Data may prove your point and drive away your audience at the same time
When we are trying to make a point, attract followers and support for an idea, we don’t want to appear to be expressing only our unsubstantiated opinions.
What to do? Use diagrams, not graphs and charts, use diagrams, simple drawings that make your point quickly and easily.
Grab a piece of paper or paper napkin if you are sitting in a restaurant, explain with a quick drawing. This is how it looks, this is how to get there, here is how I think it will fit, this is one way we can accomplish the goal, here is a mind map of the options we have.
Where are the bottlenecks in your business?
Understand and acknowledge bottlenecks and constraints in order to address them before moving on. Diagram or list your options.
In Goldraitt’s book The Goal, which I recommend, a manager of a manufacturing facility learns about constraint theory, and you do too. It is clearer in a manufacturing process how constraints cause big problems and can be hard to recognize. The same constraint theory can apply in any and all parts of a business.
How are decisions made in your business? Are there some employees who make quick decisions, maybe some times not thought through, while others sit and stew over decisions afraid to make a move until every data point has been evaluated.
The interesting thing is that both too slow and too fast can be constraints, bottlenecks.
Build a process that finds and ‘authorizes’ moving forward when there is enough data to indicate direction without having to wait to be certain of all the details. Testing the water, understanding levels of risk, are important, even essential, but shouldn’t make everything stand still.
Recognize those constraints, those bottlenecks, for what they are and eliminate them.