What Savvy Leaders Hear: Using Working Genius to Decode Team Dynamics

Working Genius has been a game changer for me, as you may have already read about in Building a Culture of Joy and Productivity: The Key is Working Genius.  Now, it is time to hear another powerful story about the adaptability of this knowledge.

C-suite leaders face complex challenges: balancing long-term strategy with daily execution, keeping teams aligned without losing momentum, and growing the business while protecting its culture. Decisions often stall not because of a lack of talent, but because of misalignment in how people think, communicate, and operate.

This case study explores how subtle language cues can reveal a person’s natural strengths (Working Genius) and likely points of friction (Working Frustration), even when their profile is unknown. These patterns aren’t limited to executives. You can pick up on them in any conversation, across any role or function. When you listen closely to how people speak, you begin to understand how they work.

Case Study: The Crossroads Merger

Told from the perspective of Lena, Chief Strategy Officer

When I accepted the role of Chief Strategy Officer at GlobalTech, I knew I was stepping into a team with a long shared history. These were leaders who had made billion-dollar decisions together. They had scaled markets, navigated crises, and earned each other’s trust under pressure.

I was new. An outsider. And today, I was about to step into the heart of one of their biggest decisions yet.

We were gathered to decide whether or not to acquire NexSys, an AI startup growing at a pace few could match. The deal would position us ahead of competitors, but it came with risk. This wasn’t just about numbers. It was about direction, integration, and the soul of our strategy.

Jordan, our CEO, leaned back in his chair, tapping his pen against the table with slow, deliberate clicks. “Before we get into the numbers, I need to ask. Are we absolutely sure this acquisition aligns with our long-term vision?”

A pause settled over the table. It wasn’t resistance. It was reflection. I made a mental note. That was Wonder. Jordan wasn’t just focused on what made sense today. He was holding space for what this might mean three, five, or ten years from now.

Chris, our CFO, broke the silence with his usual calm. “I’ve run the models. The numbers work. The revenue synergy is strong, and we can absorb their operating costs within two years.”

That was Discernment. Direct, unshaken, grounded in data. Chris didn’t posture. If he said the financials checked out, they did. I knew he had already accounted for a dozen risks before opening his mouth.

Across the table, Erica, our Chief Operating Officer, cut in with a voice that was measured but tight. “I’m not convinced. We don’t have a solid integration strategy. If we acquire them without a plan, this could become a logistical nightmare.”

She didn’t flinch. That was her style. She made sure nothing slipped through the cracks.  I could feel her tension, and understood.  I could see Tenacity and Discernment at work.

I felt the tension inch upward. Everyone had a stake. No one wanted to be wrong.

I leaned forward. “What if we approached this differently?” I said. “Instead of a full acquisition, we could start with a strategic partnership. Test alignment. Measure fit.”

Mike, our Chief Marketing Officer, groaned and pinched the bridge of his nose. “We don’t have time for that. NexSys is scaling fast. If we wait, someone else will take them off the table.”

That was Tenacity frustration. He didn’t want to evaluate. He wanted to move.

Jordan turned toward me. “That’s an interesting angle. Can you unpack it for the team?”

I took a slow breath. “Before we move forward, I want to understand what’s behind each position. What’s driving the urgency? What’s fueling the hesitation?”

The room went quiet. Not from indecision, but from recognition. Each person started to consider their own reasoning, not just their recommendation.

Jordan nodded. “Let’s map this out. What’s our highest priority? Speed, integration, or financial stability?”

Chris, our CFO, was first. “Financial stability. But only if the key risk factors are accounted for. This needs to make sense beyond the spreadsheet.”

Erica, our Chief Operating Officer, cut in. “Operational integration. If we don’t get that right, everything else falls apart. We can’t absorb chaos.”

I offered mine next. “Strategic flexibility. We need a structure that lets us move forward but gives us the option to pull back if needed. If red flags show up in six months, we should have a clear off-ramp.”

Mike, the Chief Marketing Officer, folded his arms. “Speed. We’ve got a short window. If we drag this out, we lose both the deal and the narrative.”Then Ava, our Chief Human Resources Officer, spoke. Her voice was measured, but firm. “What about people? What about leadership and culture? If we acquire the company but lose the team, what exactly have we gained?”

The room went quiet for a beat, and I saw it clearly. Every answer made sense. Every response came from conviction. But none of us were solving the same problem.

I looked around the table. “We’re thinking in silos,” I said. “But what if we didn’t have to choose just one priority? What if we designed the deal to reflect all of them?”

Eyes turned toward me. For the first time, no one interrupted. “We could structure a phased acquisition. Start with a strategic partnership. Build in financial checkpoints. Set clear operational targets. Define cultural milestones. And include a six-month review clause with the option to exit or expand. That gives us traction without overcommitting.”

Chris slowly nodded. “That gives us guardrails.”

Erica leaned forward. “And an operational runway.”

Ava smiled. “And space to onboard their leadership the right way.”

Even Mike, always focused on momentum, gave a reluctant shrug. “I can live with that.”

Jordan sat up straighter and looked at me. “That makes sense.”

I didn’t say anything else. I didn’t need to.

In that moment, I wasn’t the outsider anymore. I had become part of the room.

Lena’s Reflection

As I walked out of the boardroom, I felt a quiet sense of confirmation. Not pride. Not relief. Something more grounded. I had done what I was brought in to do. I had created clarity where things felt complex.

What the team didn’t know, and what I didn’t need to say, was that I had been using a lens I trusted. At my previous company, we had gone through a Working Genius facilitation, and it changed the way I viewed leadership. It didn’t just improve decisions. It improved how people worked together. It gave us language for things we had always felt, but never named.

I learned that some people thrive in the realm of possibility. Others need to check their gut before they commit. Some are built for movement. Others for structure and closure. The real power wasn’t in making everyone think the same way. It was in recognizing the difference and designing around it.

That experience taught me something I carry into every room. If you listen carefully to how people speak, you can begin to understand how they work. Even if they have never taken an assessment. Even if they have never heard of Working Genius.

At GlobalTech, I didn’t know everyone’s exact profile. I didn’t need to. I could hear their energy. I could see where they led naturally and where they struggled.

The merger would challenge us. It would press on culture, on structure, and on trust. But now, we weren’t just making a decision. We were aligning around something deeper.

We had found a path forward. And we had found it together.

Key Takeaways

You don’t need a formal profile to recognize Working Genius. People reveal their strengths through how they speak and how they lead.

Misalignment is often not a people problem. It is a communication and awareness gap.

Listening is more than a soft skill. It is a leadership tool that reveals energy, friction, and flow.

When teams align around how they naturally contribute, clarity improves, and momentum builds.

A Gentle Invitation

If you’ve ever felt like your team is working hard but still getting stuck, it might not be about effort. It might be about energy.

Working Genius offers a way to understand how people contribute. Not just what they do, but how they do it best. The insights are simple, but the impact can reshape how teams move forward together.

If this story sparked something, consider exploring how this framework could serve your team. Sometimes, all it takes is one good conversation to change how we work.

And one more thing. If you think you’ve figured out what Lena’s Working Genius pair might be, I’d love to hear your take.

Reach out.

About the Author

As a Success Artisan at Liberated Leaders, Adam Sides helps organizations transform growth challenges into opportunities for lasting success. With 25 years of leadership experience across military and civilian domains, he brings a practical, people-first approach to operational growth, team development, and strategic transitions. Certified in exit planning and leadership frameworks, Adam is known for inspiring change, challenging the status quo, and turning chaos into clarity. He thrives in building resilient teams that create real, enduring impact. Learn more about Adam on our website.

Note: This article was 85% human generated and 15% machine (AI) generated.