The Working Genius framework consists of two sides. One is the working genius (as the name suggests), which lays out a person’s working geniuses, or the areas they excel in and derive the most energy from in the working environment.
The other area is the person’s working frustrations or the areas in which they aren’t naturally gifted or derive energy and joy.
It’s interesting to note that one person’s working genius might be another’s working frustration. For example, one team member’s working genius might be ‘galvanizing,’ which means they are good at inspiring people to take action on a project or task. But that same strength might be another person’s working frustration. They might find the need to inspire others or rally people to their ideas or projects to be difficult or unnecessary (in their opinion).
Knowing all of this creates a clear directive for any manager. Figure out each person’s individual working geniuses and frustrations, and make sure that each person is in a role that utilizes their strengths and mitigates their weaknesses.
There may be no greater unlock in an organization’s culture than making sure that people aren’t hampered by their working frustrations. Unfortunately, it’s a common phenomenon. People may end up in roles that don’t serve their working geniuses or perhaps in roles that overlap—even slightly—with their working frustrations.
It may not be feasible to ensure that every person is completely aligned with their working geniuses at all times or aligned away from their working frustrations. But it is still important to know where everyone stands so that if an employee needs to perform a role that overlaps with their working frustrations. This way, the potential negative effects can be managed in real-time instead of letting inefficiencies and frustrations build up over time.