Why we need Neo-Generalists

Thought-Starter:

I am large, I contain multitudes.

-       Walt Whitman, Song of Myself

Context:

Rarely, do you come across a book that seems to reflect back to you who you are and who you’ve been all along.  For me, The Neo-Generalist: Where You Go Is Who You Are by Kenneth Mikkelsen and Richard Martin is one of those books.

Rather than stick to one industry or role, I’ve chosen a more circuitous career map that has allowed me to work with some of the best in respective industries and, also found me feeling like I’m starting all over more than once.

In the book, Martin and Mikkelsen say, “the neo-generalist defies easy classification. They are tricksters who traverse multiple domains, living between categories and labels. Encompassing rather than rejecting, the neo-generalist is both specialist and generalist. A restless multi-disciplinarian who is forever learning. They bring together diverse people, synthesizing ideas and practice, addressing the big issues that confront us in order to shape a better future.”

Oh yes, they are often given a title and put in a certain department, but the pyramid nature of most corporate settings limits their power and contributions rather than amplifies it.  They are curious people by nature always looking for the connections in the big picture.  Excited by finding new and creative ways to strategize and execute big ideas.  Ideas that might feel risky to many, but are supported by disparate facts and a deep sense of intuition.

Potentially, we are all neo-generalists. If only we allow ourselves to be. Unfortunately, most of us have been labeled from very early on — forced to choose one thing over the other — and it takes a lot of self-confidence to resist.

So how does this apply in the business world?

As AI and automation continue to evolve, certain highly specialized roles will become obsolete.  On the positive side, a number of efficiencies will be created especially those that utilize a more linear process. On the negative side….

What any business, and leader is going to need are more people who can see across the organization in a horizontal rather than a vertical manner.  They will need people who can identify the opportunities at hand by connecting and synthesizing processes and communications.  They will need people more well-versed in additional areas besides their specialty.  They’ll need more neo-generalists.

Prophetic & Insightful Teachers:

If you’re a leader and feel you’ve assembled a strong team around you I encourage you to take a moment and consider.  Of the people I have, are any a neo-generalist?  If so, am I fully maximizing the contributions they can bring to our enterprise with their ability to see and hold multiple perspectives?

As Mikkelsen notes in the book “A person can be physically present, apparently part of an organization, a community or culture. In reality, however, they feel far away, alienated, outsiders, temporary visitors.”

And further,“Through living in multiple worlds the neo-generalist fulfils the trickster role, connecting, cross-pollinating, disrupting, guiding. They bring the concept of the portfolio person into the twenty-first century.”

The Invisible Obvious:

I guess what I’m trying to say here is, I’ve worked in many industries, in many roles, in many cities and having been a neo-generalist have often felt excluded rather than included.  I’ve been told to stay in my own lane and remain committed to the linear goals of my department.

I’ve also had roles where I’ve led teams and departments and we have proactively worked across the organization to wild success.  It really does depend on the situation, timing and most importantly the openness of leadership.

Being curious about connections does not have to be perceived as a threat.  In fact, it should be welcomed whenever relevant.  And, I realize this is not everyone’s strength or interest in their professional lives.  Many are very satisfied being specialists and compensated for their deep abilities.

Can we pause for a moment?

We need both types of contributors in a healthy organization, but admittingly, managing and maximizing a neo-generalist can take more consciousness.  And this cross-specialty type is qualified by experience, not just curiosity or desire.  Generational work styles need to be considered here.

The world of work is transforming before our eyes with remote/hybrid work situations, understanding what everyone is actually working on and who they’re working with. We’re going to need our teams to bring more of a strategic overview and multi-perspectives than ever before. 

We can keep trying to find only specialists for micro-focused roles. 

Or, or we can welcome the idea of a less linear staff mindset that leads to greater discovery, collaboration, and nimbleness.

More on those later…

The learn more about my work around awareness, integration and accountability visit invisibleobvious.io.