Thinkers , especially as they navigate roles heavily reliant on Doer skills in the early stages of their careers .
Peter struggled as a GM because he was typically a Doer . He was always on the go and wanted to get things done . In companies where skills and orientations are not appropriately categorized , employees are promoted because they are good at achieving short-term goals . The best Sales Representative is promoted to a managerial position without considering their leadership abilities . In the new role , such representatives struggle because they continue doing sales activities rather than delegating and developing their teams . Peter was an exceptional Accountant , a doer par excellence , but ineffective in senior roles that required a good measure of intellectual abilities .
Most Thinkers excel as managers , leveraging innovative approaches to enhance performance and productivity . They delegate tasks effectively , excel as mentors , and thrive in environments that challenge their teams to surpass expectations . They can build foundational structures , policies , and systems on which the company can grow . They also have the ability to attract , identify , retain , and develop other thinkers , enabling the company to have depth in potential leaders .
Conversely , Doers thrive in task-oriented roles , excelling at completing tasks within set deadlines . They struggle in senior management roles requiring long-term strategic thinking . However , they thrive in start-up environments that demand agility , multitasking , and rapid decisionmaking . Peter was a Doer , and his skills were pivotal to the company at the initial stages . But as a GM , Peter ’ s natural Doer ability hindered the company ’ s growth , sustainable performance , and ability to attract and retain talent .
There ' s rarely a clear distinction between Thinkers and Doers , as certain environments blur the lines between the two categories . Positions requiring both sets of skills risk neglecting one aspect over the other . Overcoming the innate tendency to prioritize simpler tasks over mentally demanding ones is crucial . Managers must allocate time deliberately to fulfill both roles effectively . The higher the managerial position , the more thinking time it should be allocated .
Both Thinkers and Doers play vital roles in management , and it ' s essential to understand the traits of each employee based on these two categories and place them in environments where they can thrive . Jane was fortunate not to lose her job before she was finally placed in a role that required her natural Thinker abilities . Peter , on the other hand , ascended to higher managerial and leadership levels with the Doer qualities that made him a star performer at lower levels but detrimental for higher positions . Understanding and balancing the Thinker and Doer dynamics within a team will be crucial for organizational success .
As technology and AI advance , routine and repetitive jobs may be taken over by robotics . Solutions derived from logical and complex analysis of past information will also be handled by AI . The future employee and manager will therefore not be categorized as either a Doer or a Thinker but will need the ability to discern the best solutions for various challenges and harness the unique skills required to implement them effectively .
Herman Githinji is a seasoned Management Consultant . You can commune with him on this and related issues via email on : Hermangithinji @ gmail . com