Balancing Big Data and Heart
Even though “Love Month” is now over, let’s consider the role of the core/coeur, the heart. In particular, how does a leader lead from the heart in an era where “big data” rules?
Data-driven decision-making is the new buzz. With continuing exponential advances in information and communications technology, including miniaturization, larger storage capacity and increases in speed, it’s quite easy to have a plethora of information at the most minute level, at the touch of a button, in an instant. It is also easy to feel overwhelmed, and indeed paralysed.How does a leader make sense of all this data, and do what leaders are to do – make the right decisions?
Can all decisions be driven solely by data? Is it as simple as programming the algorithm that gives you the best solution and then choosing that? I posit that the data gives you choices, but the heart guides you in actually making the right choice. A successful leader needs data that is current, relevant and accurate. More than data, he/she must make sure that the data makes sense. And this is where the heart plays its role. Emotions send strong signals.
If the meaning and conclusion suggested by the data don’t feel right, then question it. The “feeling right” comes when the decision suggested by the data, your team or anyone else is out of alignment with your own heart, your personal values.
Which do you trust – the data or the heart? I suggest that you go with the heart. That’s what has always worked best for me and my clients.
THE BALANCED SCORECARD
The Balanced Scorecard is a valuable tool for aligning data and heart. There are three key categories in the Learning and Growth perspective:
- Human Capital – skills, competencies
- Information Capital – networks, databases
- Organizational Capital – culture, leadership, alignment
“Big data” would be addressed under Information Capital and values, or “heart” under Organizational Capital. Much thought must go into defining and aligning the information and organizational capital with each other, and with the Internal Processes to ensure flawless execution of the strategy.
The measures you select for each of these drill down even further into what’s really important. The right measures are more art than science, and require much discussion amongst the leadership team.
I am often greeted with skepticism about being able to measure values, yet we can and we must. Because remember the Balanced Scorecard mantra “What you measure you manage, and what you manage gets done”.
TAKE ONE ACTION
The next time you have a big decision to make and you are pondering the data, sit still for a moment, take a few breaths and notice how you are feeling.
Listen to your emotions, your feelings and be guided by your “coeur”, your core.
INTERESTING LINKS
If you would like to know more about “big data”:
Big Data: Beyond the Hype. click to view
Big Data: The Management Revolution. click to view
Mention “Strategic planning” and there is likely a collective groan in the executive suite. Strategic planning does not have to be a necessary evil – if it is, then you are doing it wrong. This article is in total alignment with my own belief and approach – that strategy should be underpinned by “ease, grace and joy”. click to view
Successful strategy is about making choices. This means saying NO. Being a good leader also requires you to make choices, and this too involves saying NO. Yet, we are often are reticent in saying no, afraid of the reactions of others.
A good solid NO can sometimes bring a huge sigh of relief to you and the person/organization you have said no to. This article by Peter Bregman shares 9 practical ways to say NO – firmly and graciously. click to view
