A long-term vision
These profiles anticipate the consequences of a decision several moves ahead. As a result, they spot dead ends before anyone commits to them.
Understanding giftedness at work
Gifted at work: turning exceptional abilities into performance
Being gifted at work is not a psychology subject. It is a performance subject. These profiles read an organization differently, and that reading converts into measurable results.
The contributions
What being gifted at work brings to an organization
Nine contributions come up in each of our engagements. They all come down to one thing: the ability to connect what the organization has separated.
Cross-functionality against silos
A project problem is often a governance, information system or cash problem. They see the connections simultaneously, where silo-based analysis deals with them one after the other.
Multi-trade skills
As multipotentials, they have worked in several fields. They therefore speak as easily to the IT department as to the finance department, with no translator.
Fast problem solving
Where a classic audit takes weeks, they formulate a hypothesis in a few days. Only then do they test it against the field.
Independence of mind
Intellectual conformism does not come naturally to them. They therefore say what they observe, even when it upsets internal politics.
Rigor and resilience
Lasting complexity does not wear them out: it stimulates them. They thus go the distance on situations that others abandon.
A human approach
Their receptiveness makes them attentive to the real state of the teams. And employee engagement is the first result of a healthy organization.
Detecting weak signals
An inconsistency between two dashboards, an alert left unanswered, an indicator drifting slowly. They spot it early, and you decide while there is still time.
A fast learning curve
A trade, a sector, an information system: they absorb it in a few weeks. Your budget therefore pays for your transformation, not for their learning.
Two ways of thinking
Gifted at work: two complementary ways of thinking
An organization needs both. Deep expertise builds and makes reliable; cross-functional reading connects and arbitrates. Neither of the two columns below is superior to the other.
The imbalance appears when a company has only the first. Each expert then optimizes their own scope, and nobody looks at the whole. This is precisely what our approach corrects.
To recognize these profiles in a team, read our most consulted article: how to identify a gifted person at work. And on how to go beyond categories, our reflection on cognitive divergence in business.
| Deep expertise | Cross-functional reading |
|---|---|
| One subject at a time, explored in depth | Several subjects connected at the same time |
| One field, mastered end to end | Several fields, connected to each other |
| Relying on a known precedent | Exploring the options the precedent hides |
| A vision per scope | An end-to-end vision |
| Making what exists reliable | Seeing what is missing |
Third-party evidence
Being gifted at work as seen by third parties
We are not the only ones saying it. Here is what an international recruitment firm, a specialist media outlet and a coach write about it.
"Gifted people stand out by their exceptional cognitive skills. Their ability to think innovatively and solve complex problems can bring considerable added value to a company."
Hays, international recruitment firm (translated from French)
"The gifted person is the perfect employee to rethink organizations, strategies or even complex audits."
La Zébrelle, specialist media outlet (translated from French)
"With an eagle's eye, surgical precision and in record time, they detect the flaws, the inconsistencies, the weaknesses."
Myriam Ogier, multipotential coach (translated from French)
Our stance
Our approach to giftedness at work: operational, not psychological
We do not guide people toward a diagnosis. We put abilities at the service of an organization.
What being gifted at work is not
- No test, no assessment, no evaluation of individuals
- No advice relating to care or health
- No promise based on a profile rather than on work
What being gifted at work makes possible
- A diagnosis of your organization, not of your staff
- Reliable steering data, on which you decide
- A transfer of method, until your teams are autonomous
A method, not providential people
Our value does not come from rare profiles to be put on show. It comes from a method: turning a cross-functional reading into reliable steering data, on which the business leader decides. It is reproducible, and that is what counts.
Our offers
Where giftedness at work comes in at orgatypik
Giftedness is never the offer. It is what explains why our offers work.
The shadow board
A mirror committee of your executive committee, made up of senior experts. It plays devil's advocate on your structuring decisions.
The collective
A network of multipotential experts, each with more than twenty years in the field. It is our pool of consultants.
Mentoring
One-to-one support for a business leader, a manager or a team, by a peer who has lived the same situations for twenty years.
Do you lead with this way of thinking yourself? Read Gifted business leader: when the mind moves faster than the organization.
Do you think your organization deserves a fresh look?
A first free strategic interview to understand your context.
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