The definitions that I preferred in this context are "not ordinarily" or "atypically." If we are going to be noticed and appreciated, of course, we have to be "very" informed, but to be remembered by the people who matter in our organizations and seen to be truly valuable, we need to find those atypical or out-of-the-ordinary nuggets of information. We have so many people now who are capable of finding information adequate for their needs that we have to find the bit that hits you between the eyes and says, "That's an amazing idea, why can't we do it?"

Okay, I hear you say, "And how do I find time for that?" I do not have enough time to deal with the day-to-day requirements of my job, let alone to go gold digging. And what am I looking for?
Advertisement

The true answer is, I don't know. It is quite possible that you won't be the person who sees the true potential of the information shared, but being the catalyst is fine. I refer you to Stephen Abram's "Info Tech" column in the February issue of Information Outlook, in which he suggests that you set aside 15 minutes a day to play with new Web sites and services, and learn about new technologies. Use some of this time to forward links that you think might interest colleagues and management even if they do not appear to have any obvious relevance to your business.

As a caveat, I suggest that you explain why you are sending the links so that the recipient does not get into the delete mode. Comments like "Interesting in light of what we were talking about last month," or "Amazing new concept or technology," will help to avoid the recipient's wondering why on earth you sent the link. I personally enjoy receiving this sort of information, but some people view it as spam, unless they receive a well-researched report about why some new technology or concept should be considered.

Persuasion

Influentials have to be persuasive. Some of us are just better at being persuasive than others. I am not a good salesman, so I have to rely on being well prepared and knowing the best way to keep the individual's or group's attention to get my point across.

Being well connected was Gladwell's third requirement for an influential. Nepotism might help, but I would not put too much emphasis on that approach. Debbie Schachter's excellent "Info Business" column in the February Information Outlook explains how working with boards effectively is an important management role.

To this, I would add a few of my lifetime experiences. It is important to isolate the shakers and movers within the organization, and, believe me, these may not be the CEO or VPs. You certainly have to keep them in your sights, but someone else, or some group or committee, may be the real power within the organization. Make sure you keep well connected with all of them.

Cultivate the executive assistants and anyone who has the ear of the CEO, president, or whomever you decide is a real mover and shaker. Asking for advice about good resources or where to look for information does not necessarily mean that you are not doing your job, but often flatters and roughs up their peacock feathers. They may take credit for your idea, as board members love to show off in front of their peers, but hopefully you will retain the kudos in their eyes. Just make sure that you keep a record of your involvement in case they conveniently forget.

Finally, don't forget Debbie Schachter's important point that you should keep your immediate boss informed if you are dealing directly with the board, as you do not want to appear to be undermining your immediate superior by "going above her/his head."