The idea that you have in your mind of your role at work and the relationship you have with that idea has a fundamental impact on your effectiveness in your role. This is about 'the idea in your mind', and not about a procedural 'role definition'. It is ideas in our minds that affect our behaviour and feelings profoundly, not words on a piece of paper. It is important to develop your self-awareness in this respect. The sorts of questions a you can ask yourself to get this kind of clarity include:

Your external environment (deals with the broader global context in which your organisation exists)

	What is your understanding of the developments in the environ­ment with which you are confronted – economic developments, technological developments, social developments (are you in touch with generation shifts, social liberation movements, under­standing cultures?), political developments?
	What influence has your work on your family and vice versa?
	What influence has your social environment (urban/rural, social class, and membership of professional/social/religious organisations, etc) had on your work and vice versa?

Your past

	With what background experience/expectations did you come to this organisation?
	How were you introduced, received, into the organisation?
	How has your career progressed to date? Have your expectations
	been met?
	What have been your most important successes, and what have been the setbacks?
	What have you learned from these?

Your current work

	What are your most important tasks?
	What are the different roles you take?
	How much of your job is: administrative/technical/specialist; advis­ory or consultative; teaching or developing others; policy, planning, long-term decision-making; developing yourself; other activities?
	What is the balance between these activities, and is it appropriate?
	What part of your work is stimulating and what boring?
	What changes would you like to make to your current work?
	Who does your job when you are away?

Your team

	What is the balance of skills and personalities in your team?
	How is conflict handled in your team?
	What is the climate in the team – is it constructive or are there problems you need to resolve?
	What are the systems and procedures your team has for carrying out its work?
	What are the mechanisms your team has for reviewing its process?
	What are the relationships your team has with other parts of the organisation?
	Are you comfortable with your team leadership?
	What are the opportunities you can see that will improve your team effectiveness and the team's effectiveness?

Your job experience (includes the people with whom you relate in the broader organisation, the organisational climate, the norms and values in as much as they stimulate or constrain your interests and endeavours)

	Through your job, what influence can you have on the character of the organisation?
	How would you describe the informal organisation chart —to show the key relationships that affect the way the organisation works?
	How would you describe your relationship with superiors/ colleagues/ subordinates?
	Do the standards and principles by which you work appear to be generated from within the organisation or outside it?
	From whom do you expect co-operation and support? Who can you count on?
	Who are the people you could regard as mentors, the ones with whom you can discuss important issues?
	Are you having enough fun at work?

Your future (based on taking stock of the past and present, a thoughtful look into the future as to where your life is taking you)

	How do you see your career developing?
	How do you see the future of the organisation and your evolving role in this?
	What are the gaps between the way the organisation presently functions and how you believe it should function?
	What do you need to do to create the future you desire?

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