In the 'know'
"Any fool can know. The point is to understand." Albert Einstein
"I'm in the know." I heard that a lot in my military career. It meant having the required information to operate effectively or being up to date on a situation. Not everyone was in the know. There were the rank and file who performed tactical tasks waiting for the next set of orders and there were senior commanders who didn't need all of the information as they focused more on the bigger picture, strategy, and the future.
Being in the know was a privilege and a matter of pride. As a junior leader I always wanted to be in the know for a few reasons. I wanted a chance to influence things as they occurred and to produce the best results for my unit. I wanted to be ready to entertain the questions of a senior commander and avoid looking like I didn't know what was going on, and I wanted to keep my people informed.
Being in the know as a leader means you have to physically be where events are being planned and executed. You have to be privy to what is happening tactically and strategically and you can do this through site visits, updates, and reports. Being in the know does not mean micromanagement where you stand over the shoulders of those doing the work or bury them with questions. It also doesn't mean you have to know every single detail. There is a sweet spot where you can attain enough information to serve subordinates and superiors.
Who needs to be in the know? The answer can vary but it is typically mid-level leaders - those who occupy a position between the rank and file and senior leadership. Those leaders who are in the know must be able to do something with their 'know.' They should, as much as they can, brief those in the rank and file to keep them informed. People like to know the bigger picture. They must also understand how much of the 'know' their boss needs. I have found it is best to ask for his or her information requirements. Senior leaders desire different amounts of information.
A big part of being in the 'know,' means knowing one's people. If Jonathan is one who hates to feel left out, invite him into the 'know' circle of meetings and reports. If Sasha your boss is hands-off, determine what information you think she needs to do her job effectively.
Lastly, and most important, don't just know - understand.
Make it Personal!
Rob
Rob Campbell