Generalists are often described at being “good at everything, expert at nothing.”
But is this really true? Do generalists lack expertise?
By Siobhán O'Riordan - July 2022
No. Of course not.
A generalist’s expertise is intentionally broad; they excel at understanding an organization as a whole entity, identifying and filling gaps, and seizing opportunities to catalyze and champion new projects. Generalists are both interested in figuring out complex problems and finding ways in which they can seed solutions and help the team meet the resulting challenges.
Like the quarterback, general contractor, or sous chef, the generalist brings big picture expertise and the ability to quickly identify, fill and minimize gaps. We see the value of generalists all around us: a quarterback scans the field to find the open man, then throws or runs the ball so the kicker – an expert and specialist – is in for the next play. A contractor orchestrates specialists – plumbers, electricians and cabinet makers– to build a home; a complex process and important product. The sous chef backs up the head chef, adapting to the rapid and unexpected challenges of dinner service, ensuring the perfect presentation of appetizers, entrees and desserts, each created by a different (specialist) line or pastry chef. In an organization, the generalist does the same, creating functioning conditions for specialists to emerge.
While specialists share a relentless, and often increasingly narrow, focus of expertise, generalists share these three common attributes:
Generalists love complexity and change. Generalists are energized by solving problems and by change itself. Indeed generalists often thrive on change as an invitation to get curious, curate and collaborate on possible solutions. Experienced generalists often provide the calm in the storm of change, making sense of what is chaotic and unpredictable by finding ways to pilot and practice new ways of doing work.
Generalists thrive on connections. Generalists intuitively understand not only where connections exist, but perhaps more saliently, where they are missing. In addition to their ability to see the whole picture –the field, the strategy, the system, the process– they typically see where gaps exist and ways to connect people and resources to fill those gaps. At their best, generalists thrive across departments, finding ways to de-silo, solve problems and connect colleagues with solutions for shared success.
Generalists are curious curators. Generalists want to learn more, know more, and continuously find new or additional ways to solve problems, provide solutions. They ask what can be done now and curate information and resources to test possible solutions sooner rather than later. Whereas a specialist may bring a precise solution, generalists are, at their best, able to ask the right questions, test new ideas and pilot solutions in support of goals and the organization as a whole.
The dilemma of the generalist is not about expertise but about understanding value and purpose.
So if you are a generalist, or thinking of hiring one, here are a few questions to consider:
Where, when looking across a department or organization, have you identified and been able to focus on a need and a help provide a solution?
What are the very specific ways your abilities as a generalist have impacted an operation?
How are you different from other generalists in your organization?
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