It’s all too easy to look at a competitor's latest announcement or most recent earnings report and compare, wondering what makes them successful and why some teams perform highly while others fail to live up to expectations.
In our experience working with organizations, particularly those dealing with significant change and turnover, the difference comes down to being able to make the right interpretation of data and drive clear action from the data.
Gone are the days when traditional business models reigned supreme, and the rulebook seemed set in stone. In this dynamic environment, senior executives must grapple with an array of interconnected factors, from the relentless march of digital transformation to the seismic shifts in global markets. But beyond the headlines and buzzwords, what truly sets apart thriving businesses from struggling ones? We uncover the invaluable lessons learned from those who have navigated uncharted waters and transformed challenges into opportunities. Here, we delve into a fundamental tenant of modern leadership, where data-driven decisions are key to achieving sustained success.
The Mirage of Data
Today's leaders find themselves submerged in vast oceans of data, inundated with insights that often lack a direct connection to tangible business outcomes. Data, in isolation, cannot provide a complete picture for steering business success; it must be seamlessly integrated with a deep understanding of the organization's strategic direction. This intersection of data and business context becomes paramount, especially when making critical decisions with little time.
In a modern command center, digital screens showcase dynamic maps and real-time updates on activities unfolding across the operational landscape. The atmosphere is one of intense focus, but when commanding Joint Special Operations Command (JSOC) in Iraq and Afghanistan, General (Ret.) Stan McChrystal frequently encountered a situation where the operational view seemed too neat and orderly. It failed to capture the chaos of on-the-ground operations, be it defending a village or patrolling rugged mountains. Whether his leadership team’s depiction erred on the side of caution or exuberant optimism, McChrystal was convinced the operational picture was flawed due to its lack of granularity and context. This dilemma left McChrystal and his leadership team in a conundrum—uncertain about their true reality, yet equipped with advanced technologies that only created the illusion of clarity.
Using Data to Combat Employee Burnout
When the global COVID-19 pandemic first hit, our initial response at McChrystal Group was to significantly increase virtual collaboration to simulate the office environment. To evaluate the effectiveness of these actions, we deployed pulse surveys and complemented them with data collected passively through tools like Microsoft's Workplace Analytics Dashboard, which has since been transitioned to Microsoft Viva.
The findings shocked us. The analysis, along with insights from the Microsoft dashboard, unveiled issues around role clarity and a growing concern of potential employee burnout. Our collaboration hours had surged by nearly 100%, and the number of meetings had doubled.
Understanding how your team shares information, conducts meetings and collaborates is essential in identifying operational bottlenecks and efficiency gaps.
Leaders should continuously gather this data through routine pulse surveys, qualitative interviews, and tools to map passive communications. Once collected, it's imperative to interpret this data within the broader context of business performance.
In our case, our efforts to virtually replicate the in-office environment were out of touch with reality, and to advance as an organization, we couldn't return to the pre-crisis status quo. We needed to evolve to establish a sustainable, effective collaboration model.
Striking the Balance Between Dialogue and Action
The significant increase in collaboration time posed a risk of generating redundant information at the expense of productive work. In essence, we needed to spend less time discussing the problem and more time solving it.
We streamlined the number of meetings, creating space for smaller teams and individuals to execute their part of the plan.
To preserve valuable cross-functional communication, we utilized network analysis to identify and engage key individuals from various business units in our communication rhythm. A select group of formal and informal information brokers facilitated the flow of intelligence to teams when and where they needed it, regardless of team or hierarchy. The result was a more consistent and productive working environment for independent groups.
Establishing a Unified Point of Coordination
At the core of our network was our company's director of operations, whose role evolved into understanding our company's network dynamics and orchestrating key interactions at strategic junctures.
This consistent voice and contextual understanding enabled us, over time, to connect teams responsible for revenue generation, new product innovation, and client success in unprecedented ways. The network analysis began to transform, with more interconnections forming between teams, despite the physical distance.
These network maps will vary significantly for each organization and should adapt to critical external factors. However, capturing and acting upon real-time employee feedback empowered us to develop a more effective and sustainable operating model.
Don't Overlook One-on-One Connections
As we continued to evolve, passive data analysis uncovered another critical concern: three-quarters of our workforce lacked regular one-on-one meetings with their managers following the shift to virtual and hybrid work.Further investigation revealed that our organization's agility, a strength in normal circumstances, led to individuals fluidly transitioning between or supporting multiple initiatives, often without clear manager-employee relationships. This realization prompted senior leaders to actively engage in mentorship and check-ins with their teammates, irrespective of their immediate collaboration.
Data Fuels Performance
Data concerning your people is paramount, especially during periods of rapid change.
Individual coaching and development are vital, particularly for junior team members who may not have previously encountered similar challenges, either professionally or personally. In our case, passive monitoring and in-depth discussions addressing root causes played a pivotal role in enhancing employee engagement and reducing unwanted attrition during the crisis.
Leaders must critically assess how their organization should operate in the ever-evolving landscape. To monitor and adapt their operations effectively, organizations should implement systems that automatically generate feedback on communications and execution.
Leaders remain the indispensable element bridging the gap between an idealized operational picture and the unpredictable chaos of the real world. Without people to interpret and drive action, insights are nothing more than numbers on a spreadsheet.
Resources
