What Will Data Tell My Boss?
What Will Data Tell My Boss?
As advances in data and AI increase in exceptional capabilities, those organizations moving towards improvement can easily be detoured by those fearful of what the data might expose.
We have all heard the term "Unconsciously Incompetent" In other words, incompetence can only transition to competence when one becomes consciously aware.
Over the last decade, there has been a continuous improvement in software and data analytics, and now all organizations are seeing the capabilities of AI. Today's organizational executives can implement programs highlighting what was once hidden by a team leader's unconsciousness. This reality can cause mid-level and sometimes high-level executives to hijack the implementation of anything capable of new forms of awareness.
The fact is that today's software capabilities are redefining not only business processes but also redefining leadership teams. As organizations implement these programs, the leaders must be Intune to the potential detours some team members may attempt to create.
Leaders sometimes give too much power to those they lead. Yes, it is important to create teams who will hold themselves accountable and happily expose anything once hidden by a team or a manager's unconscious incompetence.
Unfortunately, today senior leaders cannot outsource to their team leaders anything perceived that could bring awareness to something these team leaders were responsible for overseeing.
Without a clear understanding by the organization's top leadership of the profound capabilities of any process improvement software, the leader will not be as motivated to navigate the roadblocks put in place by the undermanagement's insecurities of bringing awareness forward.
As I think about the business print industry, roughly 75% of these organizations operating income is derived from service annuities on the equipment sold. Both expense control and employee productivity are critical to providing the needed profits to maintain that 75% operating profit. In many cases, these service leaders fear being exposed as they bring any awareness to anything, they are currently unconsciously incompetent of.
However, if the organization's leaders are focused more on how the exposed improvements benefit the company over a focus on how the exposed improvements might potentially expose any shortcomings of an individual manager or members of their teams these managers and teams will also reduce their insecurities.
In the past, most managers could live in unconscious incompetence because the path toward competence was yet to be imagined. Leaders have to reevaluate what they trust their managers to seek on the road towards improvement, or that road will be lined with detours and rest stops.
Ray Stasieczko
As advances in data and AI increase in exceptional capabilities, those organizations moving towards improvement can easily be detoured by those fearful of what the data might expose.
We have all heard the term "Unconsciously Incompetent" In other words, incompetence can only transition to competence when one becomes consciously aware.
Over the last decade, there has been a continuous improvement in software and data analytics, and now all organizations are seeing the capabilities of AI. Today's organizational executives can implement programs highlighting what was once hidden by a team leader's unconsciousness. This reality can cause mid-level and sometimes high-level executives to hijack the implementation of anything capable of new forms of awareness.
The fact is that today's software capabilities are redefining not only business processes but also redefining leadership teams. As organizations implement these programs, the leaders must be Intune to the potential detours some team members may attempt to create.
Leaders sometimes give too much power to those they lead. Yes, it is important to create teams who will hold themselves accountable and happily expose anything once hidden by a team or a manager's unconscious incompetence.
Unfortunately, today senior leaders cannot outsource to their team leaders anything perceived that could bring awareness to something these team leaders were responsible for overseeing.
Without a clear understanding by the organization's top leadership of the profound capabilities of any process improvement software, the leader will not be as motivated to navigate the roadblocks put in place by the undermanagement's insecurities of bringing awareness forward.
As I think about the business print industry, roughly 75% of these organizations operating income is derived from service annuities on the equipment sold. Both expense control and employee productivity are critical to providing the needed profits to maintain that 75% operating profit. In many cases, these service leaders fear being exposed as they bring any awareness to anything, they are currently unconsciously incompetent of.
However, if the organization's leaders are focused more on how the exposed improvements benefit the company over a focus on how the exposed improvements might potentially expose any shortcomings of an individual manager or members of their teams these managers and teams will also reduce their insecurities.
In the past, most managers could live in unconscious incompetence because the path toward competence was yet to be imagined. Leaders have to reevaluate what they trust their managers to seek on the road towards improvement, or that road will be lined with detours and rest stops.
Ray Stasieczko
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