Crossfire
Balancing Thinkers And Doers : A Key To Effective Management
By Herman Githinji
In one of the companies I worked for , I had a colleague named Jane . She worked alongside me as a Sales Representative , and our job was demanding . Each day began with visits to customers , handling merchandise , and fulfilling orders . Much of our time was spent on physical tasks and driving . Jane struggled with the demands of the job . Although she possessed some level of energy , she lacked the necessary enthusiasm and motivation .
However , Jane excelled in office work , meetings , and presentations . She demonstrated creativity , organizational skills , and eloquence in her presentations . This created a dilemma for senior management . While Jane struggled with her primary responsibilities , she excelled in ancillary skills crucial to the sales representative role . Every time Jane was required to complete tasks involving critical thinking , creativity , and presentation of ideas , she was in her element .
Later in my career , I encountered Peter , the General Manager of a mid-level but growing company . Peter had been with the company since its inception , over ten years . He was deeply involved in every aspect of the company ' s operations . Whenever an issue arose , everyone turned to Peter for a solution . He was the go-to person . Peter always got deep satisfaction when he resolved or offered solutions to operational day-to-day issues . Peter would personally handle all sorts of chores . He would source a machine spare part , collect a cheque , visit customers for new orders , and handle complaints . He had his tentacles in every detail .
Despite Peter ' s energy and readiness to tackle any task , he lacked the cognitive abilities required for his position . He seldom took the time to analyze issues thoroughly to prevent recurrence . Peter struggled to focus on strategic , long-term issues during meetings , hindering the company ' s ability to achieve sustainable performance . His approach often led the company into panic mode rather than proactive management . He would not
Many Thinkers are overlooked or dismissed when they must prove themselves in entry-level positions that favor Doer skills . Forward-thinking managers should identify and nurture Thinkers , especially as they navigate roles heavily reliant on Doer skills in the early stages of their careers .
sit in a meeting and listen for more than five minutes before his phone buzzed . He would not spend quality time with his managers to plan and review key initiatives . He never quieted his mind from the day-to-day noise .
In management , individuals are often categorized as either Thinkers or Doers , representing two extremes on a spectrum . Thinkers prioritize finding new or more efficient solutions to problems , seeking to address root causes . They spend approximately seventy percent of their time contemplating solutions , managing , and frequently delegating tasks . However , Thinkers have weaknesses . They may lack the energy and inclination for hands-on tasks , struggle to focus on routine tasks , and become easily fatigued by multitasking and persistent effort .
Conversely , Doers solve problems using known methods and historical solutions . They tend to address new problems with familiar approaches , leading to recurring issues . Doers spend more than seventy percent of their time on manual , straightforward tasks and often resist delegating responsibilities . Nevertheless , Doers have some advantages . They excel at multitasking and adapting to diverse challenges , readily engaging in day-to-day activities . They are adept at completing repetitive tasks efficiently .
When Jane was promoted to a managerial position , she thrived and eventually became one of the senior executives . Jane was inherently a Thinker in a role typically suited for a Doer . Many Thinkers are overlooked or dismissed when they must prove themselves in entry-level positions that favor Doer skills . Forward-thinking managers should identify and nurture
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