, He's
• 1:18
  Speaker 2: one of the founders of the Table Group and is
• 1:20
  Speaker 2: a pioneer in the organizational health movement. So, Pat, without
• 1:25
  Speaker 2: reviewing the entire conversation from last month, if you would,
• 1:28
  Speaker 2: let's catch our listeners up just a little bit by
• 1:30
  Speaker 2: reviewing what is the working genius as an assessment tool
• 1:33
  Speaker 2: and what are the six types you've identified. And then
• 1:36
  Speaker 2: let's talk about my profile and your profile, which is
• 1:40
  Speaker 2: going to shed a lot of light on the profiles
• 1:43
  Speaker 2: of the folks who actually took the assessment after last month.
• 1:45
  Speaker 2: So catch us up real quick.
• 1:47
  Speaker 1: Quick Reader's Digest version.
• 1:48
  Speaker 3: So there's six skills and talents that are necessary to
• 1:51
  Speaker 3: get any kind of work done, a program, a project,
• 1:53
  Speaker 3: a company. Two of those six, each of us has
• 1:57
  Speaker 3: as what we call a working genius. The way I
• 1:59
  Speaker 3: like to look at it is like, if you were
• 2:00
  Speaker 3: to pour hot coffee into a cup and put an
• 2:03
  Speaker 3: airtight lid on it, it would hold that energy for
• 2:06
  Speaker 3: a long time. Our working genius is something that we
• 2:08
  Speaker 3: love to do. We get joy and passion from it.
• 2:10
  Speaker 3: We can hold onto that energy for a long, long time.
• 2:13
  Speaker 3: It's something natural. Two of those six are what we
• 2:16
  Speaker 3: call working competencies. We can do them for a while,
• 2:19
  Speaker 3: but we don't really get that much joy and energy,
• 2:21
  Speaker 3: but we're okay at it. That's like pouring coffee into
• 2:23
  Speaker 3: a cup, not putting the lid on it. Eventually the
• 2:26
  Speaker 3: energy dissipates, but we can, it can hold for a while.
• 2:29
  Speaker 3: Then two of those six are what we would call
• 2:31
  Speaker 3: working frustrations. That's like pouring coffee into a cup that
• 2:34
  Speaker 3: has a hole in the bottom. You know, we got
• 2:37
  Speaker 3: no energy and passion from that or joy. Yeah. And
• 2:40
  Speaker 3: so all of us, you look at these six things,
• 2:43
  Speaker 3: and there's going to be two that we just love.
• 2:45
  Speaker 3: And that's what we call our working genius. Now, those
• 2:48
  Speaker 3: six things go like this. The genius of wonder, people
• 2:51
  Speaker 3: that ponder what's going on, ask questions, and identify. When
• 2:56
  Speaker 3: there's a lack of potential or opportunity that hasn't been realized,
• 2:59
  Speaker 3: they can sit patiently and ponder, speculate, and ask questions.
• 3:03
  Speaker 3: That's actually a huge genius that's often misunderstood. The second
• 3:07
  Speaker 3: one is a genius of invention. Those are the people
• 3:09
  Speaker 3: that love to come up with novel new solutions to problems.
• 3:13
  Speaker 3: They invent things. They come up with new concepts. They
• 3:16
  Speaker 3: do it naturally. They love doing it. They love doing
• 3:19
  Speaker 3: it even when it's not necessary. I have that, and
• 3:22
  Speaker 3: I just love doing it. If people ask me every day,
• 3:25
  Speaker 3: all day, hey, Pat, come up with a new idea
• 3:26
  Speaker 3: around this, I'd say I have the best job in
• 3:29
  Speaker 3: the world. The next one is the genius of discernment.
• 3:32
  Speaker 3: That's the person who knows how to evaluate things well.
• 3:34
  Speaker 3: They use their gut, their instincts, their intuition. They can
• 3:37
  Speaker 3: look at something and recognize patterns and say, that's a
• 3:40
  Speaker 3: great idea. That's not a great idea. This is what's
• 3:42
  Speaker 3: missing here. Here's what I think we should do. They
• 3:44
  Speaker 3: give great advice. They have really good instincts. The next
• 3:48
  Speaker 3: one is the genius of galvanizing. They take that idea
• 3:51
  Speaker 3: that the discerner has discerned and said, if this is
• 3:53
  Speaker 3: worth doing, I'm going to get people in a room
• 3:55
  Speaker 3: and I'm going to motivate them.
• 3:56
  Speaker 1: I'm going to inspire them. I'm going to recruit them.
• 3:58
  Speaker 1: I'm going to get things moving.
• 4:00
  Speaker 3: The next one is the genius of enablement, who responds
• 4:03
  Speaker 3: to the galvanizer and says, I love to help, and
• 4:06
  Speaker 3: I will be the world's greatest supporter for this. I
• 4:09
  Speaker 3: know how to come alongside and get things off the ground.
• 4:12
  Speaker 3: I will enable this to work. The last one is
• 4:15
  Speaker 3: the genius of tenacity. That's the person who just loves
• 4:18
  Speaker 3: to finish things. It's not so much just about responding
• 4:21
  Speaker 3: to the human need, but they get joy and energy
• 4:23
  Speaker 3: out of finishing things, getting them done, seeing the results.
• 4:27
  Speaker 3: Without all six of these, No organization, no initiative, no
• 4:32
  Speaker 3: idea is going to come to fruition. Different people have
• 4:35
  Speaker 3: very different geniuses as God gave them. And that's why
• 4:38
  Speaker 3: we need each other. This is such a great tool. Boy,
• 4:41
  Speaker 3: I would love to go back, Andy, and figure out
• 4:43
  Speaker 3: the working genius of the apostles.
• 4:45
  Speaker 2: Yeah.
• 4:46
  Speaker 1: I mean, you can just imagine Peter was probably a galvanizer, right?
• 4:49
  Speaker 2: Yeah, that would be interesting. In fact, as you were talking,
• 4:52
  Speaker 2: there's so many contexts that this would be fun to
• 4:55
  Speaker 2: drop into. Specifically for most of our podcast listeners within
• 4:58
  Speaker 2: an organizational system, as you think about a leadership team,
• 5:02
  Speaker 2: having a, not a balance, but the right mix of
• 5:05
  Speaker 2: these six is super important. You mentioned last time we
• 5:08
  Speaker 2: talked about this last month that you were talking to
• 5:10
  Speaker 2: a CEO of a company or a group and they
• 5:12
  Speaker 2: realized that that there were a couple of these that
• 5:15
  Speaker 2: weren't represented at all at their leadership team. And so
• 5:19
  Speaker 2: there was a gap, and not just a gap in
• 5:21
  Speaker 2: terms of interest or skill set, but really a gap
• 5:24
  Speaker 2: in insight. Because my guess is that each of these six,
• 5:28
  Speaker 2: where you have a strength in one or two of these,
• 5:31
  Speaker 2: you also have an insight or an intuition that goes
• 5:33
  Speaker 2: with it. So when a leadership team is missing one
• 5:36
  Speaker 2: or two or three of these as strengths, you're going
• 5:38
  Speaker 2: to miss some insight and intuition as well. So Moving
• 5:41
  Speaker 2: the conversation forward, even though there's a lot to talk about,
• 5:43
  Speaker 2: let's talk about putting this into practice. And it might
• 5:48
  Speaker 2: help to make it super personal. Tell us about your
• 5:51
  Speaker 2: genius list in terms of your top two, I guess
• 5:54
  Speaker 2: your middle two. your bottom two, how that impacts how
• 5:57
  Speaker 2: you work. And, and you talked a little bit about
• 5:59
  Speaker 2: this last time and having discovered this, what have you
• 6:03
  Speaker 2: done to adjust organizationally based on that learning? I don't know.
• 6:07
  Speaker 2: Is that a good question? Is that too broad?
• 6:08
  Speaker 1: That's a great one.
• 6:09
  Speaker 3: You know, I would start by saying my first job
• 6:12
  Speaker 3: out of college was the best job in America, according
• 6:14
  Speaker 3: to fortune magazine.
• 6:15
  Speaker 1: So I got the best job.
• 6:16
  Speaker 3: It paid a lot of money and it was in
• 6:18
  Speaker 3: a beautiful building and I was going to have access
• 6:20
  Speaker 3: to executives. And they said, your career is going to
• 6:22
  Speaker 3: be great. But the job was actually designed around my
• 6:25
  Speaker 3: two biggest weaknesses. And my two biggest weaknesses are enablement
• 6:29
  Speaker 3: and tenacity. I'm not good at just following directions and
• 6:33
  Speaker 3: coming alongside and doing what people ask. And I don't
• 6:36
  Speaker 3: get a lot of joy and energy from finishing things, okay?
• 6:39
  Speaker 3: So I started my own company 23 years ago. And
• 6:43
  Speaker 3: my two greatest gifts, my two geniuses, if you will,
• 6:47
  Speaker 3: is invention. And by the way, a lot of people
• 6:49
  Speaker 3: think if you're an inventor, you're a real genius. They're
• 6:52
  Speaker 3: all genius. Some people just like to do that. So
• 6:55
  Speaker 3: I love to come up with new ideas and models
• 6:57
  Speaker 3: and tools and books and concepts. And I love discerning things.
• 7:02
  Speaker 3: I love evaluating and curating and instinctually and intuitively assessing
• 7:09
  Speaker 3: what would be the right idea.
• 7:11
  Speaker 1: Okay. So concepts, ideas, and evaluation, I could do that
• 7:15
  Speaker 1: all day.
• 7:15
  Speaker 2: Hmm.
• 7:16
  Speaker 3: The two things that I'm okay at, but if I
• 7:20
  Speaker 3: have to do it too much, it'll drive me crazy
• 7:22
  Speaker 3: is galvanizing. I don't like to have to make people
• 7:26
  Speaker 3: do things they don't want to do. I don't like
• 7:27
  Speaker 3: to have to constantly cheerlead people like, come on, let's
• 7:30
  Speaker 3: do it. We can do better than that. And I
• 7:33
  Speaker 3: don't like to have to wonder too much. I appreciate wondering,
• 7:37
  Speaker 3: but I can only sit and ponder for about five
• 7:39
  Speaker 3: minutes before I want to get started inventing things.
• 7:43
  Speaker 1: So in my company, it's.
• 7:45
  Speaker 3: Really good if people can tap into my invention and discernment.
• 7:50
  Speaker 3: But I need somebody, my co-founder, Amy, to be thinking like, Pat,
• 7:54
  Speaker 3: I think that there's something wrong in the organization. Or
• 7:57
  Speaker 3: I don't think the industry has figured this out yet.
• 7:59
  Speaker 3: I think you need to give yourself some attention there
• 8:04
  Speaker 3: around invention. So I need a wonderer. And I've had
• 8:06
  Speaker 3: that from the very beginning. My other co-founder, Tracy, is
• 8:11
  Speaker 3: great at E, at enable. When we have an idea,
• 8:14
  Speaker 3: she's like, I'm going to do whatever needs to be done.
• 8:17
  Speaker 3: And T, she finishes things really well. The problem was
• 8:22
  Speaker 3: none of us are galvanizers. And so because they had
• 8:27
  Speaker 3: galvanizing as their lowest, they hated it. And for me,
• 8:32
  Speaker 3: it was a competency. I was doing all the galvanizing
• 8:36
  Speaker 3: in the company. And over time, I was spending all
• 8:39
  Speaker 3: of my time galvanizing, less of it inventing and discerning,
• 8:43
  Speaker 3: And I was grumpy, Andy. I was coming to work.
• 8:46
  Speaker 3: And they were like, why? And they'd say, what's wrong?
• 8:48
  Speaker 3: And I go, I don't know. When I walked in
• 8:49
  Speaker 3: the door, I was really happy. But 20 minutes in,
• 8:52
  Speaker 3: all I'm doing is galvanizing.
• 8:53
  Speaker 1: And I didn't know. At the time, I had no language.
• 8:55
  Speaker 1: I don't know.
• 8:56
  Speaker 3: Now I'm kind of frustrated. And when we finally figured
• 8:58
  Speaker 3: this out, we reorganized our company, elevated a few people
• 9:02
  Speaker 3: in the organization that were good at galvanizing.
• 9:04
  Speaker 1: You know what else we did?
• 9:05
  Speaker 3: We had a 22-year-old kid who we had just hired
• 9:09
  Speaker 3: right out of college.
• 9:11
  Speaker 1: He was a galvanizer.
• 9:13
  Speaker 3: We said to him, Liam, your job is to kick
• 9:16
  Speaker 3: these people's butt on your team to keep them moving.
• 9:18
  Speaker 3: And he said, but I'm 22 years old. Some of
• 9:20
  Speaker 3: these people are in their late 40s. We said, it
• 9:22
  Speaker 3: doesn't matter. The people in their late 40s said, we
• 9:24
  Speaker 3: don't care. You're good at this. God gave you that talent.
• 9:28
  Speaker 3: Your job is to kick our butts because we don't
• 9:30
  Speaker 3: do that. And he's like, you mean I actually get
• 9:33
  Speaker 3: to do, I thought it'd be 20 years before.
• 9:34
  Speaker 1: I was allowed to do that. We're like, no, it's
• 9:36
  Speaker 1: a gift.
• 9:37
  Speaker 3: So that's kind of how it applies to me. And
• 9:41
  Speaker 3: how we've used it in our organization. In my family, Andy,
• 9:46
  Speaker 3: my wife and I share one common frustration. Neither of
• 9:49
  Speaker 3: us like to have the gift of tenacity.
• 9:52
  Speaker 2: So nothing gets finished.
• 9:53
  Speaker 1: We don't like to finish things. We don't like to
• 9:55
  Speaker 1: drive things.
• 9:56
  Speaker 3: We both have great conversations and ideas. One day I
• 10:00
  Speaker 3: came home from work, and I'm not proud of this,
• 10:03
  Speaker 3: about how I handled this, but now I understand why.
• 10:05
  Speaker 3: I came home from work and I walked in the
• 10:07
  Speaker 3: door and I turned on the lights and they didn't
• 10:08
  Speaker 3: go on.
• 10:08
  Speaker 1: I said, hey, Laura. She said, yeah, what's going on?
• 10:10
  Speaker 1: I said, the power in the neighborhood's out. She said, no,
• 10:13
  Speaker 1: the power's not out in the neighborhood. I said, no,
• 10:15
  Speaker 1: it is. She goes, no, it's not. So what's going on?
• 10:17
  Speaker 1: She goes, yeah, our power is out. I said, oh,
• 10:20
  Speaker 1: why is that?
• 10:21
  Speaker 3: She goes, we forgot to pay the bill. Don't they
• 10:24
  Speaker 3: usually send us like some notices ahead of time?
• 10:26
  Speaker 1: Oh yeah, we got the notices.
• 10:28
  Speaker 3: I just never paid it. Now, right away, I go
• 10:30
  Speaker 3: to judge her. Like, how can we be so? And
• 10:32
  Speaker 3: it's like, it would have happened to me too because
• 10:36
  Speaker 3: I'm just the same way. And at work, I've hired
• 10:39
  Speaker 3: people that can fill in those gaps. At home, I thought, well,
• 10:43
  Speaker 3: my wife should fill those gaps. And it's like, she
• 10:45
  Speaker 3: doesn't have that either. Literally now I can laugh and
• 10:49
  Speaker 3: celebrate and go, oh my gosh, Laura, look at another
• 10:51
  Speaker 3: one of those things. Let's figure out how to solve this,
• 10:53
  Speaker 3: but I'm not going to blame you. I'm not going
• 10:55
  Speaker 3: to judge you. And I'm not going to make us
• 10:58
  Speaker 3: feel terribly guilty because for every working frustration we have,
• 11:02
  Speaker 3: we have a genius. So let's figure out how to
• 11:05
  Speaker 3: solve this without unnecessary guilt and judgment.
• 11:09
  Speaker 2: So I assume you had all or most of your
• 11:12
  Speaker 2: team take the assessment, then you put it on some
• 11:15
  Speaker 2: sort of flow chart or some sort of spreadsheet, or
• 11:17
  Speaker 2: you just put it out on a table and looked at,
• 11:20
  Speaker 2: did you then look at people's current job descriptions or
• 11:23
  Speaker 2: responsibilities and say, hey, this doesn't line up or this
• 11:26
  Speaker 2: does line up? I mean, what happened practically as you began?
• 11:29
  Speaker 2: Because you said you shuffled some things around. What exactly
• 11:32
  Speaker 2: did that look like?
• 11:33
  Speaker 3: Just now, Andy, before I came over, you saw me arriving.
• 11:36
  Speaker 3: I was with a group of people on my team,
• 11:38
  Speaker 3: one of our big project teams at work. And we
• 11:41
  Speaker 3: put the six geniuses on a whiteboard and everybody wrote
• 11:45
  Speaker 3: down in one color what their strengths were, their genius,
• 11:49
  Speaker 3: the top two. And then in another color, what their
• 11:51
  Speaker 3: competencies were. And we looked at the board and recognized
• 11:55
  Speaker 3: that there was nobody on that team that had invention
• 11:59
  Speaker 3: as one of their geniuses. And they said, that's why
• 12:02
  Speaker 3: we need you, Pat. So even though that's not my,
• 12:06
  Speaker 3: that's a team within the organization, they said, we need
• 12:07
  Speaker 3: you to be a member of our team just to
• 12:09
  Speaker 3: provide the eye.
• 12:10
  Speaker 1: Wow.
• 12:11
  Speaker 3: And then we looked and said, boy, three of us
• 12:13
  Speaker 3: are all good at this. That's going to be an
• 12:15
  Speaker 3: area of strength. We only have one of you that
• 12:17
  Speaker 3: does this. You're going to have to be. And they said,
• 12:20
  Speaker 3: we need you to do that every day for us.
• 12:21
  Speaker 3: So it allowed us in 10 minutes to shift responsibilities,
• 12:27
  Speaker 3: draw me in, but just for one thing. So it
• 12:31
  Speaker 3: had a massive impact on how we're going to organize
• 12:33
  Speaker 3: to go forward. The results of these are just impossible
• 12:37
  Speaker 3: not to see the ramifications. It takes 15 minutes to
• 12:40
  Speaker 3: fill it out and about 10 minutes to debrief.
• 12:42
  Speaker 2: And I would assume that when you're hiring, clearly this
• 12:47
  Speaker 2: would be part of the hiring process, not necessarily, hey,
• 12:50
  Speaker 2: we want this person or don't want this person on
• 12:52
  Speaker 2: the team. But where we put this person on the team,
• 12:55
  Speaker 2: and specifically if they're interviewing for a specific job, I mean,
• 12:58
  Speaker 2: as you know, there are some people who just interview well.
• 13:01
  Speaker 2: They could interview well for jobs they have no business
• 13:03
  Speaker 2: doing or don't even have competency, but they're good interviewers.
• 13:06
  Speaker 1: That's me.
• 13:06
  Speaker 2: That's you? Yeah, because you have a lot of— Oh, yeah.
• 13:08
  Speaker 3: I talked my way into a job that was miserable.
• 13:11
  Speaker 2: Right. Well, you have a lot of woo. Who would
• 13:13
  Speaker 2: not want to have you in the organization, right? So
• 13:16
  Speaker 2: as we hire— And as we look at specific candidates
• 13:20
  Speaker 2: and specific job descriptions and what we need out of
• 13:22
  Speaker 2: the person in that job, this would be an extraordinary,
• 13:25
  Speaker 2: extraordinary tool. So I know this is relatively new. Have
• 13:28
  Speaker 2: you had much experience using it on the front end?
• 13:30
  Speaker 1: Absolutely.
• 13:31
  Speaker 3: In fact, I mean, we're literally a month into launching
• 13:34
  Speaker 3: this tool. And we just found out yesterday that this
• 13:38
  Speaker 3: executive recruiting company bought 100 of these things.
• 13:42
  Speaker 2: Wow.
• 13:42
  Speaker 3: Because think about it. Somebody says, we need a new
• 13:44
  Speaker 3: head of marketing. And you go, and kids come out
• 13:48
  Speaker 3: of school and they go, I want to work in marketing.
• 13:50
  Speaker 3: And I go, whoa, whoa, whoa. If you're an ET,
• 13:53
  Speaker 3: then you want to execute a marketing plan. You want
• 13:56
  Speaker 3: to see the results and crank out leads and find
• 13:59
  Speaker 3: out how much sales are. If you're an ID, you
• 14:03
  Speaker 3: want to come up with the creative strategy and the
• 14:05
  Speaker 3: plan and get involved in the message.
• 14:08
  Speaker 1: Those are two very different things. Think about a church.
• 14:10
  Speaker 3: Somebody says, we need a new youth minister, a person
• 14:13
  Speaker 3: to run youth ministry at our church. Well, did you
• 14:16
  Speaker 3: already purchase a program and you want somebody to execute that?
• 14:21
  Speaker 3: Or do you want to be an innovator and come
• 14:23
  Speaker 3: up with one that really fits your church? The person
• 14:26
  Speaker 3: you hire is going to be very different depending on
• 14:29
  Speaker 3: what you want. But what we do is we look
• 14:31
  Speaker 3: at a resume and say, hey, this person was a
• 14:33
  Speaker 3: youth minister before.
• 14:34
  Speaker 1: They love Jesus.
• 14:35
  Speaker 2: They're nice.
• 14:36
  Speaker 1: Let's hire them.
• 14:37
  Speaker 2: They have a degree and a job.
• 14:38
  Speaker 1: Yeah, it doesn't fit.
• 14:41
  Speaker 3: So this more than the Myers-Briggs, more than DISC, more
• 14:44
  Speaker 3: than anything else I've ever done. actually could be used
• 14:47
  Speaker 3: in hiring. It's like, hi, we're looking for somebody. We're
• 14:50
  Speaker 3: really looking for somebody who loves tenacity and galvanizing.
• 14:54
  Speaker 1: Do you think you do?
• 14:56
  Speaker 3: And this is where a person will go, no, I'm
• 14:58
  Speaker 3: terrible at that. Please don't hire me for that job.
• 15:01
  Speaker 3: But I have a friend who would be great. Do
• 15:03
  Speaker 3: you guys know anybody looking for somebody who does these things?
• 15:07
  Speaker 3: This is an unbiased, wonderful way to help people figure
• 15:10
  Speaker 3: out how they're going to love their work.
• 15:13
  Speaker 1: And you could actually let somebody go.
• 15:15
  Speaker 3: And go to somebody and go, let's figure this out
• 15:17
  Speaker 3: and go, you know something, Bob, we really need somebody
• 15:20
  Speaker 3: with invention. And we know that that's in your, let's
• 15:24
  Speaker 3: help you find another role for you. And people will
• 15:26
  Speaker 3: not feel rejected or like a failure. You're actually helping
• 15:31
  Speaker 3: them find a fit. When you say you're an ENFP
• 15:35
  Speaker 3: and we don't want you to work here, that doesn't
• 15:37
  Speaker 3: feel like, that feels like rejection.
• 15:40
  Speaker 2: Yeah, well, that is rejection, you know, with the code.
• 15:43
  Speaker 1: So let's talk about your type, Andy.
• 15:45
  Speaker 2: Well, let's do.
• 15:46
  Speaker 3: Your top genius, you're an inventor. You do, you are a,
• 15:51
  Speaker 3: you are a novel thinker. You come up with new things.
• 15:53
  Speaker 3: You have done that for a long time. And I
• 15:55
  Speaker 3: know you enjoy that. That does not burden you. Some people,
• 16:00
  Speaker 3: if you said, hey, your job is to come up
• 16:01
  Speaker 3: with new ideas. We don't know what they're going to say.
• 16:04
  Speaker 3: I've had people say, you can just kill me. I
• 16:06
  Speaker 3: would hate that job. Why would you hate it? I
• 16:08
  Speaker 3: would love it because we have different geniuses. And so
• 16:11
  Speaker 3: you are an innovative person. When COVID hits, you're thinking,
• 16:15
  Speaker 3: what can we do to do differently? When the world
• 16:17
  Speaker 3: is changing, you're like, how can we figure this out?
• 16:20
  Speaker 3: So you're innovative. But you also, this is where it
• 16:22
  Speaker 3: gets really interesting. You also have really high tenacity. And
• 16:26
  Speaker 3: that's where you and I are very different. You actually
• 16:29
  Speaker 3: want to get things done and scale and drive it
• 16:32
  Speaker 3: across the finish line. Now, I have a company with
• 16:36
  Speaker 3: 12 people and a loose group of 40 consultants around
• 16:41
  Speaker 3: the world. People said to me early on, Andy, you
• 16:44
  Speaker 3: should have a big company doing organizational health. You should
• 16:47
  Speaker 3: grow and go public. And right away, I was like, oh, no,
• 16:51
  Speaker 3: I would hate that. Now I realize why.
• 16:53
  Speaker 1: I would have to be really.
• 16:58
  Speaker 3: Galvanizing and being tenacious all the time, and it wasn't
• 17:01
  Speaker 3: my strength. So we partner with other organizations, and we
• 17:06
  Speaker 3: have what we call kind of a little think tank
• 17:08
  Speaker 3: and a product development company. But that's because my genius
• 17:12
  Speaker 3: wasn't in that area, and nobody in our organization wanted
• 17:16
  Speaker 3: to be galvanizing. So you're in IT, which I think
• 17:19
  Speaker 3: is a fairly rare combination, an inventor who loves to
• 17:23
  Speaker 3: finish things. And I don't know what you're like as
• 17:26
  Speaker 3: an author, Andy, but I'm an I.
• 17:28
  Speaker 1: I love to write books, come up with a new
• 17:29
  Speaker 1: book idea. I write fiction. I do this. I hate
• 17:32
  Speaker 1: finishing them.
• 17:33
  Speaker 3: My editor, I hand her the ending and she's like, Pat,
• 17:36
  Speaker 3: this is a great book.
• 17:37
  Speaker 1: Your ending sucks. I'm like, I think it's fine. The
• 17:41
  Speaker 1: characters die. You know, nobody needs to know. Like, no,
• 17:44
  Speaker 1: you're going to sit in this room.
• 17:45
  Speaker 2: Yeah. By the time they're that far into the book.
• 17:48
  Speaker 1: Yeah.
• 17:49
  Speaker 3: So you would probably say, Pat, the ending sucks. Finish
• 17:51
  Speaker 3: this book. I'm not letting you off the hook.
• 17:53
  Speaker 2: Wow.
• 17:54
  Speaker 3: Your lowest area is enablement, which means you're not the guy.
• 17:59
  Speaker 3: And this is a tough one in a church world.
• 18:02
  Speaker 3: You're not the guy that you want to say, Andy,
• 18:04
  Speaker 3: I just need you to do this the way I
• 18:06
  Speaker 3: need you to do it. And so thanks for doing that.
• 18:11
  Speaker 3: Having a job where people came and asked you to
• 18:13
  Speaker 3: help them on their terms every day would be misery
• 18:16
  Speaker 3: for you.
• 18:17
  Speaker 1: And I know, I know that.
• 18:19
  Speaker 3: You have felt guilt in your life for that because
• 18:22
  Speaker 3: it's like, well, nice people just say yes. You know,
• 18:25
  Speaker 3: have you ever wondered, Andy, have you ever thought, how
• 18:28
  Speaker 3: come I'm not in Guatemala building houses every day?
• 18:31
  Speaker 2: No, I've never wondered that.
• 18:33
  Speaker 3: So you're more mature than I am. For years, I thought,
• 18:37
  Speaker 3: why am I not working at the soup kitchen?
• 18:40
  Speaker 2: Oh, I see what you're saying. No, no, I get
• 18:43
  Speaker 2: what you're getting at. Absolutely. No, I've learned I overcame
• 18:46
  Speaker 2: the guilt a long time ago because I know how
• 18:48
  Speaker 2: to mobilize hundreds and hundreds of people to go do
• 18:51
  Speaker 2: those things because they need to be done. And I
• 18:54
  Speaker 2: genuinely care. But my... My genius is more around mobilizing
• 19:00
  Speaker 2: people around unique ways of doing things that other people
• 19:03
  Speaker 2: have been doing for a while.
• 19:05
  Speaker 3: And there's so many people in the world that say,
• 19:07
  Speaker 3: I'm not caring or I'm lazy because I don't have
• 19:09
  Speaker 3: E and T.
• 19:10
  Speaker 1: And it's like, no, no, no. God gave you geniuses.
• 19:14
  Speaker 3: And what's funny is people that aren't inventors, they feel guilty.
• 19:18
  Speaker 3: Like a guy I work with who's not as inventive
• 19:20
  Speaker 3: as I am, but he's a good discerner, said, why
• 19:23
  Speaker 3: am I not able to do what Pat does? Because
• 19:25
  Speaker 3: he has the same Myers-Briggs type as me. And he
• 19:27
  Speaker 3: would say, do I just watch too much TV or
• 19:31
  Speaker 3: go on social media?
• 19:32
  Speaker 1: Is my brain dull?
• 19:33
  Speaker 3: And then he realized, no, I actually love galvanizing and discerning.
• 19:37
  Speaker 3: Pat loves invention and discerning. We're just different. And now
• 19:41
  Speaker 3: I delegate a lot of galvanizing to him, and he
• 19:44
  Speaker 3: delegates a lot of invention to me, and we are
• 19:46
  Speaker 3: both really happy.
• 19:48
  Speaker 1: But for years, I felt guilty about it. what I
• 19:50
  Speaker 1: couldn't do.
• 19:50
  Speaker 2: Well, this brings up another organizational dynamic that I think
• 19:54
  Speaker 2: is super important. And this is something we've done for
• 19:56
  Speaker 2: years because we, like most leaders, recognize strengths and weaknesses
• 20:02
  Speaker 2: in people on the teams. And we also recognize that
• 20:05
  Speaker 2: the org chart is not helpful in terms of getting
• 20:07
  Speaker 2: things done most of the time. So- You know, one
• 20:10
  Speaker 2: of my strengths is I'm able to listen to complex
• 20:13
  Speaker 2: information and boil it down to a couple of phrases.
• 20:17
  Speaker 2: I don't just enjoy it. It is so easy for me.
• 20:20
  Speaker 2: I wonder why everybody else hasn't already done it already.
• 20:22
  Speaker 2: It's just innate. So what I would do in the
• 20:25
  Speaker 2: past is I would volunteer in some of our curriculum
• 20:30
  Speaker 2: writing context. I wasn't an official part of the team,
• 20:33
  Speaker 2: but I didn't go in as the boss. I went
• 20:35
  Speaker 2: in with this ability to sit through conversations about curriculum,
• 20:38
  Speaker 2: and I could say, here's the bottom line. Here's how
• 20:40
  Speaker 2: you should state the bottom line. What's the next one? Okay,
• 20:42
  Speaker 2: here's the bottom line. Here's how you should state the
• 20:44
  Speaker 2: bottom line. So having this tool and having this template
• 20:48
  Speaker 2: and having enough of high-level organizational folks in an organization
• 20:52
  Speaker 2: to know where their strengths and weaknesses are, to get
• 20:56
  Speaker 2: the right people in the room— talking about the things
• 21:00
  Speaker 2: where they add the most value. Again, you ignore who's
• 21:03
  Speaker 2: in whose department. You're basically loaning each other your strengths.
• 21:07
  Speaker 2: But now we know what the strengths are instead of
• 21:09
  Speaker 2: it just being, oh, you know, Pat seems to be
• 21:12
  Speaker 2: pretty good at that. No, no. Now I have a
• 21:13
  Speaker 2: word for it, a name for it. And Pat's pretty
• 21:16
  Speaker 2: good at it because he's yellow. But I know somebody
• 21:18
  Speaker 2: who's actually green. They're really good at it. So let's
• 21:22
  Speaker 2: make sure During this meeting, because of what we're talking
• 21:24
  Speaker 2: about this afternoon, we need some more green in here,
• 21:27
  Speaker 2: even if we don't have the capacity to hire somebody
• 21:31
  Speaker 2: whose number one genius is that.
• 21:32
  Speaker 1: Well, that's the thing.
• 21:33
  Speaker 3: You have people in your organization who are not tapping
• 21:36
  Speaker 3: into the genius God gave them, and you can reorganize.
• 21:40
  Speaker 1: That's what we did here.
• 21:41
  Speaker 3: Our staff is smaller now, but people are in their genius,
• 21:44
  Speaker 3: and we're getting way more work done.
• 21:45
  Speaker 2: But the thing is, you don't even have to hire
• 21:47
  Speaker 2: to it if you can just get those people for
• 21:50
  Speaker 2: two hours of the day and in your meeting to
• 21:53
  Speaker 2: add their genius to the conversation, then they can go
• 21:55
  Speaker 2: back to their department or division. You don't have to
• 21:57
  Speaker 2: hire a bunch of people. But having this information, I mean,
• 22:00
  Speaker 2: this changes everything in terms of the composite of specific
• 22:04
  Speaker 2: conversations around specific topics. ideas and not wasting people's time,
• 22:08
  Speaker 2: you know, because there are people, they get invited to
• 22:11
  Speaker 2: the meeting because of where they are on the org chart.
• 22:14
  Speaker 2: They don't add anything to the meeting. They don't want
• 22:16
  Speaker 2: to be at the meeting. They can't wait for it
• 22:18
  Speaker 2: to be over. Meanwhile, you've got somebody that could make
• 22:21
  Speaker 2: an extraordinary difference in that conversation, but since they're not
• 22:24
  Speaker 2: in the department or division, they don't even get invited.
• 22:27
  Speaker 2: But if you know everybody's genius within the organization and
• 22:31
  Speaker 2: I mean, that's a game changer, which, duh, that's why
• 22:35
  Speaker 2: you created this tool. But anyway, that's one of the
• 22:37
  Speaker 2: things that makes me super excited about this.
• 22:40
  Speaker 3: You know, what's interesting, Andy, is I can't decide which
• 22:42
  Speaker 3: part excites me more, the individual part that helps a
• 22:45
  Speaker 3: human being understand who God made them.
• 22:47
  Speaker 1: That's got to be the best.
• 22:48
  Speaker 3: But the other one is watching a team of people
• 22:50
  Speaker 3: appreciate one another more.
• 22:51
  Speaker 2: Yep.
• 22:53
  Speaker 1: And so it's both.
• 22:54
  Speaker 3: And I do think it's impossible when a team does this.
• 22:58
  Speaker 3: You look at it and you read these descriptions and
• 23:00
  Speaker 3: people come out of it. They're just like, oh my gosh,
• 23:02
  Speaker 3: I've always thought I could do this well. Now I
• 23:05
  Speaker 3: know I can. And you go, we're going to let
• 23:07
  Speaker 3: you do this in the company. And when you say,
• 23:09
  Speaker 3: could you spend four hours a week doing that? They're
• 23:11
  Speaker 3: going to go, are you kidding? This is going to
• 23:13
  Speaker 3: make my job totally different. And by the way, Andy,
• 23:17
  Speaker 3: on your situation, if somebody said, hey, you're really good
• 23:19
  Speaker 3: at coming to that meeting and bringing your I and
• 23:21
  Speaker 3: your D, you should be in charge of it. It's like, no,
• 23:24
  Speaker 3: that doesn't mean they should be in charge of it.
• 23:26
  Speaker 2: No, mm-mm.
• 23:27
  Speaker 3: We do that too much. We take a great salesperson.
• 23:29
  Speaker 3: We make them the head of sales. They stop selling
• 23:31
  Speaker 3: their bad manager.
• 23:32
  Speaker 2: Happens all the time.
• 23:34
  Speaker 1: All the time.
• 23:34
  Speaker 2: Right. But leveraging their input and expertise within a conversation
• 23:38
  Speaker 2: or planning meeting, whole different thing.
• 23:40
  Speaker 1: Yeah.
• 23:41
  Speaker 2: All right. Well, I'd written down a bunch of questions,
• 23:44
  Speaker 2: and I think we may have already answered this one.
• 23:46
  Speaker 2: One of the questions was, what are the benefits for
• 23:48
  Speaker 2: a person taking the assessment? I think we've covered that,
• 23:52
  Speaker 2: that there are multiple benefits, both internally, externally, family, business. community, everywhere.
• 23:58
  Speaker 2: But anything you'd want to add to that?
• 24:00
  Speaker 1: Yeah, there's one thing that's interesting about this.
• 24:02
  Speaker 3: There's a lot of people in the world that have
• 24:04
  Speaker 3: skills and they don't want to go to work and say,
• 24:06
  Speaker 3: please let me do that because they feel like it's selfish.
• 24:09
  Speaker 3: Like they're saying, let me do what I like doing.
• 24:12
  Speaker 3: And now they can go and they say, let me
• 24:14
  Speaker 3: help you more. Let me contribute more to the greater
• 24:18
  Speaker 3: good here. It's not a matter of just like, this
• 24:21
  Speaker 3: would be fun for me, but God is giving them
• 24:24
  Speaker 3: a talent.
• 24:24
  Speaker 1: And if we're going to be stewards of that, it's
• 24:27
  Speaker 1: actually wrong. It's not humble.
• 24:29
  Speaker 3: It's a violation of humility not to go to your
• 24:31
  Speaker 3: boss or go to your work environment and say, I
• 24:34
  Speaker 3: can do something really well for you.
• 24:36
  Speaker 1: That's not selfish or braggy.
• 24:38
  Speaker 3: It's actually truly humble to say, I can help you
• 24:41
  Speaker 3: more because I have skills that God gave me that
• 24:44
  Speaker 3: I would love to use for you.
• 24:46
  Speaker 1: People are like, oh, I shouldn't brag that I'm good. No. No.
• 24:49
  Speaker 1: It's not bragging when you tell somebody I have a gift.
• 24:52
  Speaker 2: Well, this assessment helps with that conversation because it's like
• 24:57
  Speaker 2: other assessments. Hey, this is an assessment I took. Here's
• 25:01
  Speaker 2: what I'm good at. Here's what I'm naturally good at.
• 25:04
  Speaker 2: Here's what's going to make me feel like a failure
• 25:06
  Speaker 2: and make you feel like I'm a failure. So you
• 25:09
  Speaker 2: can go in with this information. It just changes the
• 25:11
  Speaker 2: learning curve because you just go in with more information
• 25:14
  Speaker 2: about the people you're working with, hiring, and also what
• 25:17
  Speaker 2: they can expect of you.
• 25:18
  Speaker 3: So- You know, Andy, over the holidays, I was with
• 25:22
  Speaker 3: a young woman who's in college, and she changed her major,
• 25:24
  Speaker 3: and it was clearly not the right major. She did
• 25:26
  Speaker 3: this assessment, and right away, I was like, she was
• 25:30
  Speaker 3: really high in enablement, and I said, what about hospitality?
• 25:34
  Speaker 3: That's responding to the needs of others. There's people that
• 25:38
  Speaker 3: love working in like event planning or hotels or in restaurants,
• 25:42
  Speaker 3: because they're like, people come to them and say, I'm
• 25:44
  Speaker 3: having a problem and they light up and they're like, okay,
• 25:47
  Speaker 3: I'll help you with that. And this woman, this young
• 25:50
  Speaker 3: woman in college said, I would love to do that.
• 25:53
  Speaker 3: And in a matter of 15 minutes, we had a
• 25:55
  Speaker 3: list of companies she should go talk to.
• 25:57
  Speaker 1: She was excited about that.
• 25:59
  Speaker 3: And she let go of the fact that, What she
• 26:02
  Speaker 3: thought she was supposed to do for all the wrong
• 26:04
  Speaker 3: reasons didn't match. So it's a great tool for figuring
• 26:06
  Speaker 3: out what you're supposed to do in your life.
• 26:08
  Speaker 2: Yeah. I think anybody listening that has a high school
• 26:11
  Speaker 2: senior that's about to move into college or a college
• 26:14
  Speaker 2: freshman who's trying to figure out a major, again, the
• 26:16
  Speaker 2: applications of this just go on and on.
• 26:19
  Speaker 1: You know, Andy, I just hired one of my sons.
• 26:21
  Speaker 2: That's dangerous. You should never hire someone you can't fire,
• 26:24
  Speaker 2: somebody told me. But go ahead.
• 26:26
  Speaker 1: Exactly. Exactly. I mean, it is. And see, here's the thing, though.
• 26:31
  Speaker 3: But now that I know what his working genius is,
• 26:33
  Speaker 3: and by the way, I raised him for 21 years
• 26:35
  Speaker 3: and I didn't know.
• 26:36
  Speaker 2: You didn't know?
• 26:38
  Speaker 3: No, because I knew what his Myers-Briggs type was.
• 26:41
  Speaker 1: I knew what his disk profile was. But I didn't
• 26:43
  Speaker 1: know the tasks.
• 26:45
  Speaker 3: And he gets out of college and I was like, oh,
• 26:48
  Speaker 3: he would be we put him on a project, this project, actually.
• 26:52
  Speaker 3: Because he's really good at D and E. He contributed
• 26:56
  Speaker 3: so much more. Had I staffed him generically for what
• 27:00
  Speaker 3: a kid coming out of college should do, he'd have struggled.
• 27:03
  Speaker 3: I mean, I love my son more and I can
• 27:05
  Speaker 3: give him more feedback now because I know what his
• 27:08
  Speaker 3: strengths are and what his weaknesses are. And it doesn't
• 27:10
  Speaker 3: feel like I'm judging as much. Now, I'm still a dad,
• 27:13
  Speaker 3: so sometimes I still judge.
• 27:14
  Speaker 2: But it makes Christmas a lot easier for sure, right?
• 27:17
  Speaker 1: Absolutely. Yeah.
• 27:19
  Speaker 2: Wow.
• 27:19
  Speaker 1: Okay.
• 27:19
  Speaker 2: Well, before we wrap up, any last thing you'd just
• 27:22
  Speaker 2: like to say and just any final thoughts on this
• 27:24
  Speaker 2: is such a, it's such a great tool.
• 27:26
  Speaker 3: I think that going to somebody and saying, I want
• 27:30
  Speaker 3: you to know yourself well, whether they're your child or
• 27:32
  Speaker 3: your friend or your parents who are changing their jobs
• 27:36
  Speaker 3: or retiring, it's like, this would be a great time
• 27:39
  Speaker 3: for you to understand the geniuses you have and lean
• 27:43
  Speaker 3: into those. Because whether you're volunteering or running your house
• 27:47
  Speaker 3: or hiring people in your company or trying to choose
• 27:49
  Speaker 3: a career, this can make all the difference. And if
• 27:52
  Speaker 3: you're 65 years old and you're thinking, what am I
• 27:54
  Speaker 3: going to do when I retire? Say, well, dad, you're
• 27:56
  Speaker 3: really good at these things. Don't just go do the
• 27:59
  Speaker 3: same things all your friends did. Do the things that
• 28:02
  Speaker 3: God put you on earth to do. And it's such
• 28:05
  Speaker 3: a joy to watch somebody come alive because they finally
• 28:07
  Speaker 3: understand what those gifts are.
• 28:09
  Speaker 2: That is absolutely the case. And you know what? Most
• 28:12
  Speaker 2: of our podcast listeners that have any kind of leadership responsibilities,
• 28:15
  Speaker 2: have experienced that. They didn't have a tool. They couldn't
• 28:18
  Speaker 2: tell you exactly why. But any of us who have
• 28:21
  Speaker 2: seen somebody who it looked like and they felt like
• 28:24
  Speaker 2: they were failing and we adjusted their department or adjusted
• 28:27
  Speaker 2: their responsibilities and they came alive. And many of us
• 28:30
  Speaker 2: have had that awful thought of, oh, no, I almost
• 28:33
  Speaker 2: let them go. But I almost let them go because
• 28:36
  Speaker 2: I just didn't just have them in the wrong seat
• 28:38
  Speaker 2: on the bus. I was expecting a genius they didn't
• 28:41
  Speaker 2: have and they were never going to have. So Again,
• 28:44
  Speaker 2: the applications of this just go on and on and on.
• 28:47
  Speaker 2: So we've got to wrap this up. Pat, again, thank
• 28:49
  Speaker 2: you so much. I can't wait for our next conversation.
• 28:51
  Speaker 2: We need to come back and talk about some of
• 28:53
  Speaker 2: these random things that we start off talking about, maybe
• 28:56
  Speaker 2: just do a kitchen sink podcast where we just go
• 28:59
  Speaker 2: topic to topic. In fact, everybody in the room, they're
• 29:02
  Speaker 2: shaking their heads yes.
• 29:03
  Speaker 3: I don't.
• 29:03
  Speaker 2: Know if they think we would just get in trouble
• 29:05
  Speaker 2: doing that or they would enjoy that, but we should
• 29:07
  Speaker 2: do that at some point.
• 29:07
  Speaker 1: Well, we can always edit.
• 29:09
  Speaker 2: Yeah, that's true. We can always edit. Anyway, for our
• 29:12
  Speaker 2: podcast listeners, just go to workinggenius.com, workinggenius.com and use the
• 29:17
  Speaker 2: promo code Andy and you get the tool for half price.
• 29:20
  Speaker 2: So you get 50% off at workinggenius.com. Also make sure
• 29:23
  Speaker 2: you go by andystanley.com where you can download the leadership
• 29:26
  Speaker 2: podcast application guide that goes with today's content because one
• 29:31
  Speaker 2: of the things you may want to do is before
• 29:33
  Speaker 2: you roll this assessment out, even with two or three
• 29:36
  Speaker 2: people on your leadership team or your whole company, is
• 29:38
  Speaker 2: to let them watch, especially maybe the first part of
• 29:41
  Speaker 2: this conversation or maybe both parts, so they'll be motivated
• 29:44
  Speaker 2: not only to take the assessment, but to have some
• 29:46
  Speaker 2: ideas about how to use it in their department. That's
• 29:49
  Speaker 2: why we do the Leadership Guide. Anyway, as always, thanks
• 29:51
  Speaker 2: so much for listening, and we will look forward to
• 29:53
  Speaker 2: having you next time on the Andy Stanley Leadership Podcast.