Back in 1975 I heard someone say that more technology had been developed in the past twenty-five years than in all of recorded history before 1950. Now think of the influx of technology since 1975. Obviously we live in a world that will continue to produce more gadgets. The question becomes, "Which gadgets will we use and how will we use them?"

Here are five ways to select and use technology effectively:

1. Clarify Your Purpose
2. Be Open To Possibilities
3. Research Thoroughly, Invest Slowly, Use Quickly
4. Stop And Think
5. Explain To Others

In my opinion, Effective Technology is any device that increases the speed and quality of the value we deliver to ourselves and/or other people or increases the amount of time we have to create value for ourselves and/or other people. Value is anything that increases the chances that a person will achieve what they want to achieve.

CLARIFY YOUR PURPOSE

Effectiveness means continually achieving better results in your highest priorities. Until you clarify those highest priorities, how will you know whether or not a device will help you get better results in them? Over and over again, I see individuals, groups and organizations purchasing one new piece of technology after another without any idea how it will add value and increase effectiveness.

Here is a typical example from a variety of my clients. A mid-level manager has responsibility for a business center with ten distribution units. Their main objectives supposedly include providing timely suggestions to the unit managers, reducing turnover, increasing employee commitment and increasing customer satisfaction. All of these outcomes require the mid-level manager to work collaboratively with their direct reports. Unfortunately, these mid-level managers now spend more than two hours a day checking for and responding to messages on their office phone, company voicemail, cell phone, e-mail, company website, and fax machines in all multiple locations. This doesn't even include regular mail that has not subsided in the face of all the digital messages. Devices intended to speed the flow of communication have been so ineffectively applied they actually reduce the amount of time that the mid-level manager has to get better results in the highest priorities. Their actions show that their real business priorities are collecting and answering messages, particularly from their own supervisors. The key here is that the problem is not with the technology, it is with the use of technology.

In working with top executives who complain about technology, I ask them the question, "What are your three most important priority outcomes that you want to get better results on this year?" Then I ask them, "If you could change or improve your use of technology in three ways that would have the greatest impact on achieving better results in these three priorities, what would they be and why did you select them?" Now the conversation revolves around driving better results, not adding more devices.

BE OPEN TO POSSIBILITIES

While I encourage you to slow down the purchase of new devices, I also encourage you to be open to the possibilities that a new device can bring to you. In 1995, a colleague of mine told me about e-mail. Back then, I was a high school math teacher, and I said, "Why would you want to use that when you can just pick up the phone and talk to the person live?" As soon as you get yourself up off of the ground, ask yourself, "What devices are being used by other people and other companies that I could use right now to increase the speed in which I deliver value or increase the amount of time I have to create value?" This requires a bit of detective work. It means asking people what new devices they are using and what benefits they get from them. Then ask yourself, "How could I apply that device in a way that would increase the speed and quality of the value I deliver or increase the amount of time I have to create value?" This is your filtering question to ask as one device after another comes into your window of understanding.

RESEARCH THOROUGHLY, INVEST SLOWLY, USE QUICKLY

Once you identify a device that can add value to you, then research the different possibilities. You can almost always get the same impact for a lower cost by looking around. However, once you purchase your new piece of technology, use it immediately and frequently. Try the different options. Go through the stages of trial, error, and success over and over until you are comfortable with the new device. Too often people treat a new device as a child treats a birthday gift. They play with it a few times and then forget about it.

STOP AND THINK

After you use the new device several times, then pull back and ask yourself, "What other ways can I use this to drive better results?" Whether it's a scanner or videoconferencing equipment or something else, think of ways to use it synergistically. Perhaps you could host a meeting, take pictures of each individual at the meeting, capture each person's best idea for improving customer satisfaction and then e-mail the "Best Ideas" back to the group with the person's photo next to their idea. Constantly think of ways to combine devices to increase the speed and quality of the value you deliver and the amount of time you have to create value.

EXPLAIN TO OTHERS

When I was a sophomore in high school, I really did not understand geometry. I couldn't keep all of the theorems and postulates and definitions straight in my head. When I interviewed for my first teaching position, the principal asked if I could teach geometry. I said, "Absolutely, yes!" Consequently, he had me teach sophomore geometry five times a day. That is when I really learned geometry.

The same holds true for technology. When you get a new device, start to explain it to someone else right away. This forces you to really understand the subtleties of your new purchase.

Technology can and does play a significant role in increasing effectiveness and adding value. The challenge lies with the user. Make sure it fits in with your priority outcomes and truly increases the speed and quality of the value you deliver or the time you have to create value.

Dan Coughlin is a professional speaker, executive coach and consultant who specializes in enhanced individual effectiveness.

About Dan Coughlin

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Dan Coughlin teaches practical ideas on how to improve business performance. He is a business keynote speaker, management consultant, executive coach, and author of four books on leadership, sales, branding, and innovation. His books including Accelerate, Corporate Catalysts, The Management 500, and Find a Way to Win. His clients include GE Capital, McDonald's, Coca-Cola, Marriott, Boeing, Abbott, Toyota, Subway, Kiewit, Prudential, Denny's, and the St. Louis Cardinals.

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