Think about all the information that comes your way, especially if you are an executive.

It’s usually shared at peer level and (maybe) one or two levels down.

But full sharing of that information should be embedded deeply in your company’s culture.

In fact, when information, particularly competitive and market intelligence, is widely disseminated throughout the organization it juices innovation and boosts productivity.

Why?

Because increasing the number of people with access to the information increases the odds for breakthrough thinking and reduces the risk of wheel-spinning.

• An article on a competitor’s product can spark an engineer’s original design idea;
• gossip about changing industry dynamics can prevent a stumble in marketing;
• an investment report on a new service offering can suggest an innovative sales approach to a desirable customer.

Highly visible industry developments circulate swiftly and prompt immediate strategy meetings and fast responses, but the rest of the information often languishes; instead, it needs to be easily accessible by everyone.

Think about it, everybody in your company picks up valuable industry intelligence along with potentially valuable gossip.

• CEOs receive strategy reports by investment firms, management consulting companies, along with high level information and gossip from the Board.
• Managers receive reports from hired industry experts and publications.
• Marcom and others interact with the media.
• Salespeople gain information from customers.
• Engineers and others observe competitive equipment at trade shows.
• Admin and other support people hear and overhear stuff, often because they are ignored by those at higher levels.

People talk—at tradeshows, networking events, industry conferences and seminars, as well as at social events, bars, restaurants, etc. Most people spend at least part of that time talking about business-related topics.

Unfortunately, some managers derive their power through information control.

Smart managers make sure that the information is shared, up, down, and horizontally, by using internal blogs, intranets, wikis, etc. Further, they actively work to encourage everybody to read and discuss it.

Since the goal is to encourage everybody to share everything, no matter the source, all posts should include attribution; a public thank you to the person who took the time to share it.

Whether formal (reports, white papers, news) or informal (conversations, hearsay, gossip) the content needs to be accurately assessed and valued.

There is no way to predict what bit of knowledge will spark the creative process, so be sure that your people have full access everything available in an easily searchable format.

Flickr image credit: http://www.flickr.com/photos/zedbee/103147140/

In a speech to company managers, reprinted in The HP Way, Dave Packard perfectly summed up what makes Jane or Johnny run.

“People work to make a contribution and they do this best when they have a real objective, when they know what they are trying to achieve and are able to use their own capabilities to the greatest extent.”

I would add that “their own capabilities” means

• being given full information and authority to get the job done, as opposed to
• being forced to return again and again for clarification or having to constantly run to the boss to get something authorized.

The first approach is the one chosen by managers so confident and powerful that they work to hire people smarter than themselves, empower them and spend their energy developing them—knowing that they will either be promoted or leave.

The second approach is the choice of mangers who are weak and insecure.

Which are you?

Image credit: http://www.flickr.com/photos/zedbee/103147140/

Image credit:Gauravonomics

Friday I wrote that age-neutral, fear-related information control is the greatest barrier to the spread of social media tools.

Today I read an interesting post by Hutch Carpenter suggesting that companies create a new position, Social Media Manager, to shepherd, not ramrod, the adoption of SM tools.

Hutch says that “The successful social media manager will be someone who can engage a wide variety of personality types. Who can handle a variety of viewpoints.”

I would add that the person should also have strong shrink-type skills to deal with MAP-based resistance.

With that one addition I think Hutch has hit on good idea, one I hope companies will jump on—or at least cautiously climb aboard.

Do you think that a social media manager makes sense?