The 6 Types of Working Genius is a powerful tool developed by Patrick Lencioni and The Table Group to help individuals and teams understand how they contribute to work most effectively.

It identifies six types of genius - Wonder, Invention, Discernment, Galvanizing, Enablement, and Tenacity - and categorizes them into three key phases of any successful project: Ideation, Activation, and Implementation.

I know what you’re thinking “Not ANOTHER personality test!” I feel your pain. With a minor in psychology and having participated in more leadership programs than I could count, I’ve taken more than my fair share. But while most of these assessments are PERSONALITY based, Working Genius is PRODUCTIVITY based, that is, how you are wired to work. Reviewing my results provided so many “ah-ha” moments and I understood why so many things happened in my career. At CSR we loved Working Genius so much, we’re integrating it into all of our work internally and with clients. And I have become certified as a Working Genius Consultant.In this three-part blog series, I’ll walk through each phase of a project (though it has vast applicability to other aspects of both work and personal life) and explore how Working Genius shows up—and where it can go wrong when key types of genius are missing. I’ll also share real-world examples and personal experiences to bring each phase to life. Let’s start where all great projects begin: the Ideation phase.

If you’ve ever felt pressure to be the one with all the answers, especially in a leadership role, you’re not alone. For years, I carried that weight. As an executive director, my teams often looked to me to generate ideas and offer bold solutions—but truthfully, that work drained me. Only in retrospect after discovering the Working Genius model did I realize why.

My Working Geniuses are Enablement (E) and Discernment (D). I thrive when I’m helping others move forward and using intuition to spot what’s workable. But when it came to Invention (I)—the act of creating new ideas from scratch—it always felt like a chore. That’s because Invention is one of my Frustrations.

And yet, the Ideation phase of any project is essential. It’s where the seeds are planted. But too often, teams skip this phase or try to power through it without the right people in place.

What Is the Ideation Phase?

In the Working Genius model, the ideation phase includes two types of genius: Wonder and Invention.Wonder (W) asks the big questions: Why are we doing this? Is there a better way?Invention (I) responds with fresh ideas and potential solutions.

Together, they ensure that teams are solving the right problems in thoughtful, creative ways. These are the early, exploratory moments in a project—and if skipped, teams risk solving the wrong problem or jumping into action with half-baked, or wrong, ideas.

The Ideation phase is where every meaningful project begins. It's where questions are raised, needs are identified, and initial ideas are born. It’s also where ambiguity and blue-sky thinking dominate—which can make some leaders uncomfortable. But without this early phase, teams risk moving into solutions without truly understanding the problems.

Unfortunately, many organizations underinvest in the Ideation phase. Meetings are too short (or the wrong TYPES of meetings are held - more on that in another installment). Timelines are too tight. They don’t want to have a brainstorming session because they’ve had a bad experience in the past. Leaders want certainty and action, not open-ended questions. This leads to uninspired solutions—or worse, expensive projects built on flawed premises.

My Role in Ideation: Quiet Support, Strategic Guidance

With Wonder as one of my competencies, I often found myself asking the early questions—not jumping to ideas, but encouraging the team to pause and reflect. With Enablement and Discernment as my strengths, I was the person in the room encouraging discussion and validating which ideas were worth pursuing.

When I was leading a team, I unwittingly learned to intentionally surround myself with creative minds—people who loved to invent. I didn’t have to be the idea generator. I just had to foster a space where ideation could happen. I instinctively knew that I needed to complement my Working Geniuses, without having the insights of the assessment at that time.

A Leadership Moment: Stepping Back to Move Forward

At one organization I led, we were overly reliant on a single source of income. We needed to diversify our revenue, but our regular leadership meetings were too crowded with competing priorities to really address it, both at the board and staff levels. I realized we needed to create a separate space (without knowing the words)—dedicated time just for Ideation.

During that session, I intentionally stepped back. Rather than lead the discussion or try to solve the problem myself, I played scribe. I captured ideas on the whiteboard, facilitated the flow of conversation, and encouraged everyone else to take ownership of the creative process. This shift made it clear to the team that they—not I—were the Inventors. And because we framed the meeting as a brainstorming session, we avoided derailing into unrelated topics. By the end, we had a prioritized list of potential revenue streams, ready to move into the next phase: Activation.

Client Spotlight: Reframing the Vision

We worked with a young garden organization on their strategic plan as they were moving into a master planning process. They spoke often about wanting to become a 'botanic garden,' but as we listened, it became clear they were envisioning something more like a park or a nature center.To help them find clarity, we asked strategic questions: How will you generate revenue? What kind of programs do you want to offer? Which spaces will you need to support that work? We also reviewed their mission, vision, and values with them, challenging them to consider which organizational model best aligned with their purpose. These Wonder-driven conversations, paired with Discernment, helped them see that their aspirations and their actual goals weren’t quite in sync.As a result, the master plan conversation came more into focus. It became more honest, more aligned, and ultimately more achievable to meet their mission and strive towards their vision.

The Pressure Leaders Feel (and Why They Should Let It Go)

One of the most liberating ideas I share with clients is this: you don’t have to be the one with all the ideas.Many leaders carry the unspoken burden that they need to be the visionary—the one who sees the future and outlines the path. But if Invention isn’t your Genius, that expectation will drain you. Worse, it might prevent better ideas from surfacing.Your job as a leader might not be to create the ideas. It might be to create the space where the right people can.

Before I ever knew about Working Genius, I instinctively surrounded myself with creative people—those who loved generating ideas. Sometimes I brought them onto staff. Other times, I brought in outside consultants to bring fresh perspectives to the table. Looking back, I now realize I was compensating for my own Working Frustration: Invention. But that wasn’t a weakness. It was a strength to know what I didn’t bring—and to make space for those who did.This is one of the most powerful lessons Working Genius teaches us: you don’t have to be good at everything. You just need to know who to invite into the room. Similarly, understand that your Geniuses don’t change and neither do you Frustrations. So don’t think you have to work at improving your skills in your areas of Frustration as it will just wear you out. Rather to individuals whose Geniuses are necessary and bring them in on the project.

Common Pitfalls in the Ideation Phase

Ideation can easily get derailed. Here are a few missteps I often see:

Jumping straight into execution without asking the right questions
Holding brainstorming sessions without clear focus or facilitation
Relying on the same voices over and over
Forcing participation from those whose Geniuses lie elsewhere
Not having any team members with Wonder or Invention involved at all

When those key voices are missing, the ideas that surface can be safe, stale, or simply unworkable.

Tactics for Stronger Ideation

There’s no one-size-fits-all method for ideation—but there are strategies that work. Here are a few I return to:

Dedicated Ideation Sessions: Make space for creativity by carving out time that’s just for idea generation.
Prompt-Based Brainstorming: Ask strategic questions to push the conversation deeper.
Breakout Groups: Divide the room to ensure everyone has a voice.
Outside Perspectives: Bring in a fresh set of eyes, especially if your team lacks Wonder or Invention.
Post-it Note Power: Hear me out, as we’ve all been through horrible Post-it Note processes. Done right, it can be powerful. Let everyone write ideas privately before sharing publicly—it reduces groupthink and boosts psychological safety.

The key is to design the process so that ideation is intentional, inclusive, and energized.

Let’s Talk About Your Team

Understanding your team’s Working Geniuses can transform how you plan, collaborate, and succeed. If you’re ready to explore how to bring more balance into your Ideation phase—or across your entire workflow—reach out. We’d love to help.

Want to evaluate your team’s Ideation more thoroughly? Download our free worksheet here.

About the Author

Patrick Larkin is a seasoned Nonprofit Consultant with over 25 years of leadership experience across various institutions. With a foundation in public horticulture and museum management, he has served on the board of the American Public Gardens Association and as a Peer Reviewer for the American Alliance of Museums. Patrick honed his skills in fundraising, board development, and strategic planning, continually focusing on aligning organizational missions with public needs.

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Why Great Projects Start with Wonder and Invention