50 Practical Tips for Working Genius Invention

The genius of invention is the natural, energising capacity to generate original solutions when a real need has been named. Not creativity as a vibe. Not having random ideas. Not being quirky, entrepreneurial, or artistic. Invention is specifically this: when a problem, opportunity, or constraint sits on the table, you instinctively move toward "what could we do" and you feel alive doing it.

Here is the insight that changes everything: Invention is not idea volume. It is solution relevance. A high Invention person can produce ten useless ideas in five minutes if the question is wrong. The same person can produce one elegant solution that saves weeks of work when they respect the real need and real constraints.

This distinction separates productive inventors from brainstorming theatre. Author Patrick Lencioni developed the Working Genius model as a productivity framework that helps team members understand which type of work gives them energy and which drains them. Of the six types of working geniuses, Invention is perhaps the most romanticised and misunderstood.

After facilitating Working Genius sessions with executive teams, school leadership groups, and nonprofit organizations across multiple countries, I have seen what makes Invention thrive and what makes it derail. The difference is rarely about the people. It is almost always about how work is structured, how meetings are run, and whether Invention is given constraints instead of blank canvases.

As a Certified Working Genius Facilitator, my personal experience is that this powerful framework creates immediate impact when teams finally understand why certain kinds of work energise some team members while draining others.

If you are trying to understand whether Invention is your genius, manage an inventor on your leadership team, or stop drowning in new ideas that never ship, this guide will give you practical solutions you can use tomorrow. If you want to explore how the Working Genius framework could help your high-performing team work with less friction and more energy, reach out at jonno@consultclarity.org.

Understanding What Invention Actually Is

1. Invention responds to named needs, not general creativity

The genius of invention activates when a question, problem, or constraint is on the table. It is not free-floating curiosity or random idea generation. The genius of wonder identifies the big questions. Invention generates practical solutions to those questions. Confusing these two creates brainstorming sessions that feel productive but produce nothing useful for your team members.

2. Invention sits second in the six stages of work

Work moves through Wonder, Invention, Discernment, Galvanizing, Enablement, and Tenacity. These six types represent the complete workflow in the world of work. Invention belongs after the question is named and before options are evaluated. When teams skip Wonder and jump to Invention, they get solutions to the wrong problems. When Invention continues past its phase of work, it derails execution.

3. The output of Invention is options, not decisions

Invention produces pathways, prototypes, concepts, and approaches. It does not produce the final answer. That is why Invention needs the genius of discernment immediately after: to apply a keen sense of judgment about which options will work here, with these people, under these constraints. Inventors who skip Discernment create chaos and false starts.

4. Constraint is fuel for Invention, not an obstacle

Blank canvas invention is overrated in most organisations. Invention thrives with boundaries: time limits, budget caps, compliance requirements, stakeholder needs. Many inventors do their best work when constraints are clearly defined upfront. Business leaders who want better solutions should provide better constraints, not more freedom. This is one of the best ways to channel natural talents productively.

5. Invention is not the same as being smart or strategic

A team leader can be strategic without having Invention as a genius. They might have Wonder and Discernment and rely on others for solution generation. Similarly, a high Invention person can be non-strategic if they invent without anchoring to organisational priorities. Invention is one part of how work gets done, not a proxy for intelligence or personal strengths.

Recognising Invention as Genius, Competency, or Frustration

6. Watch for behavioural signals, not self-descriptions

People often misjudge their own types of geniuses. Watch what actually happens: Does the person produce options quickly when a question is clear? Do they enjoy the blank page once the problem is named? Do they riff, build, and iterate? Do they feel energised by constraints? These behaviours indicate Invention as a genius more reliably than the Working Genius assessment alone.

7. Invention genius shows up as speed and energy around creative ideas

When Invention is a genius, the person moves quickly to "what could we do" once a need is clear. They experience joy, play, and instant understanding of new possibilities. They prefer to hand off to someone else once a viable approach exists. They feel irritation when meetings circle problems without proposing solutions.

8. Invention frustration shows up as dread and avoidance

When Invention is a frustration, the staff member hates brainstorming sessions, wants examples before starting, defaults to critique rather than creation, delays anything ambiguous, and prefers clear instructions over open-ended exploration. Forcing these human beings into sustained Invention work creates burnout or disengagement in their current role.

9. Invention competency feels like effort that drains over time

People with Invention as a competency can do it when required, but it costs energy. They prefer invention in small bursts. They do better when someone else frames the question first. They are more comfortable refining options than originating them. This is functional, not shameful.

10. Misalignment creates the illusion of laziness

Many people judge themselves as lazy when they are simply misaligned. An inventor trapped in execution work is not unmotivated. They are drained. A person with Invention as a frustration avoiding brainstorming is not difficult. They are protecting their energy. The Working Genius model reduces moral judgment and increases clarity about a person's areas of strength and struggle, leading to greater job satisfaction.

Working with Invention in Teams

11. Invention without Wonder becomes solutioneering

When teams skip the question-naming stage and jump straight to solutions, they solve problems that do not matter. This is one of the most common failure modes. Before asking "what could we do," always ask the right questions: "What is the actual question we are trying to answer?" Teams that discipline this sequence waste less time on irrelevant options and move in the right direction.

12. Invention without Discernment becomes chaos

Generating options without evaluation creates false starts, wasted resources, and poor team dynamics. Every Invention phase needs a clear handoff to Discernment: Who will evaluate these options? By when? Using what criteria? Without this, invention becomes theatre. The Table Group emphasises that each stage of work must flow into the next.

13. Invention without Tenacity becomes a drawer full of good ideas

Many organisations have excellent new ideas that never ship. The issue is not the quality of invention. It is the absence of follow-through capacity. If your team has high Invention and low genius of tenacity, you need explicit completion mechanisms: stage gates, ownership clarity, definition of done, and the finish line clearly marked with high standards.

14. Too much Invention causes whiplash and disengagement

Teams overloaded with Invention feel chaotic even when they are energised. Constant new ideas, mid-stream pivots, and changing targets exhaust everyone else. Executors disengage because commitment feels pointless. The solution is not to suppress the disruptive geniuses but to timebox them and protect execution phases.

15. Missing Invention creates stagnation and talent attrition

Teams without Invention rely on incremental improvement, recycle old approaches, avoid risk, and complain about problems without proposing solutions. High Wonder and high Invention people leave these environments. If your organisation feels stale, ask whether Invention is being punished or simply absent. If you want help diagnosing where your team is stuck, email jonno@consultclarity.org.

Managing the Shadow Sides of Invention

16. Idea dumping is Invention without packaging

Some inventors throw ideas at teams without framing trade-offs, constraints, or next steps. This creates work for others to sort through and breeds resentment. Teach inventors to bring options packaged with: what it is, why it works, what it costs, what it risks, and what the first step would be.

17. Endless pivots feel like progress to inventors

Novelty can feel like movement. Inventors who keep changing direction often believe they are improving the work. In reality, they are creating rework and exhausting their teams. The intervention is clear stage gates: once Discernment and the genius of galvanizing have committed the team to a common goal, new ideas go to a parking lot unless they address critical risk.

18. Solutioneering skips listening

Some inventors offer solutions before understanding the problem. This looks like helpfulness but undermines trust and produces irrelevant options. The fix is simple: require inventors to restate the Wonder question before proposing solutions. If they cannot articulate the need, they should not yet be inventing.

19. Overcomplication mistakes cleverness for value

Inventors can produce elegant, complex solutions when simple ones would work. This is not malice; it is a preference for novelty. Counter this by explicitly asking for low-risk options alongside bold ones. Require trade-off analysis. Celebrate simple solutions that ship over complex ones that stall.

20. Inventing to avoid hard conversations

Some people invent new processes, systems, or approaches to avoid addressing interpersonal conflict directly. If someone keeps proposing structural solutions to what is clearly a people problem, name it. Invention becomes avoidance when it replaces responsibility for difficult leadership moments. This pattern can undermine working genius pairings that should complement each other.

Structuring Meetings for Invention

21. Separate Invention from Discernment in time

Running Invention and Discernment simultaneously kills both. Every idea gets shot down before it develops. Use a clear facilitation rule: "We are in Invention mode for the next 15 minutes. No evaluation yet. Then we switch to Discernment." This single change transforms brainstorming outcomes and creates a safe space for creative ideas to emerge.

22. Use silent ideation to prevent dominance

Verbal brainstorming favours fast talkers, extroverts, and senior voices. Invention meetings should begin with silent written generation before any sharing. Round-robin presentation prevents interruption. Clustering and voting prevent groupthink. Without these structures, you miss the unique perspectives that could have the greatest positive impact.

23. Require constraints before Invention begins

Instead of "generate ideas," say "generate three options that cost under $10,000, can launch within 90 days, and require no new hires." Constraints make Invention relevant instead of abstract. Write constraints on the whiteboard before the session starts. Reference them throughout. A quick note: the best inventors often love constraints because they create a better way forward.

24. Use a one-sentence Wonder question rule

Before any Invention begins, the facilitator should state the Wonder question in one clear sentence. "What is the question we are solving?" If the group cannot agree on the question, they should not yet be inventing. This prevents entire meetings being wasted on solutions to unstated or conflicting problems.

25. End Invention meetings with ownership and next steps

If meetings generate options but assign no owner and no deadline, you have trained your team that Invention is theatre. Every Invention session should close with: which options will we test, who owns each test, and when will we reconvene. Without this, cynicism builds with every unimplemented idea. For facilitation support, reach out at jonno@consultclarity.org.

Protecting Execution from Late-Stage Invention

26. Create a parking lot and review cadence

Late-stage ideas are not bad. They are badly timed. Create a visible parking lot for ideas that emerge during execution. Review the parking lot monthly, not continuously. This protects Tenacity while respecting Invention. Many parked ideas become valuable for future projects.

27. Require migration plans for late changes

If an inventor wants to change direction after commitment, they must propose how to unwind the current plan, what the change costs, and what the team loses. This is not punishment. It is discipline that separates genuine improvements from novelty addiction. Most late ideas fail this test and should. This protects your actionable plans from constant disruption.

28. Define "frozen" and "open" phases explicitly

Some organisations never close the Invention window. Everything is always open to new ideas. This makes Tenacity impossible. Define frozen phases clearly: "From this point until launch, new ideas require VP approval and a migration plan." Publish these gates in project documentation.

29. Teach inventors to ask permission before proposing

A simple script changes everything: "Are we open to new options right now, or are we in execution mode?" This question shows respect for the team's stage without suppressing the inventor's contribution. Most execution-stage meetings should answer "We're in execution. Park it."

30. Use a decision log to prevent re-litigation

Inventors sometimes propose ideas that were already considered and rejected. Without documentation, teams waste time re-debating. A simple decision log records: what was decided, when, why, and what criteria were used. This protects Tenacity and reassures inventors that their previous ideas were genuinely considered. If you want templates for this, contact jonno@consultclarity.org.

Applying Invention in Specific Contexts

31. School Invention must honour duty-of-care constraints

Invention in schools cannot ignore child safety, privacy, curriculum requirements, staffing awards, union consultation, or parent trust. These are not annoying obstacles. They are the operating reality. Good school Invention creates solutions that meet constraints without losing humanity: behaviour systems, timetable redesign, and wellbeing interventions that every staff member can actually implement while meeting the needs of others.

32. High-stakes environments need disciplined Invention

In healthcare, government, and compliance-heavy industries, Invention cannot bypass clinical guidelines, safety requirements, or accountability structures. Invention belongs heavily in process design and communication design, not in core service delivery. Pair Invention with the genius of discernment and genius of tenacity to ensure solutions are safe to implement.

33. Invention for professional development must include transfer

Workshop Invention is not about clever activities. It is about inventing transfer mechanisms: practice loops, peer coaching, observation prompts, the Monday morning meeting minute, reinforcement cues, and templates people will actually use. If you want help designing PD that creates immediate impact and actually transfers, reach out at jonno@consultclarity.org.

34. Remote teams need asynchronous Invention protocols

Remote brainstorming defaults to verbal dominance and meeting fatigue. Build an async invention pipeline: send a one-page Wonder brief with problem, success criteria, and constraints. Collect three options in writing from each person. Run a short Discernment call to score. Then Galvanizing assigns ownership. This preserves Invention while reducing meeting load.

35. Constrained environments need system Invention

Some inventors invent concepts: messaging, narratives, program themes. Others invent systems: workflows, templates, protocols, governance structures. Teams often undervalue system Invention because it seems less glamorous, but it is often what scales. In constrained environments, system Invention produces more genius benefit than concept Invention alone.

Supporting Inventors as a Leader

36. Give inventors problems, not tasks

Inventors energise around "here is a messy situation that needs a solution." They drain around "complete these ten steps exactly as written." If you want to retain and energise your Invention people, give them real problems with clear constraints and meaningful stakes. Then get out of their way and let their natural gifts emerge.

37. Tell inventors what outcome matters, not what solution to use

Instead of "create a new onboarding process with these five steps," say "we need new hires productive within two weeks instead of six, with these compliance requirements." The constraint is the gift. The inventor will find pathways you would never have considered. Your job is to define success, not prescribe method.

38. Invite inventors early, not late

Inventors who enter projects during execution feel like saboteurs because they naturally generate new options. Inventors who enter during Wonder and Invention phases feel like assets. If you want Invention contribution without Invention disruption, match the timing to the stage.

39. Pair inventors with finishers by design

Inventors often struggle with sustained follow-through. This is not a character flaw. It is a frustration-stage activity for many of them. Rather than expecting inventors to become finishers, pair them with people who have the genius of tenacity. The genius of enablement can also help by providing the support inventors need to see their ideas through to completion.

40. Create feedback loops on which inventions worked

Inventors improve when they learn which of their solutions succeeded and which failed under real-world conditions. Most organisations never close this loop. Build a simple practice: after project completion, tell the inventor what happened with their ideas. This shapes judgment over time and builds trust. For help designing these feedback systems, email jonno@consultclarity.org.

Self-Management for Inventors

41. Notice when you are inventing to avoid finishing

Invention can become a hiding place. If you keep generating new approaches to avoid the tedious work of completing what you started, you are using your genius as an escape. Build routines that force completion: accountability partners, public commitments, and artificial deadlines that precede real ones.

42. Ask "what stage of work are we in" before speaking

Many inventors derail meetings by contributing Invention when the team is in Execution. Before you propose a new idea, ask yourself or the group: "What stage of work are we in right now?" If the answer is Enablement or Tenacity, write your idea down for later instead of voicing it. Understanding the stages of work prevents friction.

43. Offer fewer, better options rather than idea sprawl

The most valuable Invention output is rarely "50 ideas." It is usually "3 viable options with trade-offs for each." Package your contributions: what it is, why it works, what it costs, what it risks, what the first step is. This transforms you from idea generator to decision enabler.

44. Learn to hand off cleanly

Invention is powerful at the front of work and destructive when it clings. Learn to say: "I've done my best contribution. Here are three options with my recommendation. I'm handing this to [name] for Discernment and [name] for implementation. Call me back in if you hit a wall that needs a new approach."

45. Accept that execution boredom is not failure

Many inventors feel guilty about losing energy during implementation. This is not laziness or lack of commitment. It is simply not your genius. Build systems that acknowledge this: shorter bursts of execution work, partnerships with finishers, and explicit permission to contribute Invention early and step back during Tenacity.

Addressing Skepticism and Misuse

46. Use it as workflow language, not identity labels

The "corporate astrology" critique is fair when Working Genius becomes identity labelling, performance judging, or an excuse for avoiding work. Keep it grounded: "This is a heuristic for which parts of work give you energy. Use it to improve meetings, role design, and task allocation through a team map. Do not use it to judge character or create dysfunctions of a team."

47. Frame participation as optional and respectful

Forced participation breeds resentment. Frame Working Genius as: "This is a tool that might help us collaborate better. We will try it and evaluate whether it actually improves how we work. You can engage at whatever level feels genuine to you." Autonomy preserves dignity and produces better outcomes.

48. Keep facilitation secular and values-neutral

Some people worry about religious undertones given the model's origins. A skilled facilitator keeps language professional: workflow, energy, responsibility, and collaboration. Avoid moralising language like "gifts" or "calling" unless your audience resonates with it. Focus on practical outcomes, not ideology. If you want inclusive facilitation for a diverse team, reach out at jonno@consultclarity.org.

49. Do not use Working Genius as a hiring gatekeeper

Using the assessment to screen candidates creates discrimination risk and reduces diversity of thought. Use it as one data point after hire to design responsibilities, not as a filter before hire. Combine it with structured interviews, work samples, and references. Be transparent about how it will be used.

50. Measure whether it actually helped

If you deploy Working Genius without tracking outcomes, you trained your team that it was theatre. Track: cycle time from idea to decision, rework rates, meeting duration, stalled project counts, and employee engagement scores. If the metrics do not improve, adjust your application. If they do, you have earned credibility for deeper adoption and proven the positive impact.

Conclusion

Invention is the difference between "we have a problem" and "we have options." Between "we are stuck" and "here is a workaround." Between "we cannot do it" and "here is how we might." When Invention is understood, timed correctly, and paired with the other working geniuses, teams move from endless discussion to actual progress. The Working Genius framework gives human beings shared language for how work actually gets done.

But Invention is also fragile. It dies when it is punished, mistimed, or unstructured. It becomes destructive when it is uncontained, unaccountable, or confused with strategy. The practical tips in this guide will help you build environments where Invention thrives without derailing everything else. Even a family member or colleague who has never heard of this productivity framework can benefit from understanding how new ideas move through the stages of work.

If you want to run a Working Genius session for your executive team, school leadership group, or nonprofit organization, I would be glad to help. I am a Certified Working Genius Facilitator who has delivered sessions across Australia and internationally, including a masterclass at the ASBA 2025 National Conference that ranked among the highest-rated sessions. Reach out at jonno@consultclarity.org to discuss what might work for your context.