“They Must Give” to “I Must Take” – Data Collection Paradigm Shift for Managers

Data is essential for decisions. With information technology defining the way business is done, data has become of paramount importance. Good leaders have stressed the need for having as much data as possible in place before taking decisions.

Data collection, however, isn’t easy unless it comes in directly from machines. Collecting data which humans need to provide is a challenge for even the best managers. A multitude of people are reluctant to share data. Some reasons would be:

• Knowing they yield control if they possess critical data.
• Lack of confidence that the data is correct.
• Wanting to present a good situation while the data reflects a bad one.
• Ignorance of or nonchalance to the fact that providing data is essential and helps their managers.
• Prioritizing other work which are felt to be core responsibility while providing data is perceived as a secondary task, sometimes a burden

Whatever the reason, not getting data affects the ability to decide the right course of action. It could end up in wrong decisions or a stalemate.

So, what can a manager do?

My thoughts are that it starts with an attitude. A manager needs to be firm not to allow non-availability of data become an excuse. Once firm in the belief that data is needed, the drive to ensure availability comes automatically.

Rather than using an authoritative stance that data “should be given” by team members, the manager could adopt a “must be collected” approach. With the responsibility shift to oneself, the drive to act and avoid failure is stronger. As a leader, it’s up to a manager to take on the responsibility of having data with him or her rather that blaming the team for not providing data.

Easier said than done!

Getting out data isn’t the easiest job. I have tried the below methods to aid me in this work, and mostly been successful:

• Having a meeting (short one) purely to assimilate data. Just sending out an e-mail or making a call doesn’t help. It is best to “sit down” with the concerned person and work together to collect the data and put it in an understandable and presentable form.
• Working with the person on the final presentation of the data. This gives the person a feel of how his or her inputs would be used. The next time, the person would know the importance of his or her inputs. Over a period, the sensitivity to provide data on time is improved.
• Sharing and explaining the need for that data. A lot of times, a manager just asks without explaining why. When the “why” is conveyed, the response can be expected to be more prompt.
• Making it a habit. Rather than making ad-hoc requests, it is good to make a regular reporting pattern. People get used to this. Making several ad-hoc requests would end up irritating team members.
• Being thankful. When someone takes the time out to provide data, it is a good practice to thank the person. It may have been his or her job, but the fact that he or she has helped the manager do his or her job needs recognition. This goes a long way in building a good working relation.

Whatever the method, the bottom line is changing one’s attitude from “they must give” to “I must take” can completely transform a manager’s performance.