Working Genius vs Myers-Briggs for Teams That Actually Work

If you have ever wondered why some types of work energise you while others leave you questioning your career choices, the answer is not in your personality type.

Myers-Briggs has been the default language of workplaces for decades. Organisations use it to understand team dynamics, predict leadership styles, and justify why certain people clash. It feels scientific. It gives people a four-letter identity. But it does not explain why your INTJ operations manager keeps missing deadlines, or why your ENFP marketing lead burns out every six months despite loving people.

Working Genius approaches the question differently. It does not sort you by how you think or where you get your energy. It maps the six types of work every project requires, then shows you which types drain you and which ones make you feel alive. Patrick Lencioni created the model, and organisations globally now use it to build teams that function without friction.

This is not about replacing one assessment with another. This is about choosing the framework that actually predicts how people will perform when the work gets hard.

WHAT EACH FRAMEWORK ACTUALLY MEASURES

Myers-Briggs tells you whether you are introverted or extroverted, sensing or intuitive, thinking or feeling, judging or perceiving. It gives you a personality profile. Working Genius tells you which types of work bring you joy, which ones frustrate you, and which ones you can manage but will never love. One describes who you are. The other describes what you should be doing.

The distinction matters because personality does not predict job performance. You can be an introvert and still thrive in client-facing work if that work falls inside your genius. You can be a judging type and still struggle with project management if the activation phase drains you. Myers-Briggs gives you language for self-awareness. Working Genius gives you a map for where to deploy people so they succeed.

Myers-Briggs was built for individuals, not teams. Carl Jung developed the theory in the 1920s to explain psychological archetypes. Katharine Cook Briggs and Isabel Briggs Myers adapted it into an assessment in the 1940s. It was never designed to predict work performance. It was designed to help people understand themselves.

Working Genius was built for teams trying to get work done. Lencioni designed it after watching talented people fail in roles that should have suited them. The framework identifies six stages every project moves through: Wonder, Invention, Discernment, Galvanising, Enablement, Tenacity. Your genius is the work that energises you. Your frustration is the work that drains you. Your competency is the work you can do but will never love. You can read more about the full model in the Working Genius implementation guide.

The difference shows up immediately when you apply both frameworks to the same leadership team. Myers-Briggs tells you the CEO is an ENTJ and the CFO is an ISTJ. Useful for understanding communication preferences. Not useful for understanding why the strategy never gets executed. Working Genius shows you the CEO has genius in Wonder and Invention but frustration in Tenacity. The CFO has genius in Discernment and Enablement but frustration in Wonder. Now you know why the ideas are brilliant and the follow-through is inconsistent. Now you know what to fix.

PERSONALITY VS WORK TYPE

Myers-Briggs assumes that knowing your personality helps you understand your work preferences. The research does not support this. Plenty of introverts love facilitating. Plenty of extroverts hate it. Plenty of thinking types thrive in people leadership. Plenty of feeling types struggle with it. Personality type and work type are not the same variable.

Working Genius separates them cleanly. Your personality might make you introverted, but if you have genius in Galvanising, you will love rallying people around an idea even if the social interaction tires you afterwards. Your personality might make you a planner, but if you have frustration in Enablement, you will hate the logistics work no matter how organised you are. The model removes the assumption that personality determines capability.

What most teams do is use Myers-Briggs to explain why someone is struggling, then leave them in the role anyway. The ISTJ gets put in charge of innovation because they are detail-oriented. The ENFP gets put in operations because they are enthusiastic. Both fail, and the organisation blames fit or effort. What actually works is using Working Genius to map people to the phases of work where they naturally excel, then building teams that cover all six types without forcing anyone into their frustration zone for extended periods.

One framework explains behaviour. The other predicts performance under pressure.

25 WAYS WORKING GENIUS OUTPERFORMS MYERS-BRIGGS IN REAL TEAMS

PROBLEM DIAGNOSIS AND TEAM FRICTION

Myers-Briggs helps you understand why two people communicate differently. Working Genius helps you understand why two people cannot get a project finished.

1. Working Genius explains why talented people fail in the wrong roles

Myers-Briggs tells you someone is an INTJ, which suggests they should be good at strategic planning. But if their genius is in Discernment and Tenacity, not Wonder or Invention, they will excel at evaluating and finishing projects but struggle to generate the ideas in the first place. The personality type does not tell you where to put them. The Working Genius profile does.

Framework	What it predicts	What it misses
Myers-Briggs	Communication style, decision-making preferences	Which work energises or drains someone
Working Genius	Performance, energy sustainability, team gaps	Deep personality drivers outside of work context

The table shows the practical difference. One predicts how someone will interact. The other predicts whether they will thrive.

People with Discernment genius often get labeled as negative or resistant when they raise concerns. Myers-Briggs might explain this as a thinking preference or a judging trait. Working Genius explains it as someone doing exactly what they are wired to do: evaluate ideas and identify flaws before resources get wasted. The behavior is not a personality problem. It is a necessary function the team needs, especially if nobody else has Discernment in their genius pairing.

2. Working Genius reveals why some meetings feel productive and others feel painful

Your monthly leadership meeting has eight people in the room. Four of them have genius in Wonder and Invention. Two have genius in Discernment. Two have genius in Enablement and Tenacity. The first hour is electric. Ideas fly. Everyone contributes. Then you try to move to decisions and next steps, and the energy dies. Half the room checks out.

This is not a facilitation problem. This is a Working Genius problem. The Wonder and Invention people just spent an hour in their zone. The Discernment people are about to enter theirs. The Enablement and Tenacity people have been waiting for someone to tell them what to actually do. Myers-Briggs might tell you the introverts are tired or the judging types want closure. Working Genius tells you exactly who is energised, who is drained, and how to structure the agenda so everyone gets time in their genius without forcing anyone to live in frustration for 90 minutes.

Quick win for your next meeting: Map the agenda to the six types. Spend 15 minutes in Wonder and Invention (What if we, what about, imagine we). Spend 10 minutes in Discernment (What are the risks, what are we missing, what could go wrong). Spend 15 minutes in Galvanising (Who do we need, what is the pitch, how do we get buy-in). Spend 10 minutes in Enablement (What needs to happen, who owns what, what is the timeline). Close with Tenacity (What is the first action, who is checking progress, when do we review). Every person in the room spends at least part of the meeting in their genius. Nobody spends the whole meeting in frustration.

The structure does not guarantee agreement, but it guarantees engagement.

3. Working Genius shows you why execution keeps failing even when everyone agrees on the strategy

You finish the offsite with a clear plan. Three months later, nothing has changed. Myers-Briggs might explain this as a clash between perceiving types who resist structure and judging types who crave it. Working Genius shows you something more specific: nobody on your leadership team has genius in Enablement or Tenacity.

Enablement is the work of turning ideas into plans. Tenacity is the work of pushing those plans across the finish line. If your entire senior team has genius in the first four types (Wonder, Invention, Discernment, Galvanising), you will generate brilliant ideas, evaluate them well, and rally people around them. But you will never finish anything, because the people at the top are not wired to do the activation and completion work. They will delegate it, and then wonder why it never happens.

Teams strong in Wonder and Invention generate ideas faster than they can execute them.

Teams strong in Discernment slow everything down because every idea gets evaluated to death.

Teams strong in Galvanising create energy but no follow-through.

Teams weak in Enablement and Tenacity talk a good strategy but never ship.

Myers-Briggs does not give you this level of diagnostic precision. It tells you the team has a mix of personality types. Working Genius tells you exactly which phase of work is missing and who needs to be hired, promoted, or reassigned to fill the gap. Understanding how the six types work together in sequence is covered in depth in the Working Genius implementation guide.

4. Working Genius predicts burnout before it happens

Someone on your team is working long hours, hitting deadlines, and slowly falling apart. Myers-Briggs might explain this as an introvert who needs more alone time or a perceiving type who is struggling with structure. Working Genius shows you they are spending 70 percent of their week in their frustration zone.

Burnout is not always about workload. It is often about work type. If you have genius in Wonder and Invention but your job is 80 percent Enablement and Tenacity, you will burn out even if you are only working 40 hours a week. The work drains you because you are doing tasks that require energy you do not naturally have.

If someone is consistently exhausted despite reasonable hours, audit their week against the six types. Ask them to track which tasks fall into which category. If more than half their time is spent outside their genius, you have found the problem. The fix is not time management. The fix is role redesign.

Myers-Briggs explains preferences. Working Genius explains sustainability. One tells you how someone likes to work. The other tells you how long they can keep working before they break.

5. Working Genius eliminates the "culture fit" excuse

Culture fit is the phrase organisations use when someone is talented but does not work out. Myers-Briggs often gets pulled into this conversation. The person is too introverted for the team. Too much of a thinker in a feeling-driven culture. Too structured in a flexible environment. The personality does not match the room.

Working Genius reframes the question. The issue is not whether the person fits the culture. The issue is whether the role matches their genius. If you hired someone with genius in Wonder and Discernment into a role that requires constant Enablement and Tenacity, the problem is not culture. The problem is role design. They are not a bad fit. They are in the wrong seat.

Before you label someone a culture problem, check whether you put them in a role that requires them to live in frustration. If you did, the fix is not coaching or performance management. The fix is moving them into work that matches their wiring.

This is where most organisations get stuck. They hire based on credentials and experience. They onboard based on personality and culture. They never ask whether the actual tasks of the job match the person's natural genius. Then they wonder why talented people leave.

HIRING, ROLE DESIGN, AND TEAM COMPOSITION

Myers-Briggs helps you hire for personality diversity. Working Genius helps you hire for functional completeness.

6. Working Genius tells you which roles to hire for next

Your team has five people. Three of them have genius in Wonder and Invention. One has genius in Discernment and Galvanising. One has genius in Enablement and Tenacity. You are about to hire person number six. Myers-Briggs might tell you to hire an introvert to balance the extroverts, or a thinking type to balance the feeling types. Working Genius tells you to hire someone with genius in Tenacity and Enablement, because your team can generate and evaluate ideas but consistently fails to finish projects.

The hiring decision is not about balancing personality. It is about completing the team's functional capacity across all six types of work. If you already have strong coverage in Wonder, Invention, and Discernment, adding another person with genius in those areas just amplifies what you already do well. It does not solve the problem of execution.

Strong teams have coverage across all six types. Not every person needs to cover every type, but the team as a whole needs at least two people with genius in each phase. Otherwise you will have blind spots that show up as chronic failure in specific kinds of work.

7. Working Genius shows you why some hires succeed and others do not

You hired someone with a perfect resume. Three months in, they are struggling. Myers-Briggs might suggest a personality mismatch or a communication style issue. Working Genius shows you the job description and the person's genius do not align.

What the job description required: Strategic thinking, big-picture vision, ability to spot opportunities (Wonder and Invention).

What the job actually involves: Managing timelines, coordinating resources, following up on deliverables (Enablement and Tenacity).

The resume showed strategic experience. The interview revealed big ideas. But the day-to-day work is project management and execution. The person has genius in Wonder and Invention. They have frustration in Enablement and Tenacity. You hired them for what you wanted the role to be, not for what the role actually requires. The failure was predictable.

If you want hiring decisions to stick, map the role to the six types before you write the job description. Be honest about which types of work dominate the week-to-week reality of the job, not just the strategic intention behind it. Then hire someone whose genius matches the actual work. For a deeper look at how Working Genius applies to hiring specifically, see Working Genius for hiring.

8. Working Genius helps you divide responsibilities without creating resentment

Two people on your leadership team need to share responsibility for a new project. One has genius in Wonder and Galvanising. The other has genius in Discernment and Enablement. Myers-Briggs might tell you to split the work evenly or assign tasks based on seniority. Working Genius tells you to assign the idea generation and stakeholder engagement to the first person, and the evaluation and planning to the second.

When you divide work by genius, people feel energised instead of burdened. The person with Wonder genius loves coming up with possibilities. The person with Discernment genius loves poking holes in those possibilities before they become expensive mistakes. Neither person resents the other because both are working in their zone.

What creates resentment is forcing someone to do work that drains them while someone else gets to do work that energises them. If you assign the Wonder person to manage the project timeline and the Enablement person to facilitate brainstorming sessions, both will struggle and both will resent the assignment. Not because they are difficult. Because you put them in roles that require energy they do not have.

9. Working Genius prevents the "too many cooks" problem

Your leadership team has six people. Five of them have genius in Wonder or Invention. Every meeting turns into a brainstorming session. Ideas multiply faster than decisions. Nothing gets finished because every conversation generates three new possibilities and nobody wants to close the loop.

Myers-Briggs might tell you the team has too many intuitive types or too many perceiving types. Working Genius tells you the team is overweighted in the first two phases and underweighted in the last four. You do not need fewer ideas. You need more Discernment to evaluate them, more Galvanising to build momentum, more Enablement to create plans, and more Tenacity to finish.

If your team is drowning in ideas, hire for Discernment and Tenacity. Not because the Wonder and Invention people are wrong, but because a functional team needs all six types in proportion to the work the team is trying to do.

10. Working Genius helps you design roles that people can actually succeed in

Most job descriptions are written as wish lists. The role requires strategic vision and attention to detail. Big-picture thinking and operational excellence. Innovation and execution. The job description assumes one person can do all six types of work equally well. Nobody can.

Working Genius forces you to be honest about which types of work the role actually requires most of the time. If the role is 60 percent Enablement and Tenacity, write the job description for someone with genius in those areas. If the role is 60 percent Wonder and Invention, write it for someone with genius there. Stop pretending every role requires equal strength across all six types.

Roles designed around genius pairings produce better performance and lower turnover. Roles designed around wishful thinking produce frustration and failure.

CONFLICT RESOLUTION AND TEAM DYNAMICS

Myers-Briggs helps you understand why two people see the world differently. Working Genius helps you understand why two people cannot finish a project together.

11. Working Genius explains why certain people always clash

Two people on your team cannot work together. One generates ideas constantly. The other shoots them down. Myers-Briggs might frame this as a thinking versus feeling conflict, or an intuitive versus sensing mismatch. Working Genius shows you the first person has genius in Invention and the second has genius in Discernment.

The Invention person is doing what they are wired to do: create new possibilities. The Discernment person is doing what they are wired to do: evaluate those possibilities and identify risks before they become problems. Neither person is wrong. The conflict is not personal. It is functional. The team needs both types of work, but if the Discernment always follows immediately after the Invention, it feels like criticism instead of contribution.

The fix is not personality coaching. The fix is sequencing. Let the Wonder and Invention people generate ideas without interruption. Then bring in the Discernment people to evaluate. Then move to Galvanising and Enablement. When you honor the natural sequence of the six types, the clash disappears because both people get to work in their genius without stepping on each other.

12. Working Genius shows you why feedback does not land

You give someone feedback about their performance. They nod, agree, and then nothing changes. Myers-Briggs might suggest the person is a perceiving type who resists structure, or a feeling type who took the feedback personally. Working Genius shows you the feedback was about a task in their frustration zone.

Telling someone with frustration in Tenacity to be more detail-oriented is not helpful. They are not failing because they do not understand the expectation. They are failing because the work drains them and they will never sustain it long-term. The feedback they need is not "try harder." The feedback they need is "this role does not match your genius, let us redesign it."

If feedback does not produce change, check whether you are asking someone to excel in their frustration zone. You cannot coach someone into loving work they are wired to hate.

13. Working Genius reduces passive-aggressive behavior

Passive aggression often shows up when someone is stuck doing work that drains them but feels unable to say so. The person with genius in Wonder who is stuck managing spreadsheets. The person with genius in Tenacity who is forced to attend endless brainstorming sessions. They do the work, but they do it with resentment, and the resentment leaks out in subtle ways.

Myers-Briggs explains the behavior as a personality quirk. Working Genius explains it as someone who is chronically misaligned with their role. The fix is not conflict resolution training. The fix is getting them back into their genius.

14. Working Genius helps you stop over-relying on your strongest people

Every team has someone who can do anything. They are good at generating ideas, evaluating risks, rallying people, managing timelines, and finishing projects. Myers-Briggs might identify them as a high-functioning extroverted thinker or a versatile perceiving type. Working Genius shows you they are burning themselves out by covering for the gaps in the rest of the team.

Just because someone is competent in all six types does not mean they have genius in all six. They are likely strong in two types, competent in two others, and forcing themselves through the final two because nobody else will. Over time, this breaks them. They leave, and the team falls apart because one person was holding the whole thing together.

If one person is doing everything, you do not have a high performer. You have a team design problem. Build the team so every type of work has at least two people with genius in that area. Then your strongest person can focus on their actual genius instead of compensating for everyone else.

15. Working Genius shows you which conflicts are worth resolving and which are structural

Two people on your leadership team cannot agree on how to move forward. Myers-Briggs frames this as a personality conflict that needs mediation. Working Genius shows you one person has genius in Wonder and Invention, and the other has genius in Enablement and Tenacity. The first person wants to keep exploring possibilities. The second person wants to lock down the plan and move.

This is not a conflict. This is the natural tension between two necessary phases of work. The team needs both. The question is not how to resolve the disagreement. The question is when to transition from exploration to execution. That is a sequencing decision, not a personality problem.

Not every conflict needs resolution. Some conflicts need better process. When you understand the six types, you stop trying to make people agree and start building structures that let different types of work happen in the right order.

LEADERSHIP DEVELOPMENT AND SUCCESSION PLANNING

Myers-Briggs tells you what kind of leader someone might become. Working Genius tells you what kind of leadership work they will actually enjoy.

16. Working Genius helps you identify future leaders who will not burn out

You are looking at two people for your next senior hire. Both are talented. Both have good track records. Myers-Briggs might tell you one is an ENTJ and the other is an ISFJ, which suggests different leadership styles. Working Genius tells you one has genius in Galvanising and Enablement, and the other has genius in Wonder and Discernment.

The first person will thrive in a role that requires rallying people and coordinating execution. The second will struggle in that role, even if they are technically competent, because the day-to-day work does not align with their genius. If you promote based on competence alone, you will burn out the second person within 18 months.

Promote people into roles that match their genius, not just their competence. Someone can be good at a job and still hate it. That combination produces short tenures and high regret.

17. Working Genius shows you why some people resist leadership opportunities

You offer someone a leadership role and they turn it down. Myers-Briggs might suggest they are introverted and uncomfortable with visibility, or they lack confidence. Working Genius shows you the leadership role requires genius in Galvanising and Enablement, and the person you offered it to has genius in Wonder and Tenacity.

They are not afraid of leadership. They are afraid of doing leadership work that will drain them. If you redesign the role to let them lead through ideation and completion instead of through rallying people and managing logistics, they might say yes. The issue is not whether they can lead. The issue is what kind of leadership work the role actually requires.

18. Working Genius helps you stop promoting people into roles they will hate

The best individual contributor on your team gets promoted to manager. Six months later, they are struggling. Myers-Briggs might suggest they lack the interpersonal skills for management, or they need training in delegation. Working Genius shows you they have genius in Tenacity and Discernment, which made them excellent at finishing projects and catching errors. Management requires genius in Galvanising and Enablement, which is not their wiring.

You promoted them because they were good at their job. But management is a different job with different types of work. Being good at execution does not mean you will be good at coordinating other people's execution. You did not promote a weak performer. You promoted someone into their frustration zone.

Before you promote someone, map the new role to the six types and check whether it matches their genius. If it does not, offer them a different path to growth that keeps them in their zone.

19. Working Genius shows you how to build a succession plan that works

Succession planning usually focuses on who has the right experience or the right personality. Working Genius adds a third filter: who has the right genius for the actual work the role requires. Your current CEO has genius in Wonder and Galvanising. The role requires someone who can generate vision and rally people. Your succession candidate has genius in Discernment and Enablement. They are excellent at evaluating strategy and managing execution. They will struggle in the CEO role because the day-to-day work does not match their wiring.

Succession planning based only on experience or personality produces leaders who are competent but exhausted. Add genius alignment to the criteria and you produce leaders who thrive.

20. Working Genius tells you which development opportunities will land and which will not

You send someone to a leadership development programme. They come back energised and full of ideas. Three months later, nothing has changed. Myers-Briggs might suggest the person is a perceiving type who struggles with implementation. Working Genius shows you the programme taught skills in their frustration zone.

If someone has frustration in Enablement, teaching them project management tools will not stick. They can learn the tools. They can apply the tools. But they will never love using the tools, and over time they will drift back to their genius. Development works when it builds on existing genius. It fails when it tries to compensate for frustration.

STRATEGIC PLANNING AND EXECUTION

Myers-Briggs tells you how your team prefers to think. Working Genius tells you whether your team can actually execute the plan.

21. Working Genius shows you why strategic plans fail in the execution phase

Your leadership team spends two days offsite building a strategy. The strategy is solid. The priorities are clear. Six months later, nothing has moved. Myers-Briggs might explain this as a team of intuitive types who love ideas but hate details. Working Genius shows you the team is overweighted in Wonder, Invention, and Discernment, and underweighted in Galvanising, Enablement, and Tenacity.

The strategy did not fail because it was bad. It failed because the people who created it are not wired to execute it. You need a different team to activate the strategy than you needed to create it. If the same people who spent two days in Wonder and Invention are now expected to spend six months in Enablement and Tenacity, they will fail. Not because they are lazy. Because they are working outside their genius for an unsustainable period of time.

If your strategic plans consistently fail in execution, check whether the team doing the planning has the genius to do the activating. If they do not, bring in different people for the execution phase. The practical steps to take after a Working Genius session cover exactly how to translate the profile results into execution decisions.

22. Working Genius helps you sequence strategic initiatives so they actually get finished

You have five strategic priorities. Your leadership team tries to work on all five at once. Nothing finishes. Myers-Briggs might suggest the team has too many perceiving types who resist closure. Working Genius shows you the team is running all five projects through Wonder and Invention simultaneously, then getting stuck when it is time to move to Discernment and Enablement.

Projects do not fail because teams lack focus. Projects fail because teams do not sequence work through the six types in order. If you try to do Wonder and Invention on five projects at the same time, you will generate ideas faster than you can evaluate or execute them. The backlog grows. The team feels overwhelmed. Nothing ships.

Try this instead. Take one project through all six types before starting the next. Let the Wonder and Invention people work on Project One. Once it moves to Discernment, let them start Project Two. Once Project One moves to Enablement, let them start Project Three. Sequence the work so every project moves through the phases, and every person spends most of their time in their genius without getting stuck on a single project for six months.

23. Working Genius reveals why some teams are great at strategy but terrible at tactics

Your leadership team generates brilliant ideas. The vision is clear. The strategy is compelling. But when it comes time to build the implementation plan, the energy dies. Myers-Briggs might frame this as a team of big-picture thinkers who need to hire detail-oriented people. Working Genius shows you the team has genius in Wonder and Invention but frustration in Enablement.

Strategy work lives in Wonder and Invention. Tactical work lives in Enablement and Tenacity. If everyone on your senior team loves strategy and hates tactics, you will never close the gap between vision and execution. You need people at the leadership level who have genius in Enablement. Not as support staff. As core decision-makers.

If your strategy sessions feel energising and your planning sessions feel exhausting, your leadership team is missing genius in the activation phases.

24. Working Genius shows you when to stop planning and start doing

Your team has been planning a project for three months. You keep refining the approach. You keep evaluating risks. You keep adjusting the timeline. Nothing launches. Myers-Briggs might suggest the team has too many judging types who crave perfection. Working Genius shows you the team has too much genius in Discernment and not enough in Galvanising and Enablement.

Discernment is necessary. It prevents bad ideas from consuming resources. But if Discernment dominates for too long, it paralyzes the team. Every idea gets evaluated to death. Every plan gets questioned until the momentum dies. The team needs someone with genius in Galvanising to say "this is good enough, let us go" and someone with genius in Enablement to say "here is what happens next."

If your team cannot stop planning and start doing, add people with genius in the activation phases to the decision-making process.

25. Working Genius tells you whether your leadership team can actually lead

Leadership teams are supposed to set direction, make decisions, and drive execution. But many leadership teams are great at one or two of those things and terrible at the rest. Myers-Briggs might tell you the team has diverse personality types. Working Genius tells you whether the team has functional coverage across the six types of work that leadership actually requires.

Setting direction requires Wonder and Invention. If your leadership team has no genius in these areas, you will never generate new possibilities or challenge the status quo.

Making decisions requires Discernment and Galvanising. If your team has no Discernment, you will approve bad ideas. If your team has no Galvanising, you will make decisions that nobody follows.

Driving execution requires Enablement and Tenacity. If your team has no genius here, your decisions will never turn into action.

A leadership team without coverage across all six types is not really leading. They are doing part of the job and hoping someone else picks up the rest. Map your leadership team against the six types. If you have gaps, fill them. If you cannot fill them at the leadership level, acknowledge the gap and bring in people from the next level down to cover those phases in key projects.

Your leadership team does not need every person to have genius in every type. But the team as a whole needs strength in all six, or you will have chronic blind spots that show up as strategic failure.

Myers-Briggs helps you understand the people on your team. Working Genius helps you build a team that can actually do the work in front of it. One is about self-awareness. The other is about team functionality. Both have value. But when it comes to predicting performance, reducing conflict, and building teams that execute without friction, Working Genius gives you the precision Myers-Briggs cannot.

Your next step is to map your own team against the six types. Identify where you have strength and where you have gaps. Then start making hiring, role design, and responsibility decisions based on genius alignment instead of personality fit. The teams that do this consistently outperform the teams that do not, and they do it without burning people out in the process.

If you need help facilitating this conversation with your leadership team, reach out at jonno@consultclarity.org.