The author of this highly rated article is Jürgen Tietz.
Jürgen is an authority on communication and people behaviour, especially across cultures,
and speaks 4 languages fluently: Zulu, English, German, Afrikaans.
If you want more valuable advice from these experts, click here.

Data is USELESS unless it is USED, unless it is analysed and the insights gleaned from this analysis ACTED on.

With today’s technology we are swimming in data. You can find information on anything (and just about anyone) under the sun. It is increasingly and more rapidly available to us if we know where and how to look for it and what to do with it.
We have to be highly selective about what information we ask for and read. This is especially true of emails and the internet. Always ask: “What for?” or “Why?” do I need this information and “By When?”.
One of the biggest complaints made by front line supervisors especially is that they no longer have the time to ‘supervise’ and manage on their feet. They are ‘forced’ to manage on their seat because of the demands made on them by the many systems requiring input of data. Most of this data they, the front line supervisors, do not directly benefit from – it is feeding the information hunger of the systems and is ultimately for senior management’s benefit. Ironically, much of the data does not get used for pro-active purposes, but rather for being re-active = the “rear-view mirror” effect.
Look at your systems, especially your safety systems, and ask what is it doing for you and those people ‘who push the buttons and use the tools’. Is it helping rather than hindering them? Be brutally honest about this and challenge the systems people to give you a tool that works for you, rather than you working for the system !!!