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.
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