As you climb the ladder of leadership, the way you deal with knowledge changes.
Front-line technical experts tend to be consumers of practical knowledge. Mid-level managers begin to consume and aggregate business knowledge from their peers and senior leaders and learn to act on that aggregated knowledge.
When you move into senior leadership, much of your success will depend less on the information you consume, and more on the knowledge you curate and share with others.
When you see departments working at cross-purposes, when goals are misaligned, when incentives are out of balance, those discrepancies can be clues that people in your organization are likely making the best decisions they can with the information they have, but their information is tragically incomplete.
From your vantage point, take a moment to survey where the disconnect might be and see what information you may share, or what conversations you might suggest between key players to conduct the flow of information and knowledge where it needs to go.
And if you’d like a thinking partner to help you examine your situation, let’s talk. Visit stevedwire.com/talk to begin the conversation.
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