Rebecca Griffith is back on the show.
Rebecca.
Good morning.
Always good to see you with
your ring light now properly attached.
You look great.
We like books.
For a while there,
I wasn't reading as much.
I think it's because I
wasn't traveling as much.
And then since the last time
you were on the show,
which was just like a week or two ago,
I wound up diving into like
three different books.
It's Feast Your Famine with me.
What do you want me to do?
I only finished my romance novel.
I'm not going to lie.
That's all that I have.
I'll get to the romance novels.
I have not yet gotten to the
romance novels.
But do you want to talk about your,
we're just going to talk
about book and what we
learned from it so far.
Mine is a little mind
blowing for me personally.
Tell me.
I want to let you go first though.
Well, no,
you got to go first because I
thought we were talking
about our StrengthsFinder.
Oh, we can do that.
This is related.
Okay, I'm ready.
Okay.
So I am in the middle of listening to
which is a little different
for me as well.
I'm usually a reader,
but I'm listening to the
six types of working genius.
Are you familiar with this book?
No, but apparently I need to be.
It's wild.
Now, of course,
like all these books
promise to be mind changing.
It's going to change your mind.
This one is, I think,
great in its application and simplicity.
So essentially what this guy
figured out was he was
working for an ad agency
and he would do stuff that
you did at an ad agency,
like creative stuff.
And he would thrive and he
was doing great and
everything was blowing up
and he found purpose and he
would go home and be happy.
And then he got promoted, did so well,
he got promoted.
And that's what happens at work.
You get promoted.
Yeah.
And your job changes because
now your job is a boss.
Now your job is other people
not doing the thing.
And he was miserable.
And of course, why would you be miserable?
You got promoted, you got more money,
but that's not what he was good at.
So he keeps going.
He keeps seesawing these things because,
of course,
it wasn't that obvious when he did it.
Now my light is out.
It wasn't that obvious what
was going wrong in the moment.
So he winds up,
his wife is having this
very clear and candid
conversation with him.
And she says,
you know what you're going to have to do,
right?
And he's like, what?
And she's like,
you're going to have to
open on your own agency
because you're going to
need to be the boss of everything.
So then you get to do whatever.
And that worked.
for a while until his staff
was almost like, this guy is an a-hole.
We don't like him.
What's going on?
They literally impromptu
were in a meeting room in
front of a whiteboard and
they came up with the six
types of working genius.
So here's what they are.
They're just, so now keep in mind,
this isn't like StrengthsFinders.
We'll get to StrengthsFinders.
Yeah.
StrengthsFinders was like, there's like,
there's like, there's like, there's like,
there's like,
And then I paid for the one
where it gave me my top five.
And I'll bring mine up and
you'll share yours.
This says there are six
types of working genius.
We all can do all of the
tasks except like a stoplight.
Two are always green.
They give us energy.
Two are like yellow competencies.
We can do them.
They're neither here nor there.
They don't light me up,
but they don't drain me.
And then there's two that drain us.
So this guy realized when he
was like a regular creative
guy at an ad agency,
he was doing greens all day.
And he was bang, bang, bang.
Everything's great.
I'm good at it.
This goes back to Ica guy.
I'm good at it.
The world needs it.
I can get paid doing it.
And I love it.
Yeah.
Bang, bang, bang, bang, bang.
So greens are like Ica guys.
Okay.
Every once in a while, dude,
like some jobs require like
you to do some yellow stuff.
Yeah.
But the idea was he wasn't a
bad person or worker.
He was doing the wrong work for him.
Right.
So that made him kind of an a-hole.
So they were like, well,
then we need to take your red,
your frustration.
So they're called geniuses, competencies,
and frustrations, like a stoplight.
Greens are good, yellows,
and then reds are soul-sucking.
The funny part is...
what I would consider soul-sucking,
a friend might be like, I love that,
right?
Because if you're like Jimmy,
organize a spreadsheet every day,
I'd be like, nope,
rather rub salt in my eyeballs.
Like couldn't do it.
But some people love that.
So the task is neither good nor bad.
It is either a fit or a not fit for you.
So you read the book or
listen to the book and then
you take this test,
which I haven't taken yet,
but I used AI and I'm sort
of taking the test anyway
and found out that I've
kind of got my order
Locked in.
So what I want to do for you,
cause you know me well enough,
I'm going to give you all
six of these things and a
little description.
And then I want you to tell
me which ones you think I am.
My order is all right.
But are you going to do that
for me so that I know?
Yes.
Um, um,
what do you think about the book so far?
And this idea, like what, like, cause you,
you were doing eyebrow
raises and stuff like that.
Well,
so it's funny because I was thinking
about a conversation that I
had with my boss before I
started my business.
And it was like that guy, like, you know,
where he was like,
it's either time to like
move on or do something
else or like get promoted.
And and then the promotion
options for me didn't feel
like it would be a good fit.
And so I actually want to
share that conversation
that I had with him because
it was really helpful.
And he basically said, like I said,
I've been waiting for the
clinical ladder to change.
I just feel like it's changed,
but nothing's changed for me.
Like there's nowhere else for me to go.
For me, exactly.
I'm still here on the clinical ladder.
There's nothing else up here.
And he kind of said, well,
you've been pushing your
face against the top of the
clinical ladder for years.
a real long time.
So your choices are to like, he's like,
every clinical ladder has a ceiling,
like just the way that works.
And there are leadership
positions and there are, you know,
other like research positions,
like there are these options,
or you can go out into the
world and do what you're
doing here on a bigger scale.
And so that was really the
impetus for me to go from
can I make a PT in the
emergency department here outstanding to,
can I put a physical
therapist in every
emergency department in the
United States?
And so do I work clinically
as much as I did before?
No, I am now a per diem therapist.
But that allows me to not
lose those pieces that I
loved about what I was doing,
but not be constrained by
the top of a ladder and not
be pushed into the next step,
which is maybe people management.
And I don't know that that's my strength.
Correct.
It's a different job.
So the best nurse in an
emergency room doesn't mean
she's going to be the next charge nurse,
right?
That's the person in charge of the nurse.
It does not mean that.
It doesn't.
So just the best clinician
or the one who's been there
the longest doesn't mean
they're going to be the
greatest clinic director.
No.
Reverse.
I see academies, associations,
businesses...
You know who they put in
charge of communications
and social media?
The youngest person because
they understand the TikToks.
And I'm like, you're doing it wrong.
You need someone who knows
how to do it and likes
doing it because the likes
doing it part is going to
make them persevere to learn it better.
Yeah.
right and I was having a
conversation with an
occupational therapist the
other day she went to the
big uh aota conference and
she said she was really
excited about the new
president of aota and I'm
really hopeful and we got
into this conversation
about whether the the
president of your
professional association
should be a clinician and
clinicians always feel like
the person leading them
should be a clinician
because they want somebody
to understand what clinicians go through
But to me,
the skill set for leading a
massive organization and
the skill set for being a
clinician are completely different.
Are they both outstanding skill sets?
Yes.
And there might be some crossover.
For sure.
Do you want some?
I want the best match, right?
I want somebody who understands what I do.
But I need somebody who
knows how to run a massive organization.
And I see people complaining
about how much...
People get paid in different
roles and different things.
And why does this person get
paid this much?
And I'm the one seeing the patients.
And I'm like, well,
because the pricing for
this skill set is different
than the pricing for this skill set.
I'm not saying one is better or not.
All right,
so since I got a little bit of a
time crunch.
Yeah, sorry.
I'm going to give you the
definition of each of the
six types of working genius.
And then, so if you want to take notes,
because there's six,
I sort of get lost when we start.
All right, so they are called,
I'll just give you the names first,
then I'll give you the definition.
They are called wonder, discernment,
galvanizing, enablement,
tenacity and invention so
now I'll go through them in
that order and I'll give
you a little now now you
can sit there and you can
check off or be like do a
yes no or maybe because
you're not gonna have to do
like which one are my bests
you're doing green yellow
red genius uh let's see
wonder discernment
galvanizing enablement
tenacity and invention
invention invention
So now I'll give you the
definition of the
description and you can
guess which are two Jimmy's two geniuses,
competencies, frustrations, green,
yellow.
So wonder sensing this
person senses potential or
possibility asking big
questions about what could be better.
Discernment using intuition
and instincts to evaluate
ideas and solutions.
Good judgment.
Galvanizing, rallying, inspiring,
and pushing people into
action around a project or an idea.
Enablement,
providing support and help to
others' ideas and efforts.
This person is ready to assist.
Tenacity,
driving work across the finish line,
committed to completing tasks and goals.
and invention creating original ideas,
solutions,
or plans from scratch loves brainstorming,
which are Jimmy's geniuses, competencies,
frustrations.
What are your guesses?
Okay.
I think your geniuses are
invention and wonder.
Okay.
And I would say your yellows
are discernment and enablement.
Okay.
And your red ones are
tenacity and galvanizing.
I have originally have
galvanizing in yellow.
Good.
That's what I have.
So you would change.
So why did you switch that?
Why did you put galvanizing
in red in frustrations for me?
I'm curious.
Well, because I feel like wonder for sure.
I feel like it's a green one for you.
So here's what I had.
I'll just do it.
So yeah, I have invention and wonder.
well see those two right so
invention originally I was
not going to have in your
greens oh okay to me that
was the definition I was
like oh that's definitely
jimmy so when I heard the
words I was like that's not
jimmy but then when you
said the definition I was
like definitely and then
I originally thought
discernment would be one of
your top ones.
So I guess maybe if I have
to pick like my final
answer is that tenacity and
discernment are your reds
and galvanizing and
enablement for your yellows.
So I had Will, do you know Will Humphries?
Will's a PT at Arizona, similar to me.
And he brought this concept
to me or he's like a third
person to bring this up.
And he's like, Jimmy, you're just like me.
You're an invention galvanizer.
And then as I started taking the test,
I'm like, I can do galvanizing.
Yes.
But I want,
I want to be next to the galvanizer.
like I'm the robin to the
bat to the galvanizer's
batman yeah I could do it
in a pinch but it's not my
it's not the thing I want
to be doing the most amount
of time no because it takes
a lot of energy I'd rather
just run into the burning
building and be like I'm
going instead of hey
everybody let's run into
the burning building I'm
like an invention is your
number one that's like your
faith and then wonder for
sure right so now I'm gonna
guess for you okay I'm
doing this live okay so let
me look at these again so
I'm gonna do that
I know you had to do it live too,
but I'm not good.
I'm not good at discernment.
So I think you,
I think you are good at discernment.
So I would put discernment at the top.
I would put wonder also at the top.
So do discernment and wonder
for you in your greens.
I would do galvanizing and
tenacity in your reds
frustrations leaving in wait,
galvanizing and man,
I think you're a yellow invention.
I think your invention would
be a competency.
And now I've got galvanizing enablement.
Tenacity is on your bottom.
You're like me.
I think.
Yeah.
And I think you would be a
galvanizer in your yellow.
You do it,
but it wouldn't be your primary
because that's a lot of energy,
which means enablement
would be on the bottom.
Am I close?
What is discernment again?
Read that one again.
Discernment is like,
do you ever just someone
who has like really good taste,
you pitch them an idea.
And even if they're not in
your area of expertise, they're like,
hang on, why would that work?
And you're like, well, and they're like,
I don't think it's there.
They're not going to tell
you how to fix it.
That's different,
but they're going to be
able to assess like,
these are the people who
can walk into a room and they're like,
needs a cat, needs a couch, needs a rug,
needs a plant,
but in like any setting in like,
like they're good.
Not you.
No,
I feel like if I had to pick my top two,
it'd be wonder and galvanizing.
Oh, okay.
Cause I like to think I motivate people.
Well,
that's good at like seeing people's
gifts and helping motivate
them towards it.
and um so I would pick
galvanizer and wonder for
my top two and then maybe
discernment and invention
second and then tenacity
and enablement last yeah
tenacity is tough but those
are the people remember
when I did party with a purpose yeah
I, it wasn't on purpose, purpose,
but Karen Hughes from the
Academy of Leadership and Innovation,
we sort of,
I pitched the idea in a Zoom
call and she and I sort of
found each other and she was like,
and in my guess, she's,
I think her number one would be tenacity.
And I feel like the two of
us together have so many good ideas,
but we can't get them over
the finish line.
Correct.
So without Karen,
that event wouldn't have happened,
even though everybody saw
me as the person who put it on,
because I was the loud one.
I was like the one asking the questions.
But without a Karen, without a tenacity,
and she's probably enablement,
without a Karen, that doesn't happen.
It's a really great idea
that sits on the shelf.
Ideas are a dime a dozen,
but you have to be paired.
And so what's the takeaway from all this?
I need a higher tenacity.
Well,
Will has an organization called
Virtual Rockstars where he
is like a matchmaking
service for virtual assistants.
You need to talk to Will.
Because Will is going to
have you take six types of working genius,
and he has everybody that
works who wants to work for him take it,
and he matches the right people.
Because now you have a common language.
You have a common nomenclature,
as the academics would call it.
And you're able to say,
Jimmy doesn't need to hang
out with Will on a regular
basis in a good way.
The problem would be so many
ideas but no execution.
But you get Jimmy and Will
in a room once a month and
we get fifty ideas and then
we give it to a discernment
person and we go,
which are the two that are
most likely to succeed?
Good.
You hand it to a tenacity
enablement person and you're like,
help them execute.
This explains a lot of why
the stuff that I do.
People have been telling me
to launch a course on how
to teach podcasters how to
podcast for years.
I could do it.
I don't have a tenacity or
an enablement person.
Yeah,
I've got a whole book of things that
I want to do.
Right?
But this explains,
but here's the flip side.
The tenacity and enablement
people are sitting around going,
wish I had someone to tee
off on a good idea with.
Now hiring tenacity.
Neither of these,
none of these six are better or worse.
It's just understanding who you are,
what gives you energy.
I could go to a conference
and talk to people all damn day.
I know people who that drains them.
Yeah.
I get it.
Doesn't mean what I do is better.
It's just understanding you
and like Lego bricks,
which ones you should link
up with in different situations.
This is not universal
because if it was a brainstorming sesh,
a tenacity is annoying
because they're like, are we done yet?
And I'm like, dude, I don't, I don't know.
We're going to go far wide and deep.
The discernment people are
really annoying during that too.
But so they're better and
worse in different,
they're just better or
worse in different.
But like,
I need you not in the room while
I'm doing that because I
want to have all the ideas.
I don't want to judge the ideas right now.
And I don't want to have to
explain them yet.
Right.
And then if it's a bad idea,
tell me later.
But right now I need to just
get the idea out there
because maybe the piece of
that idea is going to end
up being the idea.
I call them idea parts.
I'll be like, I have an idea part.
I don't have a fully formed idea.
You bring that in my mind to
a discernment person.
They'll be able to be like, huh?
Yeah,
you're eighty five percent of the way
there.
And then if they have a
little maybe more enablement in them,
they'll be able to go,
what if you did that?
And you're like, damn,
I never would have saw that.
Yes.
We're better when we
understand ourselves and
the people on our team.
This book is wild.
It was eleven dollars on Audible.
I don't get a nickel.
I was going to do the one
you said last week, the Mel Robbins one.
But now I'm going to bump
this one up the list
because this one Mel Robbins is great.
She's great.
I'm still reading it.
And I bought the book.
that is sort of how you
interact with the world.
Mel Robbins' Let Them Theory.
Yeah.
I mean,
I read the first two chapters and
I'm like, get it.
Like,
I'm not saying I can't learn more
from the book,
but I'm pretty sure she's
good at explaining and
she's going to re-explain
the same concept two more times.
I'm listening to Six Types
of Working Genius and I'm like, hot damn.
They've also,
now they've switched their business.
They are,
the guy who invented this is still,
I think, an ad agency,
but half of their business
is going into giant corporations,
teaching this and doing workshops.
He made his own job.
Yeah,
I'm even just thinking about like
medical teams and how this
would be really helpful too.
Because how are medical teams usually,
what's the hierarchy?
Gosh.
Degrees, number of years in service,
right?
Whatever,
like none of those are working genius.
How long you're there?
I mean, get it, like seniority.
What certification you have.
What certifications, what degrees,
what your specialty is.
But what if the invention
guy is the janitor?
And I'm not knocking janitors,
but I'm just saying we
would discount that
person's idea based on their status,
their perceived status using air quotes.
Okay.
Wild, right?
Yeah.
So I have to go to a meeting
in three minutes.
Yeah.
but I wanted to share this with you.
I was listening to this book going,
Rebecca needs this.
Cause you and I are wonder
invention sort of people-y
and you've come to me.
I think I can help other
people with their ideas and
executions a lot easier than myself,
but that's sort of a
universal truth anyway.
But I can see you, you're like,
I want to write a book.
I'm like, hell yeah.
My first instinct is you
need someone else to write
the book with you.
You're the,
here's someone put it in this context.
Wonder invention people, galvanizers,
we're the wow people.
But we need to help people.
Yes.
So I've been called a
visionary without a plan.
And I will own that.
Own it.
I will own that.
But it's a great vision.
So if you're the person who
can make the plan, like, you know,
I'm open to that.
Please.
This is if you want to go fast, go alone.
If you want to go far, go together.
Is that right?
Yeah.
Fast, alone, far together.
Parting shots for today.
This is a truncated episode
live stream because I have
a meeting to go to.
It should be my lunch,
but I'm doing a meeting.
But what would you leave with everybody?
Parting shot today.
I think my parting shot is
just accept who you are and
go forward into where your
strengths are instead of
trying to force yourself to
be good at something that
you're not and something
that doesn't serve you or
others and something that
you don't enjoy and partner
with the right people.
I love hanging out with you
because we are fun and we
do fun things together.
We're not going to write a book together.
We're not going to run a company together.
We shouldn't.
No.
We shouldn't.
I would say the...
Success you're seeking is
hiding in the work you're not doing.
And sometimes, a lot of times,
and I'm speaking from myself, it's me.
Hi, I'm the problem.
It's me.
Sometimes you are the
limiting factor in that.
So get out of your own way.
And sometimes it's
understanding what you're great at,
what you're not so great at,
and then hiring or
partnering for the things
you're not great at.
Or in this case of Working Genius,
the things that you might, you can do,
I can do a tenacity task.
I've run the Ironman.
Same.
I can do it,
but some tenacity tasks suck
the life out of me.
I'm just not going to finish them.
Yeah.
So, all right.
That's my parting shot for today.
We'll be back next week with
longer to dive in with Rebecca Griffith,
the EDDPT.