Ep 273 – Finding Your Working Genius | Patrick Lencioni, The Table Group

1. Burnout isn’t about hours — it’s about misalignment

Pat made a compelling case: burnout doesn’t come from working too much. It comes from spending too much time doing work that drains you. The Working Genius framework identifies six types of work (Wonder, Invention, Discernment, Galvanizing, Enablement, Tenacity) — and the real key is knowing which ones energize you.

“Burnout is not about working too hard. It's about doing the kind of work that drains you versus the kind that feeds you.”

He shared a personal example: his first job out of college was considered prestigious, but it focused on exactly the kinds of work that were least suited to him. He didn’t fail because he wasn’t smart. He failed because he was in the wrong seat.

2. Don’t over-develop your weaknesses

We’re taught to improve the things we’re not good at. Pat says: be careful. If you become great at work you dislike, you’ll just get asked to do more of it.

“The worst thing you can do is get good at the things you hate. Because then people will ask you to do them more.”

That doesn’t mean you ignore your weaknesses. But if you’re a leader, your job is to find complementary strengths around you. You still own the outcomes — but you don’t have to be the one executing every piece.

3. Job titles are irrelevant. Focus on the work.

When hiring, stop looking at resumes and start looking at the actual work that needs to get done. A title like "Head of Marketing" can mean 10 different things. Get specific:

• Is this role about new ideas?
• Is it about motivating the team?
• Is it about execution?

“Don’t ask: have they done the job before? Ask: do they want to do the work we need?”

Pat emphasized that The Working Genius is a practical lens for hiring, reorganizing teams, and even redefining what a role actually is.​

4. Vulnerability is your leadership advantage

Too many leaders try to act like they have all six Geniuses. They pretend to be well-rounded, instead of owning their gaps and leaning on others. Pat argues that the fastest way to build trust is to drop the act and get honest.

“Tell your team what you’re bad at. They already know. When you own it, it gives everyone permission to do the same.”

He shared how his own team jokingly points out the areas where he struggles. But because there’s trust, those moments build connection instead of shame.

5. HR teams can use Working Genius to build healthier orgs

If you lead a People team, Working Genius gives you a concrete way to:

• Map your team's natural strengths and gaps
• Hire for energy, not just experience
• Prevent burnout by redistributing work

And because the assessment is built around what brings people joy, it creates a shared language for coaching and development. As Pat put it:

“The elimination of unnecessary guilt and judgment is probably the most powerful thing.”

6. In an AI world, human work still matters

Pat isn’t anti-technology. But he’s deeply concerned about companies replacing human work just because they can. Dignity, contribution, and human connection matter. Leaders need to remember that as they navigate AI adoption.

“Just because you can replace people doesn’t mean you should. Work gives people dignity. We can’t lose that.”

He encouraged companies to think beyond margins — and prioritize people when making tech decisions.

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