An information appetite suppressant
"It's not information overload. It's filter failure." Clay Shirky
I tell my people all the time, "I operate off information." Indeed I do. I need to know what is happening in my business and with my people. I take bits of information to guide my actions in the present and the future. Information comes to me in several forms - formally and informally through reports and statistics and through what people share with me about the business and their personal lives. Effective leaders desire the same - information about all happenings. The problem is, it's impossible, especially as organizations grow in size. What information do we need then?
In the Army, commanders developed CCIR or Commander's Critical Information Requirements to help them manage an infinite amount of information. Critical being the operative word, CCIR helped subordinate leaders and teams report the most important information to guide the commander. A commander's potential decisions guided the creation of CCIR. He or she may not make a decision from each bit of information gathered, but critical information gathered together would inform decisions.
In a business, a leader may want to know when accounts receivable dip below a certain threshold. If this happened, a leader could decide to adjust expenses or get personally involved in collections to re-balance cash flow. Emergencies are good examples of critical information. However, leaders must give some definition of what emergencies really are. Running out of coffee is a bad example. Any injury involving life, limb, or eyesight is a good example. This information could guide a leader to make an immediate decision to prevent further injury.
Think about what information you want. Indeed, get out and be with your people often. You'll get informal, yet important information about what is happening with them and the organization, but think about what potential decisions you may have to make. Let that guide your own CCIR. You'll want your people to know what your CCIR is so keep it short. Lastly, keep an open door, eyes, and ears. Explain to your people that you need to be in a place where you can think strategically to guide the organization, not enamored with information overload. Share real and fictitious stories which illustrate what is noise and what is critical information. Build trust across your team. Empower your people. Desiring all information is natural. So is desiring to eat that whole plate of fries. Take an appetite suppressant.
Make it Personal!
Rob
Rob Campbell