Report the Right Data to Your Boss

Probably the biggest weakness in the relationship between in-plant managers and their bosses is the reporting process: What to report and when to do it. So says consultant Ray Chambers in an article in the December issue of In-Plant Graphics.

“Too many in-plant managers use a shotgun strategy in reporting their activities—that is, they gather all the data they can find and fire it up the chain of command,” he says.

The problem is, executives are problem solvers, and if you give them data they may assume that you want them to use it. Further, their conclusions may not match yours.

Don’t flood your boss with data just because it’s available. Rather, report on a few meaningful measures that accurately reflect what you’re doing and relate them to the overall strategy of the organization.

Chambers’ article is one of nine in IPG’s year-end issue that look at the future of the in-plant industry and offer managers advice on what changes they must make to survive in the coming years.