You have to think about a lot of things. You daily task list may be long and detailed or limited and general. But you have a lot to think about.
Paul Hersey and Kenneth H. Blanchard conducted research to determine the types of thinking leaders and managers do. Then, once the types were defined, they plotted them out to determine who did which type of thinking and what that indicated about their roles.
They discovered that leaders and managers think about:
Concepts – understanding the organization, department, or business as a whole. They seek to discover how their work and their role fit into the overall organization. Most importantly, they think about how to keep vision alive and vibrant and to insure that all that goes on does so according to that vision.
Human interaction and motivation – how to best understand the people with whom they work. They know that people are not machines and that each responds to opportunity and challenge differently. Motivation is a purely personal response which demands that leaders and managers possess the ability to discern the dynamics that are at play and know what to do.
Technical tasks and methodology – People need to be trained. They must have certain skills for certain jobs. Job schedules and quality must be maintained while using safe practices and safe equipment. Widgets have to be made from whatzits so someone has to consider how that happens, by what process, and in what order.
Hersey and Blanchard also discovered that the mix and blend of thinking differs depending upon the leader’s or managers position in the organization. Lower level leaders and managers have a greater responsibility to consider technical tasks and methodology. The higher up the scale one progresses the more one’s thinking transitions from tasks and methodology to concepts. Predictably, everyone at every level thinks about the human side of things at about the same amount. They diagramed it like this:
Where do you fit?
So, we can reverse engineer this to discover where we fit. The more we are responsible to think about concepts and the implementation of those concepts, the higher up we sit on the management scale. So the obvious conclusion is this ‘ what are you responsible to think about and what does that reveal about where you are in the organization? Then, there is one more thing I suggest you consider. That is, where would you like to be? Are you feeling comfortable and fulfilled where you are? If you’re stressed out much of the time, one must ask why? If it is due to a bad fit, if you are a concepts thinker stuck in a technical thinking position, stress will result. The reverse it also true.
Think about this over the weekend. Next week I will discuss how to find your place.