Patrick M. Lencioni has written entire books that sit on the desks of business leaders around the world, but The Six Types of Working Genius has hit a nerve in a way his fans did not see coming.

Leaders who loved books like The Five Dysfunctions of a Team and Four Obsessions of an Extraordinary Executive are calling this his most practical framework yet. Team members read it and finally understand why some parts of work feel natural and others feel like a slow death. And people who never read leadership books are taking the assessment and saying it explains their entire career.

If you want help using Working Genius in your team, school, leadership group or organisation, I’m a Certified Working Genius Facilitator and you can email me at [email protected]. I run coaching, executive team workshops and staff PD days across Australia and internationally.

Let’s get into the book.

1. THE BOOK, THE FABLE AND THE BIG IDEA

Lencioni’s storytelling style and why it works

If you have read any of Lencioni’s books, you know he writes in a way that feels almost like sitting across from someone during a long coffee. He mixes leadership lessons with stories that feel strangely familiar, and in classic Lencioni fashion, he uses a fictional character to expose real problems in the workplace.

The Six Types of Working Genius introduces Bull Brooks, a leader who is technically competent but quietly miserable. Bull cannot explain why he is so drained. He is doing everything “right,” yet something is wrong.

Instead of lecturing, Lencioni lets you watch Bull stumble into a moment of personal discovery. It is done simply, almost casually, but the impact is big. The story holds a mirror up to the reader’s own work habits and the state of things in their team.

Why this story resonates for so many people

One reason this book took off is that almost everyone has felt like Bull at some point. People feel competent but tired. They feel obligated to keep performing yet confused about why they dread entire parts of their job. They know they have natural strengths, but those strengths rarely seem to be the ones their role requires. For others, their current role uses parts of themselves they did not choose and don’t enjoy.

Bull’s fictional journey reflects the quiet frustration and self doubt many people carry. Instead of blaming the individual, Lencioni suggests the real issue might simply be misalignment between natural gifts and the type of work you are doing every day.

How the idea emerged in real life

The Working Genius model did not come from a boardroom workshop. It came from a real conversation during a family vacation, when Lencioni and the president of The Table Group were talking about why certain tasks drained them while others felt effortless. It started with curiosity about their own frustration. This moment became the seed for an entire framework that would reshape how teams understand themselves.

There is something refreshing about that origin story. It was not created to sell a book. It was created because the people who teach organisational effectiveness realised they did not understand their own patterns as well as they thought.

Why this book became so widely used so quickly

The book has a simplicity that makes it spread. The Working Genius Assessment takes only ten minutes, yet it gives people language they have not had before. For many, it is the fastest way to understand why they feel energised by certain tasks and drained by others. Lencioni’s model shows people a new way of seeing their natural gifts. It gives team leaders a practical tool for shaping team dynamics. And it gives organisations a framework that actually sticks.

If you want help applying this with your whole team, your leadership group or an upcoming strategic plan session, you can contact me at [email protected].

THE SIX TYPES OF WORKING GENIUS

At the core of the book is the idea that everyone has two geniuses, two competencies and two frustrations. These are not strengths in the traditional sense. They are patterns of energy. They show what parts of work feel natural and which ones feel like pushing a boulder uphill.

Below is a full summary of each genius with examples of how they show up in daily work.

The Genius of Wonder

Wonder is the natural gift of pondering the possibility of something better. These individuals look at the current state of things and instinctively ask big questions. Why are we doing it this way. What if we explored something new. What could be improved. Wonder is not negativity. It is curiosity. It is the beginning of innovation.

Teams need the Genius of Wonder because without it, there is no spark. There is no strategic plan. There is no reason to stop and think. People with Wonder help the whole team slow down and notice opportunities they would otherwise walk past. If you have someone with Wonder, give them space to step back and look at the bigger picture. Ask them what they are sensing. Often, they know something is off before anyone else can articulate it.

The Genius of Invention

Invention is the ability to create novel ideas. These individuals bring creative solutions wherever they go. They can build something from nothing. They love ideation and hate repetition. Give them a blank page and they will fill it with possibilities. Many of the world’s most memorable new products were born through this type of mind.

Invention matters because teams often get stuck trying to improve old solutions rather than imagining new ways of solving problems. Inventors help the organisation leap forward. If you have someone with this gift, let them brainstorm without constraints first before bringing evaluation into the conversation.

The Genius of Discernment

Discernment is a keen sense of judgment. It is seeing patterns and sensing which ideas are workable. People with Discernment do not need a spreadsheet or market research to know when a project is flawed or when an idea is brilliant. They often cannot explain their intuition, but they are usually right.

This genius plays a critical role in organisational effectiveness. Discerners help teams avoid potential problems and protect the organisation from wasting time or resources. If you have someone with this gift, ask them to evaluate ideas early. Their instincts prevent unnecessary detours.

The Genius of Galvanising

Galvanisers get people moving. They energise others and transform ideas into momentum. When a team stalls, a galvaniser can revive it. They rally the group with enthusiasm that feels contagious.

This matters because good ideas without action do not change anything. Galvanisers help the team push past hesitation. In project management, they are the ones who bring clarity and excitement to the next step. If you have someone with Galvanising, let them lead kickoffs and energise meetings.

The Genius of Enablement

Enablement is the natural gift of coming alongside others and offering support. Some people think enablement sounds passive, but in the Working Genius model, it is anything but. Enablers remove obstacles. They make sure people feel equipped. They respond to the needs of others with generosity.

This genius improves employee engagement because people feel seen and supported. If you have someone with this gift, involve them once direction is set. They make it possible for others to succeed.

The Genius of Tenacity

Tenacity is the determination to finish. These individuals love crossing things off the list. They thrive when deadlines approach. They care deeply about results. Give them a project that is ninety percent done and they will push it over the finish line.

This genius is essential because without Tenacity, teams live in perpetual half done work. Tenacious people bring closure, accountability and measurable outcomes. If you have someone with this gift, let them own completion and define what “done” actually means.

THE MODEL BEHIND THE MODEL

Disruptive versus responsive geniuses

Lencioni’s model divides the six types into two groups. Wonder, Discernment and Enablement are responsive geniuses. They respond to the environment. They sense needs. They interpret. Invention, Galvanising and Tenacity are disruptive geniuses. They push forward, generate energy and change the environment.

Both groups are essential. Too many disruptive geniuses and the team becomes chaotic. Too many responsive geniuses and the team becomes passive. Healthy teams blend both natural patterns.

The natural work cycle

Every project moves through the six types.

Wonder identifies the need.Invention creates the idea.Discernment evaluates the idea.Galvanising rallies the group.Enablement supports the movement.Tenacity finishes the work.

When one of these steps is missing, the entire process weakens. That is why team leaders who understand the cycle often say it is the fastest way to diagnose issues in team dynamics.

WHY THIS MATTERS IN REAL LIFE

The invisible cost of spending too much time outside your zone

Most people are good at things they do not enjoy. They can perform well but feel drained. They can deliver results but secretly dread the process. These are working competencies, not working geniuses. When people spend too much time in these parts of work, job satisfaction drops. Burnout grows. Employee retention becomes harder. A person starts questioning their abilities even though the real issue is misalignment, not lack of talent.

Why team leaders love the model

For team leaders, the Working Genius model becomes a practical tool almost immediately. It reveals why certain projects stall, why meetings feel exhausting, why individuals overcommit or underperform and why conflict shows up in predictable ways. Leaders often say this is the first framework that helps them map individual strengths across the whole team in a way that feels intuitive.

If you want help building a team map or running a Working Genius session for your team, contact me at [email protected].

How the model removes unnecessary judgment

Before this model, many people assumed their colleagues lacked motivation or discipline. In reality, they were simply spending too much time in areas that drained them. The Working Genius model helps people interpret behaviour with kindness, understanding and accuracy. When individuals understand their own genius areas and areas of frustration, they stop blaming themselves and begin making better decisions.

APPLYING THE MODEL

For individuals

Start by taking the Working Genius Assessment. Look for patterns. When do you feel most energised. What drains you. How often are you working from your natural inclination instead of your working frustration. If possible, adjust your current role by spending at least twenty percent more time in your genius areas. Even a small shift can transform your personal development and daily energy.

For teams

Gather everyone’s results and build a team map. Notice where the team is strong. Notice where gaps exist. If you are missing Invention, you may struggle to create novel ideas. If you are missing Tenacity, you may fail to finish projects. Plan your assignments based on natural abilities, not just job titles.

For organisations

Use the Working Genius model in hiring, leadership development and project planning. Organisations that do this often reduce burnout, improve employee engagement and make more informed decisions about role design. It does not replace your culture work or your strategic planning, but it strengthens both.

FINAL REFLECTION

Patrick M. Lencioni has written books that shaped leadership across decades, but the Working Genius model is becoming one of his most impactful ideas. It is simple, human, forgiving and incredibly helpful. It gives people a better way to understand themselves and a clearer way to understand the rest of the team. And for many, it provides instant relief.

If you want coaching, a team workshop or staff PD around Working Genius, I would love to help. Email me at [email protected].