"I was into all these different subjects. I played music, built websites, enjoyed math and writing, made films, even went to law school," she told Business Insider. "I couldn't figure out what my 'one true calling' was because there were so many things I was excited about. And yet, the idea of picking one field and giving the others up sounded horrible." In her mid-twenties, she decided to embrace what she calls her "multipotentialite" tendency.
She soon realized that there was an opportunity to combine those skills. "I had to fight every day," she said, to convince her target market "that this stuff works." Today, the company has a global reach, having worked with clients from Australia, London, New York, Los Angeles, Canada, and Spain. "I kept track of revenue and savings for which I was directly responsible. Over a span of 18 months, my pay increased by 50%, as I pointed these things out to the then-owner. By the time I left the organization, I was in effect the CEO — and still responsible for most of the technology decisions and a fair amount of implementation," he said. "In those two years, I'd increased the [small] company's revenue by $4.
"They were there for five to six years," said Payton, "and all they were doing were sourcing images, cropping, and retouching them. I thought, 'Yeah, I can do that.'"Payton left college to work full time at Microsoft as a designer. Embracing his curiosity, he learned and executed tasks that were beyond his job description, like building HTML prototypes. When the dot-com crash took place, many of his peers were laid off, but he survived.
Organizations that embrace autonomy are the ones that polymaths need to look out for. If possible, he said that job-seeking polymaths should talk to current employees and assess, "How empowered are they to act under their own power without a dozen approvals required?"
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