Instead of focusing on titles, it is best to think about your role in terms of ownership, scope of product/solution, and influence.

An adaptive problem might be how to set product priorities in the face of evolving user needs and increasing competition. Managers are superb at solving technical problems. Tackling adaptive problems takes leadership. Once you become a great manager, you can get very comfortable. But once you become a true leader, almost every day is uncomfortable.

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I think of these hierarchical layers as levels of leverage that different people, or teams have with their work.

a. Understand that the most important RPs are those responsible for the goals, outcomes, and machines at the highest levels. Give me someone who can be responsible for an entire area—someone who can design, hire, and sort to achieve the goal—and I can be comfortable things will go well. These are the most important people to choose and manage well.

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