Fighting the Good Fight for RIM
by Jeff Randolph

In July 2009, ARMA International polled its members to find out (among other things) how often the average information management professional speaks to either IT or executive management. The answer came back a dismal “monthly at best.” In fact, 40% of information management professionals never share the things they’ve learned with executive management.

 

Given the current economic, regulatory, and legal environments, information management professionals need to be speaking to IT and executive management more, not less. The business world is ready to listen and it’s eager for the expertise you can provide.

First, gather ammunition.

 

I’m going to bet that you already have recommendations for your organization. You know what it should be doing, but isn’t. That’s a good start. It’s time to flesh that out and back it up with authoritative sources. Specifically, get your standards and best practice publications out and fully map what, in your view, needs to be done for your organization to move it from point A to point B. Cite your sources so it’s easy for others to see both the need for change and the wisdom of the way forward.

 

After that, put some dollar signs next to those things that need to be done. It’s not just about telling people how much your solutions will cost the organization, but how much it will cost not to implement them. For example, if your organization does not have a plan for protecting sensitive customer data stored on laptops, flash drives, or smart phones and one of those devices is lost, the cost of that loss will likely exceed the cost for providing credit monitoring service for each customer affected. It may  also include lost profits as customers stop trusting you with their data.

 

As you complete your financial analysis, look at future cost savings and incorporate them into your calculations as well. 

 

Select – and understand – your audience.

 

Think strategically about where you’ll likely get the most traction with your message. Does one area of your compliance team typically throw up road blocks? Which group actually has the power to buy off on your solution? Can you go directly to them, or are there others you must convince first?

 

In organizations with a rigid hierarchical structure, you’re more likely to find resistance to change of any kind. Understanding that, play devil’s advocate and role play your argument using the most cynical voice you can find. Write down each argument and develop a set of talking points to overcome those obstacles.

 

The more you understand your audience, the more you can tailor your messages to them. The ideal solution is to structure your argument and talking points so the outcome gives you and your audience a win-win outcome. Start with the notion that you’re both ultimately after what is best for the organization and work forward from there.

 

Speak the same language.

 

This is one of the things that ARMA International’s Generally Accepted Recordkeeping PrinciplesSM (GARPSM) gives us – a common language to speak when discussing proper information management. The language of GARPSM presents principles that describe what organizations (not professionals) shall do with respect to the way they manage records and information. Don’t get caught up in describing the tactics you will take to accomplish your tasks; focus instead on presenting the organization with descriptive statements that will illustrate how your solutions will lead to better overall operational performance.

 

You’ve already put together the financial component during your information-gathering phase – and for many departments within an organization, this is the common language. It usually takes more than simply presenting a spreadsheet, but when the numbers speak for themselves, things go much more smoothly!

 

Have confidence in your message; it doesn’t have to be perfect.

 

We all get stage fright. We all lose confidence in our ability to stand at the head of the table and be the expert. But organizations are more receptive now than ever before to the messages information managers are sending. When organizations struggle with a given issue, solutions are a welcome sight.

 

We all want others to come to us for the answer. We want them to knock on our door and beg for the advice we can give. But that’s not likely to happen. It takes courage to take steps out of your comfort zone, but you owe it to your organization to step up and let them know you bring expertise. You have solutions. You are part of a profession that is leading some conversations that are well overdue.

 

Promote yourself.

 

You don’t have to single-handedly rescue your organization to be seen in a positive light. You don’t have to do much, in fact. It’s being part of the conversation that matters. You can start the conversation or simply jump into the middle of it by bringing your expertise to the table. Either way, simply taking that step out of your comfort zone shows your ability to move the organization forward. It shows your peers and other professionals the value you bring to the organization.

 

For years now, ARMA International has been promoting the need for collaborative solutions to modern information management challenges. Collaboration pre-supposes conversation among all parties. The time is right for information management professionals to lead the charge. It’s time to start, join, or finish the conversation as you fight the good fight for information management.

 

Jeff Randolph can be contacted contacted by e-mail.