I imagine that those of you who tend to be rather literal and detailed-oriented have already composed a quick response to this question.  Sitting at your desk, perhaps, or reading on a BlackBerry in an airport, thinking "Of course I know where I am!  What a dumb question!"
 
But let's go a bit deeper, and consider the question on a different level.  Consider this quote from the I Ching:
 
It is only when we have the courage
to face things exactly as they are,
without any self-deception or illusion,
that a light will develop out of events,
by which the path to success
may be recognized.
 
I Ching
Hexagram 5, Hsü,
Waiting (Nourishment)
 
Self-awareness and systems awareness are key aspects of leadership.  A leader must know where she really is at any given time and what the status is of the system in which she's operating.  What is working, and what isn't?  What decisions does the leader need to make, and what factors are relevant?  How does activity in one area impact or inform activity in other areas?  Leaders (and emerging leaders) must become accustomed to asking and answering these kinds of questions.
 
Outside perspectives often help to create clarity.  I recently worked with a lawyer (let's call him Ted) who mentioned that his team seemed to be exhausted and that one member even "jokingly" told him that they weren't working in an emergency room and didn't need to pretend they were.  The comment had clearly annoyed my client.  He vented for some time about how lazy he found the team and particularly the person who made that comment, and then he paused. 
 
"Is there any truth to that comment?"  My question startled Ted.  At first he was irritated at being asked such an impertinent question, but then he stepped back to observe.  To his credit, Ted began to realize that he'd adopted a mode of operating crisis-to-crisis.  He explained that much of his work is emergency-driven, but then he added, somewhat sheepishly, that the emergencies tend to be created as a by-product of poor planning or procrastination.  We continued to probe the existing situation, and over time Ted made a number of shifts that limited emergency operations to true emergencies.
 
Where do you need to expand your awareness?  Maybe you know that you're struggling with time management but you've been telling yourself it isn't really such a big deal or that you'll get a handle on it next week.  Maybe you have a hunch that there's something not quite right about that new case or new client.  Or maybe you've been working toward a goal, only to find that it seems to be moving further away than ever. 
 
To deepen your awareness, consider questions like these, as applied to your situation:

• Is there any truth to this?
• Is there any evidence to support this?
• What might an outsider notice about this?
• What is my responsibility in this situation?
• What am I pretending not to know?
• What are other possibilities?

 
Once you know "where you are" (with respect to professional goals, relationships, or otherwise), the next step toward your desired outcome will become clearer.  You'll be operating from truth and clarity, which create the opportunity for action and resolution.