Introduction: Great Teams Are Built, Not Found

I recently read a great book called The Six Types of Working Genius by Patrick Lencioni. It caused me to reflect on some strategies we can implement to recruit, train, and retain the most talented individuals within our fields or organizations. I set the foundation for this topic in an article I published in the Marine Corps Gazette titled Recruit, Train, Retain. I will build upon the concepts discussed in that article through Patrick Lencioni’s principles. Here’s the fundamental truth: High-performing teams don’t just happen—they are built with intention. 

Leaders who successfully recruit, train, and retain top talent understand that assembling the right people isn’t just about filling roles; it’s about identifying strengths, fostering collaboration, and ensuring long-term success. Patrick Lencioni’s Six Types of Working Genius enhances this process by examining how our diverse skills and perspectives contribute to organizational success. Most conversations about workplace diversity focus on visible traits. But what if the real key to team success lies in something more profound—our natural gifts? 

Leaders can structure their teams for maximum efficiency, engagement, and retention by understanding and leveraging these six areas of natural ability. When applied to the Recruit, Train, Retain model, this approach ensures that leaders don’t just bring in the best talent—they cultivate an environment where people thrive.

I will provide two definitions below. The first is from Patrick Lencioni (https://www.workinggenius.com/), and the second is my definition of applying these concepts under the Recruit, Train, Retain (RTR) construct. 

Applying the Six Types of Working Genius to Recruiting, Training, and Retaining Talent

The Genius of Wonder

The natural gift of pondering the possibility of more significant potential and opportunity in a given situation.

RTR Definition: Identifying the need for the right team.

Before recruiting anyone, leaders must ask: What’s missing? What problem are we trying to solve? Wonder is the ability to recognize gaps and opportunities. Without it, teams risk hiring reactively instead of strategically.

Application. Use a “big picture” approach before hiring. What’s the long-term vision? Avoid filling positions to meet quotas—ensure each role addresses a real need. In training, create a culture where team members are encouraged to ask, “What could be better?”

Reflection. Many outstanding leadership moments begin with asking the right questions. Whether restructuring a team, launching an initiative, or addressing a challenge, leaders who embrace wonder avoid stagnation.

The Genius of Invention

The natural gift of creating original and novel ideas and solutions.

RTR Definition: Creating innovative solutions to attract and train talent.

Once the need is clear, invention takes over. As I said in Recruit, Train, Retain, recruiting the right talent begins with “recruiting the right recruiter” who understands the market, the skills required for and demands of the role, and the organization’s culture. The training and retention plan would then be tailored to support individual growth within the organization. This genius is about designing creative solutions—recruiting top talent, refining training methods, or developing new ways to engage employees.

Application. Consider innovative ways to attract and assess candidates beyond traditional hiring methods. Training should be adaptable, interactive, and designed to equip individuals for real-world challenges. Leaders should empower their teams to think outside the box and refine processes.

Reflection. Some of the most effective leadership strategies challenge conventional wisdom. In my upcoming book, Lead Last, I explore counterintuitive approaches such as the “Close-Door Policy,” which reminds us that innovation often means rethinking established norms.

The Genius of Discernment

The natural gift of intuitively and instinctively evaluating ideas and situations.

RTR Definition: Selecting the right people and processes. 

Don’t get distracted by chasing the “new” or “trendy”; instead, focus on match quality–ensuring individual and organizational goals align–and implementing streamlined business processes that support the bottom line. José Raúl Capablanca said, “In order to improve your game, you must study the endgame before everything else.” In other words, understand where the organization is going before deciding which people and processes will get it there. Discernment allows us to evaluate ideas, strategies, and people with good judgment. Leaders who excel here don’t just gather information—they understand the information they gather in context to apply their wisdom of what will work.

Application. In recruiting, discernment helps leaders make informed hiring decisions rather than relying solely on resumes. It ensures that development programs are tailored to the team’s training needs. Leaders should trust their instincts while balancing them with data and feedback.

Reflection. Some of the most demanding leadership decisions involve judgment calls. Whether choosing the right hire or adjusting a team’s approach, discernment is key to long-term success.

The Genius of Galvanizing

The natural gift of rallying, inspiring, and organizing others to take action.

RTR Definition: Motivating and mobilizing individuals to build a cohesive team.

Recruiting the right people is only half the battle—leaders must inspire and energize them. Artificial intelligence can easily match an individual’s skills to a job description, but it takes an emotionally intelligent leader to ensure an individual’s intangible qualities fit within the organizational culture. Individuals who fit within a culture will likely thrive in the long run. Galvanizing is about cultivating an environment where individuals can thrive and rallying those individuals toward a shared vision, keeping morale high, and ensuring engagement.

Application. Create an onboarding experience that excites new hires and makes them feel part of something bigger. Training should be more than a checklist—it should ignite passion and a sense of purpose. Leaders should be the chief encouragers, setting the tone for enthusiasm and buy-in.

Reflection. In moments of uncertainty or transition, a leader’s ability to galvanize can make the difference between success and stagnation. Teams thrive when they believe in the mission and feel empowered to contribute.

The Genius of Enablement

The natural gift of providing encouragement and assistance for an idea or project.

RTR Definition: Providing the right resources and support.

Enablement is about equipping people to successfully accomplish the mission. People are an organization’s most valuable resource, so enablement involves finding the right people before equipping them with tools, training, and support. That’s why enablement begins with recruiting people who align with the culture. It ensures that personal values align with organizational values and that individuals are willing to dedicate their lives to the mission and work cohesively with the team.  Accordingly, retaining the right people requires a continuous assessment from the organization and the individual’s ongoing obsession with the mission and the team. In his book Zero to One, Peter Thiel explains this concept—combining a compelling mission and the right people creates a thriving work environment. A leader who excels in enablement matches the right people to the environment and ensures their team has the right tools, training, and support to carry out their work effectively.

Application. Retention hinges on how connected employees are to the mission and how supported they feel. Invest in mentorship and professional development. Training shouldn’t stop after onboarding; continuous learning should be part of the culture. Leaders should remove obstacles that hinder progress, making it easier for their teams to perform.

Reflection. Many organizations lose great talent not because of a lack of skill but because of a lack of support. Leaders must ensure their people have what they need to excel.

The Genius of Tenacity

The natural gift of pushing projects or tasks to completion to achieve results.

RTR Definition: Ensuring follow-through, retention, and long-term success.

The best teams don’t just start strong—they finish strong. Leaders should prioritize sustained success over “quick” wins. Tenacity is the ability to push projects across the finish line, ensuring that good ideas turn into real impact. Tenacity puts “meat on the bones” by detailing executable steps for general (sometimes lofty) goals that create lasting impact. Leaders with the genius of tenacity ensure the organization’s people and processes (system) are implementing habits that consistently recruit, train, and retain individuals who ensure the longevity of success.

Application. Leaders should instill a culture of perseverance, where challenges are seen as opportunities rather than roadblocks. Training should include lessons on resilience, accountability, and long-term thinking. Retaining top talent means creating an environment where people see their work making a difference.

Reflection. The most successful teams aren’t necessarily the most talented—they are the ones that refuse to quit. When leaders model tenacity, they inspire their teams to keep pushing forward.

Conclusion: Building Teams That Last

Recruiting, training, and retaining top talent isn’t about luck—it’s about understanding people and structuring teams effectively. By integrating The Six Types of Working Genius into leadership strategies, organizations can create environments where individuals perform well and feel valued and fulfilled. Teams thrive when we leverage different working geniuses, not force people into roles that don’t fit.

As leaders, the challenge isn’t just to assemble a team but to build one that thrives. We can cultivate high-performing teams that leave a lasting impact by applying wonder, invention, discernment, galvanizing, enablement, and tenacity. While this article provides a concise overview, it’s important to acknowledge that implementing this model can present challenges, such as addressing gaps in specific geniuses or managing overlaps within teams. Furthermore, exploring the interconnectedness of these geniuses and establishing quantifiable metrics for success are crucial for a comprehensive approach.

For a deeper dive into these nuances and a more thorough understanding of the Working Genius model, I highly recommend reading Patrick Lencioni’s The Six Types of Working Genius, which delves into these complexities and provides valuable insights for maximizing team performance.

Call to Action:

1. Reflect on your leadership—where are your strengths and gaps in these six areas?
2. Are you tapping into your team members’ true strengths? Or are you unintentionally forcing them into roles that drain them?
3. Using this framework, identify one way to improve your recruiting, training, or retention strategies.