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<v Speaker 1>Helping leaders motivate their people to a higher level of

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<v Speaker 1>performance through strong human relations, team building and golachieving. This

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<v Speaker 1>is the seven Minute Leadership Podcast with your host Paul Fellovledo.

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<v Speaker 2>Hello everyone, and welcome to the seven Minute Leadership Podcast.

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<v Speaker 2>It's episode seven forty four. Today's episode is called tech

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<v Speaker 2>lag in high speed decisions. I want you to imagine something.

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<v Speaker 2>You're driving a car using a backup camera that's delayed

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<v Speaker 2>by three seconds. You turn the wheel, nothing happens. You

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<v Speaker 2>turn it a little more and still nothing, and then

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<v Speaker 2>suddenly the image catches up and you realize you're headed

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<v Speaker 2>towards a parked vehicle. I think everyone would agree that's

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<v Speaker 2>a dangerous way to drive. Unfortunately, that's exactly how many

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<v Speaker 2>leaders run their organizations without even owing it. They're making

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<v Speaker 2>high speed decisions using delayed information. The technology exists, the

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<v Speaker 2>dashboards exist, the reports exist, the notifications exist, and now

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<v Speaker 2>AI exists. The problem is that the information often arrives

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<v Speaker 2>after the decision window has already passed, and when leaders

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<v Speaker 2>don't recognize that lag, they create problems that never needed

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<v Speaker 2>to exist. Think about sports. A quarterback has about two

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<v Speaker 2>seconds to decide where the football goes. Imagine if the

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<v Speaker 2>quarterbacks helmet displayed the defense from five seconds ago. The

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<v Speaker 2>play is already different. The information is technically correct, it's

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<v Speaker 2>also completely useless. Many organizations suffer from the same problem.

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<v Speaker 2>Leaders receive reports about employee morale from six months ago,

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<v Speaker 2>customer complaints from thirty days ago, finance data from last quarter,

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<v Speaker 2>in performance reviews based on events everyone has already forgotten. Meanwhile,

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<v Speaker 2>the business environment has already changed. The workforce has already changed,

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<v Speaker 2>the customer has already changed, the threat has already changed.

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<v Speaker 2>The leader is staring at a historical snapshot while trying

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<v Speaker 2>to solve a current problem. That's tech lag, and it

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<v Speaker 2>shows up everywhere I see it often. In emergency services

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<v Speaker 2>and ambulances responding to a call, the crew receives information

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<v Speaker 2>from dispatch, and halfway to the scene, the situation changes,

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<v Speaker 2>the patient condition changes, the location changes, and additional hazards appear.

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<v Speaker 2>The information arriving in the vehicle is technically accurate based

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<v Speaker 2>on what was known five minutes ago. Five minutes can

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<v Speaker 2>be an eternity. The crew has to constantly reassess because

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<v Speaker 2>decisions based on old information can become dangerous and the

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<v Speaker 2>same thing happens in business and manager sees productivity numbers

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<v Speaker 2>showing a healthy department and three key employees submitted resignations yesterday.

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<v Speaker 2>The dashboard hasn't caught up yet. The numbers look great,

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<v Speaker 2>The reality is a completely different story. Technology creates a

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<v Speaker 2>dangerous illusion. It makes us believe we are informed. Being

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<v Speaker 2>informed and being current are not always the same thing.

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<v Speaker 2>Some leaders have become addicted to dashboards. They refresh charts

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<v Speaker 2>all day long. They monitor metrics, they watch trends, they

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<v Speaker 2>study spreadsheets. Then they walk right past the employee who

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<v Speaker 2>could tell them exactly what is happening. The dashboard says

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<v Speaker 2>everything is green. The employees are telling a different story.

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<v Speaker 2>Which one is more current, which one has less lag?

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<v Speaker 2>Many times it is the human being standing right in

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<v Speaker 2>front of you. This is one reason I often tell

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<v Speaker 2>leaders to get out of the office. Leadership happens in

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<v Speaker 2>the field. Leadership happens at the counter. Leadership happens in

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<v Speaker 2>the hallways. Leadership happens where the work is being done.

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<v Speaker 2>The closer you get to the work, the less lag

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<v Speaker 2>exists between reality and your understanding of reality. Now, let's

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<v Speaker 2>talk about artificial intelligence. AI is becoming one of the

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<v Speaker 2>greatest decisions support tools ever created. It can summarize, it

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<v Speaker 2>can identify patterns, It can help leaders evaluate options. It

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<v Speaker 2>can process information faster than any human being. I teach

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<v Speaker 2>leaders to embrace these tools because they are incredibly valuable.

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<v Speaker 2>The mistake happens when leaders assume the output is real

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<v Speaker 2>time truth. AI is only as current as the information

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<v Speaker 2>it receives. If the data is delayed, in complete, inaccurate,

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<v Speaker 2>or outdated, the recommendation may also be delayed and complete, inaccurate,

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<v Speaker 2>and outdated. Technology accelerates processing, it does not automatically eliminate lag.

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<v Speaker 2>A leader's responsibility is to understand the age of the

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<v Speaker 2>information they're using. Pilots learn this concept very early. I

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<v Speaker 2>often talk about aviation because the lessons are so powerful.

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<v Speaker 2>A pilot might receive weather information before departure. That information

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<v Speaker 2>could be perfect, and twenty minutes later it might be

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<v Speaker 2>completely different. Storms move, visibility changes, winds shift. The pilot

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<v Speaker 2>who assumes the old report is still accurate creates risk.

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<v Speaker 2>The pilot who continuously updates their situational awareness stays ahead

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<v Speaker 2>of the aircraft, and leadership works the same way. Situational

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<v Speaker 2>awareness is not a one time event. It is a

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<v Speaker 2>tenuous process. The best leaders are constantly asking what has changed,

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<v Speaker 2>what am I missing? How old is this information, what

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<v Speaker 2>happened after this report was generated? Who is closest to

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<v Speaker 2>the problem right now? Those questions reduce decision lag, and

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<v Speaker 2>that brings us to something I call leadership velocity. Leadership

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<v Speaker 2>velocity is not how fast you make decisions, it's how

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<v Speaker 2>fast reality reaches. You think about that for a second.

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<v Speaker 2>Some leaders make decisions quickly, but are working with information

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<v Speaker 2>that's two weeks old. Others make decisions at the same

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<v Speaker 2>speed while using information that is ten minutes old. Those

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<v Speaker 2>leaders have a massive advantage, not because they're smarter, not

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<v Speaker 2>because they work harder, because they reduce the distance between

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<v Speaker 2>reality and decision making. That's where modern leadership is headed.

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<v Speaker 2>The organizations that win over the next decade will not

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<v Speaker 2>necessarily have the biggest budgets. They will not necessarily have

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<v Speaker 2>the most employees. They will not necessarily have the most technology.

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<v Speaker 2>They will have the shortest lag between what is happening

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<v Speaker 2>and what leadership knows is happening. The winning organizations will

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<v Speaker 2>see reality faster. The winning leaders will see problems sooner.

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<v Speaker 2>The winning teams will adapt before everyone else. So here's

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<v Speaker 2>your challenge today. Look at the information that you use

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<v Speaker 2>most often and ask yourself one simple question, how old

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<v Speaker 2>is it? Not when did you receive it? How old

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<v Speaker 2>was it when you received it. There's a huge difference.

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<v Speaker 2>The answer may reveal blind spots you never knew existed,

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<v Speaker 2>and once you identify those blind spots, you can begin

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<v Speaker 2>shortening the gap between reality and response. Because in leadership,

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<v Speaker 2>the quality of your decisions often depends on how quickly

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<v Speaker 2>reality reaches your desk. So the next time you review

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<v Speaker 2>a dashboard, a report, a spreadsheet, or an AI generated recommendation,

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<v Speaker 2>pause for a moment and ask yourself how much lag

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<v Speaker 2>exists between this information and reality. That single question may

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<v Speaker 2>completely change the way you lead. The leaders who thrive

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<v Speaker 2>in the future won't be the ones with the most data,

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<v Speaker 2>They'll be the ones closest to the truth. This has

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<v Speaker 2>been the seven minute Leadership podcast, and I thank you

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<v Speaker 2>for listening.

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<v Speaker 1>For more Paul Fell of Alito Podcasts, visit paulfellowalito dot com.