In my work with a client in recent weeks it became evident that he was seeking to effect change at several different levels in his professional life, and it was important for us to be clear about which level he was addressing in any given moment:
At the Structural level are the big-picture circumstances of our working lives: Our career path, our professional identity, our organizational affiliations and all the other ways in which we might answer the question, "What do you do?"
At the Contextual level are those factors related to our current situation: Our specific role and job description, our explicit and implicit responsibilities, and the obligations and expectations we bring to our reporting relationships (up, down and sideways).
At the Interpersonal level are the issues that arise within every unique configuration of individuals: Our relationships with peers, superiors and subordinates, not only one-on-one, but also in any permanent or temporary groups.
Finally, at the Internal level is our intrapersonal response to all of the above: The mental models, attitudes and beliefs we use to interpret and make sense of our professional lives (and selves); the emotions that accompany and underlie these conceptions; and any self-coaching practices we might employ to influence these responses.
How might you put this framework to use? One guideline is "start low." As you move up from Internal to Structural, the scope of change that can be effected increases, but the degree of control that you can exert is diminished. So when change is desired it's useful to start at the Internal level to see what you can accomplish on your own. Perhaps nothing needs to change other than your mental models, beliefs or emotional state.
Starting low also insures that you don't skip a step and drag unresolved issues along with you in the process. For example, you may need to change careers to find fulfillment--a big Structural shift--but if the cause of your desire for change lies at the Internal or Interpersonal layer, you'll eventually encounter the same problems again on your new path.
It's also useful to remember that you're always evolving on all levels at once, and changes on any one level will affect the others. Change in yourself will affect your interpersonal relationships. Changes in your relationships will affect how you fulfill your role and responsibilities. And changes in those contextual factors will affect your fit with your organization and your professional identity.
Finally, note that the boundaries between these levels are amorphous and are by no means clear or discrete. I'm not suggesting that desired changes fall neatly into one level and not another. But hopefully this model allows you to more accurately diagnose where change would be most useful and to target your efforts accordingly.
I've written a subsequent version of this post specifically for senior leaders:
Some Baggage We Take with Us (On Leaving a Leadership Role)
Revised May 2024.