There are different ways to deal with skill weaknesses in the working world. It is fairly easy (and common) for a leader who struggles with organization to rely on someone else to keep their schedules and times in line. However, even with this extra help, some skill sets just fit better with certain industries. Many leaders end up in specific industries naturally because of their strongest skills. Those who are unhappy with their business might want to consider moving to a different industry that is more oriented to their strengths.
Those working in financial services, industries that deal with investments and insurance, are typically strong in metacognition, goal-directed persistence, and working memory. High performers may not have all these skills, but most have at least one. This makes financial leaders more likely to focus on large-scale goals and self-correct their mistakes when they make them. People strong in metacognition may especially prefer the financial industry, since metacognition and goal-directed persistence often go hand in hand.
The healthcare industry, however, tends to be more strategic in nature. High performers in this industry have working memory, organization, and planning/prioritization as their strong points. They are often methodical, can easily prioritize information and incorporate past data into current decisions. These workers have detailed organizational networks in place to deal with the complicated nature of healthcare transactions. Statistically, those working in the clinic will be more organized and focused on planning than those working in an office.
In the manufacturing industry, organization and planning/prioritization are important, but like the financial sector manufacturing leaders tend to be strong in metacognition as well. Interestingly, organization is also a weakness of leaders in manufacturing, suggesting that metacognition may be the deciding factor here. Planning/prioritization and similar skills are naturally important to the highly operational manufacturing systems.
In the technology industry, planning/prioritization are king (a common pattern). High performers back this skill up with talents in working memory and organization, two other common skills. People in technology tend to be weakest in task initiation, emotional control, and time management, showing likelihood to become distracted when faced with a task. Leaders who are able to stick to a plan and quickly prioritize tasks when working on a project may enjoy the technology industry.
Education brings up skill favorites like metacognition, planning/prioritization, and organization. Teachers and those responsible for running schools are often able to monitor themselves and learn how to solve problems more effectively. Many educators are weak in task initiation and time management: however, these weaknesses are a good fit in the educational world, where school days and class sessions are rigidly controlled by an outside system.
Nonprofits often favor working memory, goal-directed persistence, and planning/prioritization. These tend to be more hands-on skills that benefit leaders in the nonprofit industry. Employees in this field are often on their feet and deeply involved in their projects. Unfortunately, high performers in nonprofits also have weaknesses associated with being driven and interested in long-term goals. They struggle with task initiation, stress tolerance, and organization. Working memory, the ability to keep focused and use information when necessary, is the key to this industry.
In addition to defining high performers and specific industries, executive skills can also determine which departments high performers should seek. For instance, metacognition, working memory, and flexibility all benefit Marketing departments more than the other skills, especially flexibility, since marketing tends to require rethinking and reformulating plans regularly. In Sales, on the other hand, concentration on detail is very important. People who excel in sales have good working memory and follow it up by being skilled in goal-directed persistence and planning/prioritization, too. They pay attention to details, follow up with customers, and are good at giving customers accurate information so they are more likely to make purchases.
In IT departments, people tend to be strong or at least not weak in planning/prioritization, which comes in handy when they deal with the structure and data maps that define IT. Metacognition and working memory are also common in this department, but IT people often struggle with task initiation and stress tolerance. General management leaders, like marketing leaders, are strong in metacognition, but also have some of the planning/prioritization and working memory skills found in departments like IT. They are used to creating and following plans, but also have the adaptability to deal with business changes.
People in Operations departments, meanwhile, are predictably good in planning/prioritization, metacognition, and flexibility. They must constantly deal with highly detailed systems and the ways those systems can be changed in order to increase efficiency and cut costs.
Customer Service specialists tend to be very good at organization and have previously constructed methods of dealing effectively with customer problems. They also have the adaptability that flexibility brings, and the planning/prioritization skills that allow them to create solutions for unhappy customers.
Administrative workers are also good at organization and flexibility skills, and add to them strength in working memory, key for good administrators.In the Finance department the skills remain the same, but working memory becomes even more important than organization, which helps them recall pertinent data when necessary. For Accounting, flexibility is not as important as planning/prioritization, but organization is still vital, as is working memory.Both help accountants keep tabs on project details when they are needed.
Design and Developed by WPoets