Generalists vs Specialists

“Generalists” with broad interests and experience are seemingly more apt to take risks, try new ideas, and break the china by doing the unthinkable when an organization is on a downward glide slope than so-called “specialists”.

I draw this conclusion from years of observation of leaders at various levels but it has been reinforced by the text, “Range - Why Generalists Triumph in a Specialized World” by David Epstein

Epstein also reinforces my theory that “fit” is a force-multiplier in the leadership of varying organizations, especially as it relates to assuming the leadership of failing organizations.

In his book, Epstein describes the research by Seth Godin concluding that “winners” who reach the apex of their domain (life’s work) have achieved “match quality”, a term that economists use to describe the degree of “fit” between the work someone does and his/her abilities and proclivities (interests and tendencies). Godin writes that “we fail” when we stick to a domain that is not the best “fit” for us.

Of course, self-awareness helps us better understand our “fit”. This reinforces my thinking that reading helps us develop self-awareness and thus, or “fit” for certain kinds of domains or life’s work.