Defining your unique value as a Generalist.
According to articles on hiring trends, unicorn employees (and purple squirrels) exist yet, like its mythical namesake, are both uniquely suited to the job and almost impossible to find. While unicorns are unique because they are rare; Generalists, though not rare each get the job done in their unique way.
So what is a unique Generalist?
First a definition. Generalists exist in every organization. They are the people who see opportunities, fill gaps, and bridge divides. They are the go-tos for solving a general problem or meeting an undefined need. Described as team players, versatile, ready and able to help, they frequently both organize and catalyze needed action, especially within ambiguous and changing context. And while they share these key qualities, generalists are not all the same.
Understanding their unique value proposition is perhaps the toughest challenge for a Generalist.
Many of my coaching clients are Generalists who are frustrated by feeling like a catch-all colleague rather than a valued player. They know their strengths, are confident in their abilities; able to point to successes and lessons learned. Yet, crucially, they are often stumped when it comes to articulating the ways in which they uniquely contribute to impact.
Are you a Generalist who thinks they are a unicorn? Here are three exercises to help you clarify what makes a generalist special.
Know your specific (generalist) talents. As a certified Gallup-Certified Strengths Coach, I use the CliftonStrengths assessment to help clients identify and explore their talents in action. Understanding one’s unique combination of talents and skills is a powerful way to unlock the specific ways in which a generalist is unique. You don’t need to take the assessment (though truly a treasure trove of information) to get started on identifying unique talents. Here are some initial questions to help clarify what makes your brand of Generalist special:
Ask 3-5 colleagues to give you 3-5 adjectives to describe you and your work? What kinds of inherent talents are consistently identified?
What are your specific skills (acquired)?
How do your particular talents explain your successes?
When do you find flow? Describe the conditions and experience? What does this tell you about how you best work?
Know the work environments you thrive in. Generalists commonly thrive when their workplace has evolving needs and problems they can uniquely address and solve. And while Generalists take a broad view, individually their talents suit different kinds of work environments and roles. Ask:
What kind of environment do you thrive in?
What stage of a project do you contribute to the most?
What kinds of roles have you been particularly successful at?
What kinds of roles do you like to partner with?
What are the kinds of responsibilities you currently have; how are these recognised?
Put it together; your Value proposition. This is the hardest and most necessary step: individualizing the role of a generalist. Once specific talents are understood in relation to success and the kinds of environments and opportunities in which a Generalist thrives, it becomes much easier to state and communicate value. The following exercise, one I use with clients, helps generate the kind of “I” statements that can be adapted to a value proposition. Try filling in the blanks below:
When I use my talent in ____________ I have success in _______________.
In teams, I am the person who can best: _______________, _______________, and ________________.
I am most successful when I have _________________ and __________________.
Unlike the unicorn, Generalists are not rare but they are essential. Defining your unique qualities as a Generalist allows you to define your value proposition in an organization that, in turn, values your work.
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