In a recent meeting, the managers of a construction project discussed making a change requested by the property owner. The owner wanted to install a fence to protect part of the perimeter. The construction manager directed a subcontractor to execute the change, in spite of the subcontractor’s concerns that installing the fence could harm several mature trees on the site. Because the project had been contentious, with more delays than one would prefer for a project on a fast track, the senior project managers were inclined to direct the fencing subcontractor to simply do as he was told and be done with it.

But a young project manager at the table saw it differently. He recognized that in this situation, landscaping and environmental concerns should take a higher priority. He knew that the success of the overall project would be compromised if the facility opened with large, dying trees along one side of the property. Because surely when the owner saw them, he would focus on the problem, not the improvement he had requested. And he would rightly ask why his construction manager did not tell him of the risks and propose an alternative solution.

The young project manager was less seasoned than his colleagues, and perhaps he was viewed as less educated, since his degree was not in engineering. However, out of all the professionals in the room, he was the only one who “got it.” Instead of narrowing his focus to what initially seemed to be the most important issue—how to meet the owner’s desire for a fence—he was able to step back and see the bigger picture. He understood the need to address all aspects of the issue and achieve the best overall outcome. In other words, he has the skills of a generalist.

This young man consulted his confidants in the project and the industry to determine how he, as a junior professional, might help facilitate a better solution. Working through his superiors, he ultimately was able to get a recommendation from the fencing contractor outlining the risks and forcing everyone to see the forest, not just the trees (no pun intended).

This generalist approach to the problem will result in a more successful project. And throughout his career, this young person will be a leader by using generalist principles and approaches to solve problems.

In other words, project managers need to stay focused on managing the project rather than doing the project. Managers who can’t resist the urge to jump in and fix things can get “stuck in the weeds.” They spend their time and attention on tasks that should be left to other team members. Meanwhile, the project drifts off course or stalls due to lack of leadership.

Outstanding project managers in any venue—construction, IT, engineering, or everyday life—have skills beyond technical expertise. They see how all the pieces fit into the big picture. They stay focused on the ultimate goal. They have clarity about their own role as leaders.

In other words, they are generalists.

We all remember the old story of Goldilocks, who wandered into the home of three bears during a walk in the woods. On the kitchen table she found three bowls of porridge. One was too hot; one was too cold; but the third was just right, and Goldilocks ate it all. Then she walked into the living room to rest in a chair. The first chair was too big, and so was the second. The third and smallest one was just right, but as Goldilocks settled into it, the chair broke into pieces. Still tired, she wandered upstairs to the bedroom and found three beds. She tested them all as she had the porridge and chairs, finding the third bed just right.

This story illustrates a key analytical process that supports generalism: using all of one’s senses to determine which process, outcome, product, or individual seems to be the best fit. It’s about “wearing” (or owning) your decisions. It’s about making the choice that best fits you because it must serve you.

Papa Bear’s porridge was fine for him. Mama Bear’s chair was best for her. But not for Goldilocks. She had to make her own decision based on her own needs and desires. She had to find which porridge suited her best, which chair was most comfortable and sturdy, and which bed provided her the best nap.

This is a crucial process for good generalist. Which suits? Which lasts? Which works best? Given all the analytical and quantitative measures, the final test should be that of the Three Bears story.

At one point, the architect asked me about the wall separating the great room from the bedroom wing. Did I want 5/8-inch or 3/4-inch drywall installed, and did I want it screwed or nailed? My stomach lurched—a familiar sign that I had no idea what he was talking about.

After that momentary gut reaction, I replied that I simply wanted a wall like the one next to me in his office, one that I could paint or wallpaper and that would separate the great room from the bedroom area. He snorted at me, and we went on from there.

I don’t really remember what wall specification we eventually decided on. But I do know that the architect was not as smart as he thought he was. When the house was complete and I moved in, I discovered that the noise from the large, high-ceilinged great room echoed into the bedroom area. This terrific entertainment space was unusable if someone was trying to sleep at the same time.

It became obvious even to me—the dummy homeowner—that the architect had not asked the right questions. The pertinent question in that situation should have been, “Do you want this wall to be soundproof?” The architect, while well trained and having a good reputation, simply didn’t design a space that was usable for its purpose.

This incident taught me valuable lessons about working with specialists. The next time you’re in a similar situation—faced with an expert who overwhelms you with decisions about details—remember these principles:

• Take ownership. Anytime you call in an expert, remember that he or she doesn’t “own” the situation or problem—you do.
• The owner’s needs come first. Experts have specialized knowledge, but that doesn’t make them superior. The owner’s needs—your needs—are always of prime importance.
• For the owner, deliverables are more important than details. What mattered for me was not the specifications of how the wall was built, but the characteristics of the finished product. If the specialist starts with details, steer the conversation toward the describing the desired results.
• Don’t let the specialist drive your expectations. Experts may not have your full interests in mind. After all, they’re only human and, like all of us, operate from their own frame of reference. Only you can determine which considerations—price, sturdiness, durability, soundproofing—are most important to you.
• Hold the specialist accountable for all of your needs. Let the expert know what you want and what your priorities are. Make it clear that you expect the finished product to meet those needs.
• Ask questions. Once you’ve explained your needs, ask the expert for help in understanding which materials and methods will best meet them.

After my experience with that architect, I’ll never build another house that doesn’t include proper sound insulation where needed. More important, I’ll never again believe that an “expert” knows more about my needs than I do.

Generalists trust in themselves and what they know about the world. Here are five household names who have done it well:

Oprah Winfrey. She doesn’t have a political science degree but that didn’t stop her from helping Barack Obama seal the 2008 Presidential election. She’s not a teacher but founded a successful school; not a writer but has one of the most successful magazines in the US to her credit. And the fact that she’s not a licensed therapist didn’t matter at all to the millions of people who were touched by her talk show over the years.

Steve Jobs. Most inventors are lucky to have one household appliance to their credit. Jobs’ vision brought us the computer on your lap, the iPod in your car, the iPad in your hands, and the smartphone in your pocket. Apple’s hallmark of creating relevant, functional, indispensable products is in large part due to the fact that Jobs remained personally involved and invested in each. Instead of specializing in the business of being a CEO, he was constantly learning about what people really want and need, even to the sometimes startling extreme of answering his own email.

Al Gore. Had Al Gore limited himself to specializing in politics, he would have been a footnote in history. Instead, he is the recipient of a Nobel Peace Prize, a respected author, and a dedicated environmentalist. Sometimes a generalist’s path emerges later in life, but the key point is the same—a broad knowledge base and versatile skills bring opportunity.

Martha Stewart. The name of her company, Martha Stewart Living Omnimedia, says it all. From an early career that ranged from model to stockbroker to caterer, Stewart has followed her passions to become the ultimate entrepreneur. Her taste reigns 365 days a year, from weddings and holidays to kitchen basics, crafts, and kids. If Stewart had to specialize in just one thing, it would probably be success.

Richard Branson. The ultimate modern Renaissance man, billionaire Richard Branson didn’t just start a company—he pioneered a brand. Rather than specializing in one area, Branson’s Virgin Group is at the center of over 400 enterprises, from music and airlines to beverages and cell phones. He has his hands in comic books, health care, online games, hotels, green technology, and more, and that’s just his business life. An adventurer, philanthropist, and public figure, Branson never put limits on himself, despite dropping out of school at age 16. “Business opportunities are like buses,” he’s quoted as saying. “There’s always another one coming.”

So what’s the big idea here—That only celebrities can be successful generalists? That generalism is the path to becoming a multimillionaire? Of course not. But these five individuals prove beyond a doubt that specialism isn’t the only path to success. The next time someone pressures you to focus on just one narrow field or sneers at your lack of “expert” credentials, just smile and think of Oprah.