r, Don't let it happen to you. Ask yourself if the information relevant, important or actionable in relation to your projects end state. Be ruthless. If it isn’t one of these three, then don't burn a brain cell on it.

If you're tough about it, it will force people to rediscover a long and unused skill, talking to one another. They just might have to converse with you instead of sending you off a hundred emails to convince y

"There are many things a wise man might wish to be ignorant." Ralph Waldow Emerson said that over a century ago and man was he prophetic. We are bombarded with information today and we don't do a very good job of sorting out what is meaningful and what isn't. We get reports, voice mails and of course an inbox full of emails, all giving the appearance of being urgent and important. When managing change you better be a master of sorting incoming information.

When you embarked on the change journey you had an objective, right? If you didn’t you're screwed anyway so let's work off the assumption that you did. Let's say you know what problem you are trying to solve and you have agreement on what success will look like when you do. With that knowledge you're ready to make some decisions along the way.

The really big question is when the information bombards you can you do anything with it? Does it have an impact on your project? When I run change projects people come out of the woodwork wanting to 'share' information. They have more reasons to send you this stuff than Bush has for the way the war in Iraq is going. Some folks will fill your inbox with trivia, pure nonsense, just to get noticed.

When you're managing a change project you must be disciplined about the information you allow to take up your time. If you don’t ... you'll pay the price of the tyranny of information to flows over you like an avalanche and has you holed up in your office at midnight trying to 'answer' emails.

You must look at the information coming in, whether it be a new report, a person who wants to 'share', or any number of other forms information that shows up disguised as the one thing you've been waiting for, Don't let it happen to you. Ask yourself if the information relevant, important or actionable in relation to your projects end state. Be ruthless. If it isn’t one of these three, then don't burn a brain cell on it.

If you're tough about it, it will force people to rediscover a long and unused skill, talking to one another. They just might have to converse with you instead of sending you off a hundred emails to convince yo

rting incoming information.

When you embarked on the change journey you had an objective, right? If you didn’t you're screwed anyway so let's work off the assumption that you did. Let's say you know what problem you are trying to solve and you have agreement on what success will look like when you do. With that knowledge you're ready to make some decisions along the way.

The really big question is when the information bombards you can you do anything with it? Does it have an impact on your project? When I run change projects people come out of the woodwork wanting to 'share' information. They have more reasons to send you this stuff than Bush has for the way the war in Iraq is going. Some folks will fill your inbox with trivia, pure nonsense, just to get noticed.

When you're managing a change project you must be disciplined about the information you allow to take up your time. If you don’t ... you'll pay the price of the tyranny of information to flows over you like an avalanche and has you holed up in your office at midnight trying to 'answer' emails.

You must look at the information coming in, whether it be a new report, a person who wants to 'share', or any number of other forms information that shows up disguised as the one thing you've been waiting for, Don't let it happen to you. Ask yourself if the information relevant, important or actionable in relation to your projects end state. Be ruthless. If it isn’t one of these three, then don't burn a brain cell on it.

If you're tough about it, it will force people to rediscover a long and unused skill, talking to one another. They just might have to converse with you instead of sending you off a hundred emails to convince y

bombards you can you do anything with it? Does it have an impact on your project? When I run change projects people come out of the woodwork wanting to 'share' information. They have more reasons to send you this stuff than Bush has for the way the war in Iraq is going. Some folks will fill your inbox with trivia, pure nonsense, just to get noticed.

When you're managing a change project you must be disciplined about the information you allow to take up your time. If you don’t ... you'll pay the price of the tyranny of information to flows over you like an avalanche and has you holed up in your office at midnight trying to 'answer' emails.

You must look at the information coming in, whether it be a new report, a person who wants to 'share', or any number of other forms information that shows up disguised as the one thing you've been waiting for, Don't let it happen to you. Ask yourself if the information relevant, important or actionable in relation to your projects end state. Be ruthless. If it isn’t one of these three, then don't burn a brain cell on it.

If you're tough about it, it will force people to rediscover a long and unused skill, talking to one another. They just might have to converse with you instead of sending you off a hundred emails to convince y

ormation you allow to take up your time. If you don’t ... you'll pay the price of the tyranny of information to flows over you like an avalanche and has you holed up in your office at midnight trying to 'answer' emails.

You must look at the information coming in, whether it be a new report, a person who wants to 'share', or any number of other forms information that shows up disguised as the one thing you've been waiting for, Don't let it happen to you. Ask yourself if the information relevant, important or actionable in relation to your projects end state. Be ruthless. If it isn’t one of these three, then don't burn a brain cell on it.

If you're tough about it, it will force people to rediscover a long and unused skill, talking to one another. They just might have to converse with you instead of sending you off a hundred emails to convince y

r, Don't let it happen to you. Ask yourself if the information relevant, important or actionable in relation to your projects end state. Be ruthless. If it isn’t one of these three, then don't burn a brain cell on it.

If you're tough about it, it will force people to rediscover a long and unused skill, talking to one another. They just might have to converse with you instead of sending you off a hundred emails to convince you how important they are.

I did an experiment one time when I was Vice President of Worldwide Logistics at Compaq. At the time, this was about 1996, I was coming in each morning to an inbox of two to three hundred emails, everyday. I told my Assistant to begin deleting half of them every morning. We made a game out of it. One morning I'd have her delete the top half, the next morning the bottom half, then every other one, it was fun. You know what? In three months, not one person called. Nothing happened. I had no clue what was in half of those emails and nothing changed. You'll find at least half of all information you're receiving is pure, unadulterated BS.

To manage change means to manage change. Let nothing take your time away.