What Everybody Gets Wrong About Generalists And How To Harness Their Superpowers

Summary

In this article, you will learn:

• The most common challenges generalists face

• Their biggest strengths and competitive advantages

• The power of T-shaped expertise

• Advice for Generalists (and their Managers)

Reading time: 6 minutes 42 seconds.

One of the most commonly used classifications for professionals is the dichotomy of generalist and specialist.

Between the two, specialists are more straightforward and often more highly valued.

This makes sense: Specialists are easy to identify, possess in-depth expertise, work fast, and have tremendous confidence in their domain. They are usually clear about what they do and why they do it, reliably delivering value with skilled execution.

Meanwhile, generalists are often undervalued. They are typically framed in relative contrast to the much-loved specialists.

A problem manifests with the term itself. “Generalist” suggests a lack of expertise and focus, while “specialists” are, well, special.

It’s a terrible term with only one thing going for it: it’s concise.

The Most Common Challenges

For leaders and managers, understanding the mindset of generalists is critical to supporting them and creating the conditions for their success. Let’s run through their 3 top challenges:

Challenge #1: They may feel underappreciated.

Generalists may feel underappreciated because their breadth of skills and knowledge needs to be recognized and valued in a society that often rewards specialization and narrow expertise.

The diverse nature of a generalist's work can make it challenging for others to fully understand and appreciate the depth of their contributions, resulting in a sense of being undervalued or underestimated.

Challenge #2: They may struggle to know themselves.

A generalist's broad range of interests and skills can sometimes make it difficult to fully understand their identity and define their true passion or purpose, leading to internal disconnection or confusion.

The constant exploration and pursuit of different domains can lead to a lack of self-awareness and a deeper understanding of their strengths and weaknesses, making it harder for generalists to navigate their professional and personal journeys.

Challenge #3: They may worry about relevance.

Generalists may have concerns about their relevance in a world that often values specialization and depth of knowledge in specific areas, fearing that their breadth of skills may be less valued or sought after.

They may need help finding opportunities that align with their diverse skill set, fearing that their multidisciplinary background may limit their options or make it harder to find a niche where they can thrive and make a significant impact.

Their Biggest Strengths

While their challenges are genuine and, for some, quite serious, generalists also have strengths that help them persevere and flourish.

Strength #1: Curiosity.

It fuels a generalist's quest for knowledge. Curiosity is primarily to blame for pulling them into diverse topics and preventing them from spending too much time on any single one.

It’s one of the most important attributes I look for in innovators (especially considering the fuzzy front end of the innovation process).

Strength #2 Openness.

An open-minded generalist embraces diverse viewpoints, cultures, and ideas. This natural openness exposes them to many topic areas and opportunities.

Openness expands horizons, changes opinions, and drives collaboration when paired.

Strength #3: Growth-mindedness.

The combination of curiosity and openness leads to a powerful growth mindset.

They see challenges as opportunities to develop and setbacks as chances to learn. They are resilient and always striving to be better.

Competitive Advantages

The most robust challenge to the conventional wisdom about specialists versus generalists can be found in the book Range: Why Generalists Triumph in a Specialized World by David Epstein.

Epstein argues that generalists, who are naturally curious and enjoy diversity, should not be insecure. He believes they can use these qualities to their advantage in a competitive world. In the book, he emphasizes these key superpowers:

• Generalists connect dots. People who have a broad range of knowledge and experience are better able to solve problems and make creative connections than specialists who have deep knowledge in a narrow field.

• Generalists build learning muscles. The more you learn about different topics from different sources and in different styles, the stronger your learning muscles become. This makes it easier to understand and apply new ideas.

• Generalists are more open to change. The world constantly changes, so adapting our knowledge and abilities to new situations is important. Generalists are great at absorbing new information and developing new skills, which will benefit them in a rapidly changing world.

Epstein concludes that many people are wrong about generalists. While specialists have particular focus and expertise, their counterparts have amazing advantages:

Generalists are more creative. They can see problems from multiple perspectives and come up with new solutions.

Generalists are more agile. They can adapt to change more easily and are less likely to be blindsided by unexpected events.

Generalists are more successful in the long run. They are more likely to have fulfilling careers and make a positive impact on the world.

Finding the Best of Both Worlds

By considering generalists and specialists as poles on a spectrum, we can hunt for the right blend of their strengths.

T-shaped people, also known as T-shaped professionals, possess a combination of deep expertise in a specific field (the vertical stroke of the "T") and a broad understanding of various disciplines and skills (the horizontal stroke of the "T").

This metaphorical shape represents individuals with specialized knowledge and the ability to collaborate and adapt across different domains. T-shaped people are highly valuable for several reasons:

Cross-functional Collaboration: T-shaped people are good at working with others from different backgrounds. They understand many different subjects, which helps them connect with people and communicate effectively. They can also work well on interdisciplinary projects and find common ground with team members.

Innovation and Problem-Solving: T-shaped professionals bring a unique perspective to problem-solving. Their broad knowledge enables them to connect ideas, draw insights from different fields, and apply diverse approaches to finding innovative solutions. They are often adept at thinking creatively, as they can integrate ideas from different domains into their work.

Leadership and Integration: T-shaped individuals often excel in leadership roles. Their ability to understand different perspectives, connect dots across domains, and facilitate collaboration makes them effective leaders who can drive interdisciplinary initiatives. They can integrate specialized knowledge from different fields into cohesive strategies and decision-making processes.

Advice for Generalists (and their Managers)

If you are a generalist (or manage one), consider the following ideas to better harness natural gifts and preferences:

1. Focus on the diversity of your interests and knowledge as an asset, not a liability. The strengths and preferences of generalists make them valuable contributors in roles that demand versatility, interdisciplinary thinking, and the ability to connect the dots across different domains.
   
   Look for roles and teams that value your innate strengths. There are more out there than you may realize.
   
   And if you’re a manager, think of roles and responsibilities that benefit your generalist’s innate strengths and empower them to contribute in an authentic way.
   
   

2. Think of yourself as an evolving prototype. Life is long, so it is okay to choose a path. It doesn’t have to be forever. You can change your mind at any time.
   
   If you see your life as a constantly evolving prototype, you will never be finished. You are always iterating, learning, and growing. In this way, some of the most important values of a generalist can be expressed through the behaviors of a specialist. The only real change here is the time horizon.
   
   For managers, create pathways for generalists to explore and immerse in focus areas without locking them in for the long term. Rotation programs and strategic partnerships can be great here.

   
   

3. Find your T. Expanding on the point above, over time, you might develop your own T-shaped expertise. If you're unsure where to focus, spend more time reflecting on yourself. What is it that you truly love and keep coming back to? Consider this to be your major. Now, support it with a set of minors that feed your desire for variety while supporting your primary interests.
   
   As a manager, you can encourage collaboration and interdisciplinary projects to leverage the diverse skills of T-shaped individuals. Crucially, recognize and value their unique contributions. Provide opportunities for skill development and communicate the impact of T-shaped thinking on problem-solving, innovation, and adaptability within the organization.

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