Organizational Leadership: A Deep Dive into Time Allocation Across Levels

Recently, I had the opportunity to meet with a senior executive for mentoring. When I posed questions about organizational leadership and time allocation across levels, such as strategy, relationships, and individual tasks, I received profound insights, which I articulated here.

I will start with the picture drawn by the Leader in the notes, which made the explanation and thought process and depicts how powerful the relationships are in the organization's success.

By: Executive Leader

Organizational leadership is not just about hierarchy; it’s about each level’s diverse roles and responsibilities. This multi-tiered structure ensures that a company functions efficiently, with each tier contributing to the company’s overall success. From individual contributors’ hands-on tasks to senior executives’ visionary perspectives, each level has a unique role to play. By examining how time is allocated across actual Work, relationship-building, and strategic thinking, we can gain a deeper understanding of the intricacies of organizational leadership.

Here is another view to keep in mind while reading further.

By Vijay Chintha using Microsoft Excel

1. Individual Contributors:

• Actual Work (90%): Individual contributors are the foot soldiers of any organization. They are deeply involved in the nitty-gritty of daily tasks, ensuring that projects are executed efficiently and effectively.
• Relationships (9%): Even at this foundational level, the importance of relationships cannot be understated. Whether it’s seeking guidance, collaborating on tasks, or simply understanding the team’s dynamics, networking is pivotal.
• Strategy (1%): While they might not be in the boardroom making strategic decisions, individual contributors benefit from understanding the company’s direction. This alignment ensures that their daily tasks contribute to the broader organizational goals.

1. Managers:

• Actual Work (60%): Managers are the bridge between ground-level execution and higher-level strategy. They ensure that projects are on track, resources are utilized effectively, and challenges are addressed promptly.
• Relationships (35%): A significant part of a manager’s role is people management. This involves mentoring team members, resolving conflicts, and ensuring a harmonious and productive work environment.
• Strategy (5%): As they move up the ladder, managers start participating in strategic discussions, ensuring their teams align with the company’s objectives and vision.

1. Directors:

• Actual Work (50%): Directors oversee broader organizational segments. While they might delve into specific projects, their primary role is to ensure that multiple teams or departments function in harmony.
• Relationships (40%): The web of relationships expands at this level. Directors liaise with other departments, ensuring collaboration and alignment while managing expectations from higher leadership levels.
• Strategy (10%): Directors influence the strategic direction of their departments. They ensure that the departmental goals align with the company’s objectives and vision.

1. Junior Executives (e.g., Executive Directors, VP of Engineering):

• Actual Work (30%): Their involvement in hands-on tasks is selective, often limited to critical projects or initiatives with significant organizational impact.
• Relationships (50%): The role of junior executives is pivotal in bridging the operational and strategic aspects of the company. They ensure seamless communication between the ground teams and the organization’s top brass.
• Strategy (20%): Junior executives are key players in molding the company’s strategic direction. They ensure that the broader vision is broken down into actionable plans that their departments can execute.

1. Senior Executives (e.g., SVPs, CTOs):

• Actual Work (10%): Their hands-on involvement is typically reserved for projects of paramount importance or those that require executive intervention.
• Relationships (60%): Senior executives often find themselves at the core of internal and external relationships. They represent the company in industry forums, build partnerships, and ensure internal alignment across the board.
• Strategy (30%): Responsibility for charting the company’s course largely falls on senior executives. They are visionaries, anticipating market trends, setting long-term goals, and ensuring that every organizational layer works in tandem towards these goals.

In Conclusion, The journey up the organizational ladder is not just about taking on more significant responsibilities; it’s about evolving one’s focus and approach. As professionals ascend, they transition from task-oriented to relationship-centric and strategy-driven. This understanding is invaluable for those looking to navigate their career paths effectively and contribute meaningfully at every stage.

Note: Diagrams 1 and 2 from the above article might show differences in allocation, especially in terms of strategy. My point of view is to convey the message that individual contributors and frontline managers will be the execution spectrum of strategy and they benefit from understanding the company’s direction. This alignment ensures that their daily tasks contribute to the broader organizational goals.