Coaching practices for The 6 Types of Working Genius Patrick Lencioni During Conflict

Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For The 6 Types of Working Genius Patrick Lencioni During Conflict, these are the strongest matches in the current practice library.

Does this sound like the set of challenges you might be facing?

• I keep dragging the big-picture dreamers into the tedious finishing work and asking my finishers to brainstorm wild ideas, and everyone’s miserable and the handoffs are a mess
• There’s a part of my work that quietly wrecks me, but admitting it feels like confessing I’m not good enough, so I just grit my teeth and say nothing
• We decide things by group vote and the loud idea-lovers always carry the room, while the one person whose gut is usually right about what won’t work gets drowned out
• My team keeps dropping the ball at the same stage every single project
• On paper I’m good at my job, but certain parts of it leave me hollowed out even when I do them well

Practices that may help

1. The 6 Types of Working Genius (Patrick Lencioni)
   Patrick Lencioni’s Working Genius model describes six activities — Wonder, Invention, Discernment, Galvanizing, Enablement, and Tenacity — that are required to complete any meaningful work. Each person finds two of these energizing (geniuses), two draining (frustrations), and two neutral (competencies). The model is a practitioner framework; it lacks independent peer-reviewed validation, but it provides a practically useful vocabulary for team role awareness.
2. Assign project phases to genius-matched people
   Route early ideation to Wonder/Invention geniuses and execution phases to Tenacity geniuses.
   The 6 Types of Working Genius (Patrick Lencioni)
3. Name frustrations without shame
   Frustrations are not weaknesses — they’re a mismatch signal that the team can act on.
   The 6 Types of Working Genius (Patrick Lencioni)
4. Route decisions to your Discernment genius
   Evaluation decisions drain Wonder and Tenacity geniuses — protect your evaluators and route decisions to them.
   The 6 Types of Working Genius (Patrick Lencioni)
5. Map your team’s genius coverage
   Check whether all six activities are covered by someone who finds them energizing.
   The 6 Types of Working Genius (Patrick Lencioni)
6. Identify your two working geniuses
   Name the two of the six activities that consistently energize you, not just where you perform well.
   The 6 Types of Working Genius (Patrick Lencioni)
7. Protect time for work that matches your genius
   Deliberately schedule blocks of genius-type work before filling the rest of the week.
   The 6 Types of Working Genius (Patrick Lencioni)
8. The Five Dysfunctions of a Team, Made Practical
   Patrick Lencioni’s model describes five compounding failures that undermine teams: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results — each built on the one below. It is a practitioner framework presented as a business fable, not an empirically tested model, but its five dimensions align well with decades of team effectiveness research, making it a useful diagnostic even without controlled-trial support.
9. The Five Conflict-Resolution Styles
   The Thomas-Kilmann model maps conflict behavior on two axes — how much you assert your own needs and how much you cooperate with the other’s — yielding five styles: competing, accommodating, avoiding, compromising, and collaborating. None is "best": each fits certain situations, and skill lies in choosing deliberately rather than defaulting to the one style you always reach for. The model is a widely used framework and instrument, not an outcome-tested intervention.
10. Use Competing when speed or safety matters more than buy-in
    Competing — high assertive, low cooperative — is appropriate when the decision is urgent, high-stakes, and not open for debate.
    The Thomas–Kilmann Conflict Mode Instrument (TKI)

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