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In recent history our universities and corporations have created the culture of the expert. So how do we reverse the trend of greater and greater specialisation that has been dominant over the last 20 to 30 years?
To counter this trend we developed, and have been using, the Well-Rounded Leader Model for several years in our leadership development and coaching work. In the area of business and management skills in the first instance we all have to learn to manage ourselves (and not avoid our areas of weakness). One pattern we see often is individuals oscillating between level 1 and 3 and bypassing 2 e.g.
Business needs to develop a greater understanding that the evolution from specialist knowledge to generalist perspective is incredibly valuable.
Lynn and Peter have been providing executive coaching to senior managers and business coaching for over 15 years.
If you don't include URLs to your professional online profiles, hiring managers will look you up regardless.A Augustine tells Business Insider that 86% of recruiters admit to reviewing candidates' online profiles, so why not include your URL along with your contact information?
There's no point in including a generic objective about a "professional looking for opportunities that will allow me to leverage my skills," says Augustine.
Replace your fluffy statement with an executive summary, which should be like a "30-second elevator pitch" where youA explain who you are and what you're looking for.A "In approximately three to five sentences, explain what youa€™re great at, most interested in, and how you can provide value to a prospective employer," AugustineA says. This is the most helpful for recruiters because they're able to see what you've been doing in recent years immediately, says Augustine.
It's helpful for recruiters to know the size of the company you used to work for, advises Augustine. While the company size is helpful information,A including the company description will also let the hiring manager know what industries you've worked in. Under each job or experience you've had, explain how you contributed to or supported yourA teama€™s projects and initiatives.A "As you build up your experience, save the bullets for your bragging points," says Augustine. Augustine says you should never write your resume in third person because everyone knows you're the one writing it (unless you go through a professional resume writing service). Instead, you should write it in first person, and do not include pronouns.A "It's weird [to include pronouns], and it's an extra word you don't need," she says. It may look neat and concise to display your contact information in the header, but for "the same reason with embedded tables and charts, it often gets scrambled in an applicant tracking system," says Augustine. Unless you're a recent graduate, you should highlight your work experience andA move your education information to the bottom of your resume, says Augustine.A Never include anything about your high-school years.
Every recruiter knows you're going to provide references if they request it so there's no reason for you to include this line.

Incentives are nice and may be necessary, but going to the next level demands more finesse. To facilitate superior results from team members, you must develop a leadership style that gets people passionately on board with organizational goals and objectives. Our Leadership Seminars help managers, supervisors, and employees develop themselves as productivity leaders. The time to start making the move from depth of knowledge to breadth of perspective is when you take the step into management. Research undertaken over recent years, by individuals including  Professor Phillip Tetlock of the University of Pennsylvania Wharton School is providing robust data which suggests generalists are better at navigating uncertainty, are more risk tolerant and demonstrate greater levels of adaptability than specialists.
In order to facilitate that process it is important that companies become more comfortable in measuring management abilities beyond technical competencies and business outcomes. Most leaders either focus on the technical + business skills (task oriented leaders) or on the technical + people skills (people oriented leaders). This, in turn, will drive managers to attain a greater willingness to learn and grow in all of these areas.
You can go to the company's "About Us" section and rewrite one or two lines of the description. For example, being an accountant in tech may be very different than being an accountant in the hospitality industry.
This can include the money you saved or brought in for your employer, deals closed, and projects delivered on time or under budget.
Again, remember that space on your resume is crucial so don't waste it on a meaningless line, Augustine tells us. We not only provide the tools to get organizations moving in the right direction, we also supply the impetus for following through.
Yet we constantly meet managers, even executives, who have not transitioned from a technical to a commercial mindset.
Whilst this has been happening with the recent focus on leadership capabilities and emotional intelligence, those have not been afforded anywhere near equal status when it comes to recruitment, remuneration and promotions. As we strive to advance in the management hierarchy, we need to develop breadth, not depth, for role effectiveness.
With the transition to management we gain increasing autonomy and decision making authority. This means developing a professional persona and dropping behaviours considered inappropriate in the workplace. It results in a manager being only able to influence the people who they would naturally influence; and bypassing the rest.

We are unique in our ability to address business and leadership issues based on our commercial and coaching expertise. Today's leaders need to master the skills that build confidence and inspire a desire to succeed. This inability to take a whole of business approach maintains silos and reduces leadership team effectiveness.
Few have developed the understanding that the bark is merely the outermost layer of a tree.
The focus shifts from ourselves to creating and managing the systems and processes that make our teams and later the whole organisation successful. Transitioning into a leadership roles starts with empathy and taking a genuine interest in other people.
When we do talk about polymaths the examples we use are often Leonardo da Vinci, Galileo, Francis Bacon, Goethe and Isaac Newton.
We promote the value and skills of building relationships and stop the common sabotaging practices that lose sight of the bigger picture. By developing a commercial mindset we lay the foundation for becoming intuitive about where our industry and the market are going. We will have to learn to set aside our natural behavioural style when collaborating with people who are very different.
An article for Intelligent Life Magazine, arguing that in the age of specialisation, the polymath has become an endangered species triggered an experiment by magazines’ staff.
We learn to present ideas in the form of business cases and start to take the needs of the whole business or value chain into account when thinking about decisions or changes we want to make.
Only after having learned to be rigorous can we progress to becoming adaptable; and seeing and dealing with complexity. They decided to make a list of 20 living polymaths, which included individuals such as Noam Chomsky, Nathan Myhrvold and Clive James. Based on our experiences in being rigorous and making mistakes in the process our decision making becomes more fluid and less reliant on procedures and guidelines.

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