The more numbers you have and less emotion, the more likely you are to succeed

The more numbers you have and less emotion, the more likely you are to succeed

airborne

Information does not spread through airborne droplets

Lola RodriguezLola Rodriguez

One of the management revelations for me about 4-5 years ago was the fact that information does not spread through airborne droplets. That is, if you (as the owner) know something, you think in vain that everyone knows too.)

And it doesn’t matter what you know – things are bad, asshole, need to tighten your belts and fuck up, or things are good, some huge projects came in (and need to fuck up too). You shouldn’t think that everyone shares your fears or your joy.

When you start out with a super micro business, you go that way:

I’m the only one doing everything, and of course I know everything about everything.

There are 2-3 of us, we sit at the same table, and of course we know everything about everything

There are 5-7 of us, we sit in the same office, we discuss every problem, every client call, we hear each other. And of course we know everything about everything.

Then at some point, booms happen. And we sit in 2-3 separate offices, saying hello in the morning and goodbye going home in the evening. We cross paths sometimes in the kitchen, or in the evening over pizza after work. In fact, information is already lost. But it’s not a disaster yet.

When I understood this simple truth, I began to implement tools to get back closer to each other. With the right (!) organization synchronizations take minimum time and give maximum benefit.

We are now regularly distributing information:

The current situation in the company by areas of activity – figures, facts, news, innovations, changes. Every week planner + every month a written digest.

Mission, values, long-term strategy and tactical plans, where the company is going and why. As the news comes out.

Problems of any nature (deal with the range of persons who may be affected by the solution of these problems).

Block-by-block coordination (finances once a week, projects once a week, resource planning once a week + adjustments, sales once a week + daily operatives)

Every time I think “geez, what didn’t they do the way I expected” – I wonder if they knew something had to be done? Did they understand that there was any situation, any tension at all? Could they have done “right” and “as I expected”?

More often than not, the answer is NO. Because information needs to be told )