For over 100 years, since the start of the industrial age, there has been a focus on deep specialization. For thousands of years before that, there would be broad and deep learning in a multitude of areas before selecting a specialty. And it wasn’t uncommon to develop skills in more than one.
Universities refocused to deep and separate specializations. The language changed. From lifting up the idea of a Renaissance individual, to more dismissive language. “Jack of all trades, expert in none” is probably the most commonly known.
There is nothing wrong with being a specialist. The world has needed, and will continue to need, folks with deep expertise in a given area. But the time for multiple specialties is back. It has been, but unfortunately language hasn’t kept up.
There was a week in the fall where I heard the terms “polymath” and “multi-potentialist” for the first time. It was if an entirely new world had opened up. Previously, I had used words like “serial hobbyist” for my home interests and “I get bored and move around a lot” in regards to work.
Suddenly, I had positive language I could use for myself. To reframe my approach to learning. To connect differently with others. I could also, as a leader, begin to identify and encourage those who had interests in other areas beyond a single specialty.
From I to T and beyond
Most of us have heard the terms “I” and “T” type people. I’s have deep specialization in one area. T’s add a shallow understanding of a broad array of topics. Often, leaders and project managers are T’s, because it allows them to connect specialists towards a common goal.
The progression from I to T is a known way to help someone on the journey from individual contributor to manager. Or to identify project management talent.
Even if someone doesn’t have that specific language, it is understood that effective managers and project managers have to expand beyond a single expertise. There is also an assumption that they let go of their own depth of knowledge in order to rely on the expertise of their teams.
There is nothing wrong with an I. Stretching to become a T, however, allows the I to connect with others and understand how different specialties fit together.
But what if someone has an interest and ability in more than one area? Rather than think that will dilute their contribution, there is an opportunity to consider the benefits.
While a T has awareness of many areas, with specialization in one, M’s (or Combs) have depth in several. Developing multiple specialties creates a new kind of ability. If we develop depth in a number of areas, we can see not only connections between specialties, but innovative opportunities that can be difficult to find otherwise.
The polymath or multi-potentialist
The M, or Comb, has deep expertise in many areas. Maybe not the same depth as an I, but enough to be skilled.
This depth may be honed in a variety of ways. It could be interests outside of work. A role change. Launching a company, where the founders have to wear many hats. A leader with the vision to see multiple areas of potential in one of their people.
I was fortunate to work for the latter. At the beginning of my career, I learned how to code, teach, pull and terminate cable, design networks, and transform processes. This was all in preparation for becoming a project manager and then building a project management office.
When I found myself navigating my own career choices, it was often in the role of project manager or leader of technology teams. It was outside of work that I selected new areas to learn and create depth.
Rifle shooting taught me a new kind of patience. Photography a new way of seeing things. Writing a new way to communicate and help others.
Rather than call myself a serial hobbyist, now I’d use multi-potentialist. With the appropriate language, I can work with leaders to expand my knowledge and deploy me in new areas. That language allows me to communicate the value and encourage movement.
Yet the language is not yet that commonly understood. There may be an assumption that multi-potentialists are trying to be the specialists.
Instead, we need to build awareness that greater understanding of specialties allows for increased connection with I’s and T’s. A deeper shared understanding allows for different types of ideation and innovation with I’s and T’s. It amplifies their contributions.
New kinds of organizations need new kinds of roles
As organizations look to innovate, disrupt, and respond to disruption in their relative industries, they are becoming polymaths.
It is less likely that a company will only be a health care company or an insurance company. They have to be digital first, customer-centric, data and analytics companies, tech companies, and potentially have two or three other areas of deep expertise…in addition to whatever their business focus is.
The claim “jack of all trades, expert in none” is false. Companies need to be experts in a lot of different areas and learn how to combine those capabilities in new ways to compete. The need for polymaths and multi-potentialists is back, after years of focus on specialists.
Specialists will always have a home. But the need for multiple specialties is here, as a way to connect and innovate specialties in new ways.
The next time we hear of someone having an additional interest, or we have one ourselves, encourage it. Develop it. Celebrate it.
In a world full of specialists, companies that discover, develop, and deploy multi-potentialists are going to have a competitive advantage. As are the individuals who develop depth in multiple capabilities.
Do you identify as a multi-potentialist? Has your variety of interest been encouraged or discouraged in your life and career? Please share your thoughts in the comments.
