polymaths
![Brian Piercy](data:image/svg+xml;utf8,<svg xmlns="http://www.w3.org/2000/svg" viewBox="0 0 24 24" fill="%230A66C2"><path d="M20.447 20.452H16.89v-5.569c0-1.328-.027-3.037-1.852-3.037-1.853 0-2.136 1.445-2.136 2.939v5.667H9.351V9h3.414v1.561h.046c.477-.9 1.637-1.85 3.37-1.85 3.601 0 4.267 2.37 4.267 5.455v6.286zM5.337 7.433a1.982 1.982 0 1 1 0-3.964 1.982 1.982 0 0 1 0 3.964zm1.782 13.019H3.555V9h3.564v11.452zM22.225 0H1.771C.792 0 0 .774 0 1.729v20.542C0 23.227.792 24 1.771 24h20.451C23.2 24 24 23.227 24 22.271V1.729C24 .774 23.2 0 22.222 0h.003z"/></svg>)
Strategically trying something new can help leaders break free from entrenched ways of thinking.
In his new book, Range, David Epstein argues that although specialization has its virtues, businesses need people with wide horizons and ranges of interests in order to succeed.
Should we generalize or specialize? This article explores how Shakespeare and Da Vinci excelled by branching out from their core competencies.