A few years back, I finally started to be proud of my trans-disciplinarity. And I discovered that a new school of thought is emerging from the US.
New York Times columnist Neil Irwin wrote an article in 2016 entitled: “How to become a CEO? The quickest path is a winding one.”
“Why you should have (at least) two careers” was the headline of the Harvard Business Review in 2017. In the same year, the book* ‘The Neo-Generalist’ by Kenneth Mikkelsen and Richard Martin was published.
The neo-generalist defies easy classification. They are tricksters who travers multiple domains, living between categories and labels. Encompassing rather than rejecting, the neo-generalist is a restless multidisciplinarian who is forever learning. They bring together diverse people, synthesizing ideas and practice, addressing the big issues that confront us in order to shape a better future.
The neo-generalist: Specialist and generalist at the same time
I had found it. Finally a definition, finally a pigeonhole. Namely the realization that not having a pigeonhole is absolutely fine. Mikkelsen and Martin argue that neo-generalists manage to be both specialists and generalists at the same time.
This is because they are always working their way into new depths, becoming specialists in them, but not staying there; they are like travelers who are always moving on and learning. At last, someone had understood!
I had gone through many different career stages, but they had never been ill-considered, never arbitrary. On the contrary: before becoming self-employed, I had held exciting management positions and, as a generalist, I had always delved deeply into specialist areas.
I just hadn't stayed there. But this career zig-zag on paper - in other words, my CV - had become a package that made it impossible to put a label on it.
And one thing is certain: our society is absolutely obsessed with categories, job titles, organizational charts and rankings. It would be better to think less in terms of boundaries and more in terms of fluid structures and possibilities created by transdisciplinary thinking.
Mikkelsen and Martin explain neo-generalists like this:
The neo-generalist, then, is both generalist and specialist, switching between the two as required. Neo-generalists bring unique perspectives, blended knowledge and experience from diverse disciplines they perform. But as lifelong learners and inherently curious people, they also demonstrate a facility in switching specialisms. They are fluid and flexible. Their generalist preferences contribute to the development of metaskills, boundary-crossing capabilities that are essential as we respond to big issues or take advantage of unforeseen opportunities.
In their book, the authors Kenneth and Mikkelsen also warn against the “hyperspecialism” that continues to dominate the world of work. They argue that generalists are more important than ever.
This is because, as argued above, they bring foresight, experience from many different fields and a fresh perspective on often entrenched work processes. They are visionary, forward-thinking, produce new ideas and experiment.
And that's right: it's also an ability not to be an insular talent, but to be the one who can be quickly deployed in a new position.
Someone who is adaptable and happy to familiarize themselves with new areas of responsibility. Who acts as an interface between departments and people. Who is always venturing into completely unknown areas of knowledge. That's not everyone's cup of tea. That's a good thing!
But good neo-generalists have the energy to initiate new things, the willpower and determination to master them successfully. They have to put up with never being completely sure of their position. But perhaps they don't need or want this security.