Avoiding Information Overload

In this age of BIG DATA and information overload, exactly how much information can we absorb? When we communicate with our customers/clients, what is the right amount of information to provide? The answer to these questions will always depend on:

• communication mode (face to face, email, web-meeting),

• customer sophistication (is this new technology, are you evangelizing, etc.,

• relationship with the customer (new or existing). 

However, there are some 'rules of thumb' worth keeping in mind. 

Physiologist George Miller developed a 'maximum packets of data' theory. I am calling it the… MAGICAL 7 +/- 2

What the theory describes is that in any one encounter (sales call, presentation, conversation) the human brain can absorb/understand 7 (plus or minus 2) packets of data at one time. 

Let us think about this for a second. Seems to make sense. If I try to push too much information, I lose my audience, they drown in the information. In my research of infographics, the same theory applies; too much graphics/data, and the audience is overloaded - and then disconnects. 

My experience has been I try to leave my conversations/presentations with one or two key points, with an informational backup of 3-5 relevant stats/data/info. This seems to follow in line with Mr. Miller's theory. 

What does this mean to you, who must present to customers, talk to customers, interact with customers? 

1. Avoid PowerPoint overload. Endless text violates the magical 7 +/- theory.
2. Plan ahead. What are the 5-9 key data points you want the listener to go away with? 
3. Try the "tell them what you will say, say it, and recap what you said". This will help define and clarify the 5-9 datapoints.
4. Please keep the data graphics simple. Too much information causes the brain to simply 'tune out'. 

Most of this seems common sense, however, it is amazing to see in many presentations how these common sense rules are violated and ignored. 

Better communication leads to better customer/client understanding, which leads to a better customer experience. 

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design–build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, data integration, and change management solutions for AEC clients across the United States involved in the design and construction industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]… 

The Art of Managing Up

Recently in my managing career, I read an article by Wayne Turk titled "The Art of Managing Up." I don't remember where I found this article, or if someone recommended it to me. The article can be found here. It proved to be a perception changing article. 

First, if you work for a company, I would definitely read this article. If you work for yourself, you still have customers/clients that you need to 'manage up.'

It was an important article because it clarified to me several key points. 

• I was struggling too hard to change my boss to my way of doing things. That was clearly the wrong approach. It reminds me of Jim Croce's lyrics to "You Don't Mess Around With Jim:"

"You don't tug on Superman's cape 

You don't spit into the wind 

You don't pull the mask off that old Lone Ranger 

And you don't mess around with Jim"

• Managing up is really about stretching yourself - see article. What can you do to make the situation better (whether that is the project, the corporate culture, or the company itself)? I understood the need to stretch, but didn't realize my participation in dysfunctional company interactions was limiting my ability to manage up effectively.

• Communication - I cannot stress this too much. I had to learn my boss's communication style. Every manager, including me, has a different style. 

• See how they communicate with you, it usually is a good indicator of how they want communication to happen. 
• For some managers, ask - they might tell you, but observation of the manager's communication style will be more illustrative. When, how often, form (written/verbal) are all aspects.
• Some managers want discussion, some want just the 'short and sweet' discussion.

• Lastly - provide solutions to the problems you bring to your boss. Be a solver, not a whiner. Does your solution need to be complete (helpful, but not required). The solution does need to be thoughtful, cogent, and provide a path to success. 

Managing up is not manipulative, but a method to create a stronger 'bond' with your boss and create an better work environment

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David Haynes, NCARB, PMP, LEED AP
Ideate Director of Consulting

David is a Registered Architect, Project Management Certified Professional, who previously had his own architectural practice and was President of a commercial design-build construction company for 15 years. A graduate of University of Arizona, he has worked as an Architect, contractor, developer and as a national construction manager for a national retailer. David currently provides business process analysis, virtualization and change management solutions for AEC clients across the United States involved in the design and building industry. Follow David on Twitter: @dhaynestech 

Get it. Know it. Use it.

This post was originally published on David’s blog Connecting the [Data]…