Help Your Teams Be More Successful by Managing Information Overload
Does your team frequently state that there is too much on their plate? That they are receiving too much information? They may even indicate that there needs to be a ‘gatekeeper’ to prevent too many things from coming to them on a daily or weekly basis. If any of those sound familiar to you as a multi-unit leader there is great news for you. You can control it.You may be scratching your head at the moment, as it is possible that you too have those some concerns or comments. Your inbox is overflowing; there seem to be more conference calls than should be necessary, stores to visit, and seemingly an endless stream of questions or problems that require your attention. I am sure you have experienced the communication that ends with, ‘if you have any questions, contact your District Manager.’ And you think to yourself, “I don’t have the answer to that, why are they directing the stores to me?”Again, you can control that.Now, you’re really scratching your head. How is it possible that you can control all of that? There are many ways, let’s take a look at a few.
Timely, concise communication
Effective communication is one of those generic topics that always seems to come up in conversations, performance appraisals, or feedback sessions with company leaders.
“We need better communication.”
“I need to communicate better to my team.”
“There is too much communication.”
Ok, the last one happens when processes break down, or there is no strategy for how to connect with others. As a multi-unit leader though, you can control a high percentage of what your teams receive.First, establish routines for your communication. What do you communicate to your teams and when do you communicate? Avoid flowing stuff throughout the day so no one can predict or plan on when your messages will come to them. I used to use a simple rule - no more emails during the day to the team after 8:30 am. I would open a window between 6 pm and 8:30 pm when I lead District Managers. Emergency issues were an exception, but they only occurred in (you guessed it) emergencies. The team was able to plan their day around any notes then I would send early in the day and could rely on the fact that they would not receive anything else they needed to react to throughout the day. If a discussion topic came up, I would call them to gather that information.Keep your communication short and to the point. Bullets work well for this, especially if there are a couple of key topics you want to convey. State the overall theme, provide the bullets of knowledge, and close it out. Keep it to less than a 2 minute read. If it is more than that, it may be better suited for a discussion topic on a conference call.One of your most important roles as a multi-unit leader is to filter the information that gets to the stores. I am sure you are receiving plenty of information from your supervisor or even directly from the corporate office, but that doesn’t mean it all has to go directly to the stores. The ‘forward’ button should be used sparingly. Also, if you do decide to forward an email to your team - make sure you are adding value to the communication. That could mean providing some additional clarity, defining your expectations of the information, or creating a specific timeline to address the contents of the email. Avoid hitting forward if the information has already been sent to the stores and you are just trying to cover your bases by saying you sent it too. No value in that.
You have the knowledge
For those of you that ask the question about why stores get directed to the District Manager when you may not have any more information than the stores: that comes from the anticipated knowledge your experience brings. Many times the questions that come up are about how the best way to handle a specific situation. No one in an office can address that.In most cases, corporate leaders, including those at a regional level, rely heavily on the district managers to lead situationally. Make decisions based on what is happening right now. Moreover, that should include de-prioritizing something because other business needs dictate it.The other aspect of why that type of direction is provided is that there isn’t any more information to offer and the timing and importance are being left to you to determine for your stores. Take advantage of those situations to guide your team. It is an excellent way to show that you are supporting their needs.
You are the gatekeeper
I have to admit, I am not a fan of the term ‘gatekeeper’ when I am visiting stores or field leaders. The truth is, if corporate leaders are doing their job, you will never know what is NOT getting to you. There almost always is a gatekeeping function in place. It would be very unusual if someone were to send out a communication saying here are all of the things we DIDN’T send to the stores this week. No leaders role is to prove they are doing their job, as that should be evident in the behaviors that are exhibited. Ultimately as a multi-unit leader responsible for the outcomes of front-line leaders, you decide what gets done, and when. If Store Managers are the most powerful leaders in the organization (and I believe 100% they are), then the next level up are the most influential leaders because they have the direct connection to those most powerful people.Regardless of the flow of information from any other level, as a multi-unit leader (at any level) you can make a difference in how communication flows to those you directly lead. You are the one in control, but it does take a conscious effort, forethought, and discipline to maintain clear, open, but uncluttered lines of communication. When you establish the priorities, timelines, and methods of communication you can set the stores up for the success they are looking for.What is the one step you can take to help refine the communications channel for your team? Share your thoughts in the comments section.Join other retail leaders in continuing their development journey with Effective Retail Leader.com. SUBSCRIBE today to receive leadership tips directly to your inbox and monthly newsletters that provide many tools to help further develop your leadership skills. JOIN NOW!No SPAM ever - just leadership goodness.Photo by Hans-Peter Gauster on Unsplash