Just the Digestibles

The flow of information is critical to any organization. Information needs to narrow (or funnel) as it flows upward through the managing levels of a company. I believe employers and employees alike will bene­fit from this article, as many believe a leader takes all the available data and funnels it down into a decision that comes out of the bottom. 

In some respects, that may be true. But in reality, an effective leader must take distilled data (there is little time to mull over dozens of spread­sheets) from subordinates. This is what we refer to as "Digestibles" - the refined data necessary to make superior and more accurate decisions. 

Knowing how "Digestibles" look is helpful to those in manage­ment who need the right facts, as well as to those sifting through the vast data to send only what is needed upward for final decision making. Here is a financial example, but the process is the same for sales, IT, operations, etc.

When a CEO calls upon a CFO for a financial update, a few ini­tial facts are priorities. The CEO may ask for more details, or might wish to drill down into where the facts came from, but initially the need is straight and simple. The CFO may be ready to present every number, but the CEO, for the purpose of expediting decisions, might be looking just for the bottom line (or two). 

This concept is a two-sided coin. Leaders: Be clear about what ma­terial you need, so those reporting to you know how far down to boil the data. For those reporting up or presenting: Is what you are about to share complicated, which might cause confusion? Or have you shaped the statistics into digestible portions so the audience will get just what is needed? 

Think how long the process could take if those at the top labori­ously milled over countless layers of concepts, facts and figures. Why do companies, large and small, have managers, departments heads, etc.? As a company grows, it becomes more difficult to manage the team; therefore, a structure is necessary with a clear chain of command, which allows for a smooth flow of information to and from every level. 

When next faced with reporting up or handing decisions down, don't get caught in the "muck and mire." Understand the value of "Digestibles" and get the properly condensed details flowing so that choic­es become as clear as possible. Not every decision will be prefect or even right. But by sticking to the imperative facts, better decisions can be made in a more concise fashion, and when necessary, leaders can recognize errors and pivot more quickly. Exact data that is of value to those making the choices is in the best interest of all involved - and the organization as a whole. 

Like Dragnet's Sgt. Joe Friday often said, "Just the facts, ma'am, just the facts."