Imagine a simple two-axis graph. One axis measures your talent—your innate abilities in areas like art, science, athletics, or music. The other measures your agency—your will, discipline, and drive to act. This graph, in all its simplicity, holds the blueprint for understanding why some people thrive while others merely get by.

Everyone falls somewhere on this grid. At the bottom left, with low talent and low agency, we find the “cogs in the wheel.” These are the individuals who play necessary but unremarkable roles in organizations. They show up, do what’s asked, go home. Nothing more, nothing less.

In the top left, with high talent but low agency, lives the “frustrated genius.” This person might be brilliant—musically, intellectually, creatively—but they lack the will or discipline to act on their gifts. Their potential remains largely dormant, and this mismatch between ability and execution often leads to deep personal frustration and external disappointment.

Then there are those with low talent but high agency. These are the go-getters. They may not be naturally gifted, but their sheer grit, determination, and refusal to quit drive them to success. They climb mountains they were never expected to reach.

But the top right quadrant—that’s where the game changers reside. These are individuals with both exceptional talent and relentless agency. They don’t just participate in a field; they transform it. They lead, innovate, and often leave legacies that echo long after they’re gone.

Interestingly, while talent can give you a head start, agency is what truly determines how far you’ll go.

So what exactly defines high agency? And more importantly, how can we cultivate it?

Start with this: If you were stuck in a third-world prison and had one phone call to get out, who would you call? That person is likely the highest agency individual you know. High agency people don’t think in terms of limits. “I don’t know how” or “It’s too hard” just isn’t in their vocabulary. They believe they can find a way—because they always do.

High agency is not about theory. It’s about action. Want to throw a party? Start with an invitation. Want to make friends? Say hello. Want to build something? Just start typing. Agency means doing.

There’s even research supporting how much belief can alter outcomes. In one fascinating study on VO2 max (a measure of physical fitness), participants were divided into two groups. Some were told they had a genetic mutation that made them better at absorbing oxygen, and others were told the opposite. In reality, these labels were randomly assigned. But those who believed they had the beneficial gene performed better—regardless of their actual genetic makeup. They had lower heart rates, expelled CO2 more effectively, and perceived the exercise as less strenuous.

Belief alone changed biological performance.

This is why agency is powerful. High agency people not only act with control over their circumstances—they believe they have control. And that belief becomes self-fulfilling.

Stephen Covey touches on this in The 7 Habits of Highly Effective People. He talks about the “circle of concern” and the “circle of influence.” Most people worry about things they can’t control: the economy, global politics, societal norms. But high agency people focus on what they can influence—like their habits, behaviors, and relationships. And over time, that circle of influence expands. As they solve problems and build credibility, they earn the right to influence more.

Contrast that with low agency individuals who focus too much on what they can’t change. The result? A sense of powerlessness and frustration.

There’s another trait that defines high agency people: orthogonal thinking. They don’t default to groupthink or let others do their thinking for them. They question ideas, challenge assumptions, and form beliefs based on personal logic, not peer approval.

Low agency individuals tend to do the opposite. They “download” opinions without scrutiny. They can’t explain or defend opposing viewpoints, and they often believe something simply because it’s popular or endorsed by someone they admire. Their worldview is driven more by social proof than by critical thought.

This is why high agency people often develop niche interests. They’re not afraid to explore ideas or paths outside the norm. Meanwhile, low agency folks can act like crabs in a bucket—pulling each other down when someone tries to break free or aim higher.

It’s a form of subconscious control. Many people operate under the illusion that there are fixed authorities deciding the rules of life. But that’s a myth. The truth? No one really has it all figured out. Everyone—your boss, politicians, even your idols—are just grown-up kids reacting to stimuli and making it up as they go. Realizing this is liberating.

And finally, high agency people are what you might call “treadmill people.” Being around them feels energizing. They inspire, uplift, and push others to stretch their limits. Think of Steve Jobs. He famously created a “reality distortion field” that led his colleagues to achieve what they previously thought impossible. Like the time he demanded Steve Wozniak build a video game prototype in four days—a task that should have taken months. Woz did it. Not because he believed in himself, but because Jobs did.

That’s the power of agency. It doesn’t just change your life. It changes the lives of everyone around you.

In the end, success isn’t just about what you’re born with. It’s about what you do with what you have. Talent might light the fire, but agency is the oxygen that keeps it burning. If you want to change your life—or the world—cultivate your agency. And then act like no one’s stopping you. Because, truly, no one is.