As founder of The Perfect System, I have identified ten key principals that should always be present in order to call it “perfect”. Today I will briefly talk about, what I have coined as Straight Reporting. It is crucial in any business to have a formal, systematic and planned reporting system.
Reports need integrity – meaning it must accurately measure what you say you are reporting on. As an example: If you are reporting on the number of responses gained during research, it must be defined to indicate exactly what it means – is it the number of positive (or negative) responses, is it only the responses from a specific region, have any responses been ignored because they expose wrongdoing, etc. Define what every measurement means, and stick to it. No comparisons over different periods can be made if the definition is not standardised. It is amazing how many people “play” with numbers, to hide their incompetence or poor work performance. This is not Straight Reporting.
All stakeholders (employees, shareholders and other relevant parties) must receive the SAME reporting. You may not include, or exclude, any facts, numbers or figures for a certain class of stakeholder. Modifying reports for different stakeholders constitute dishonesty, and even fraud. Ask yourself why these reports need any chances, depending on the audience.
Straight Reporting should be part and parcel of the ethical code of conduct and best practice of any great company. Data that cannot be verified should be stated as such. Straight Reporting means that your facts are true and validated, if at all possible.
Only if the reporting is STRAIGHT can you base decisions thereon. If not, you are dishonest and a fraud. Get your act together. Stop playing games. Do not be a BS artist. Take responsibility for your bad decisions and poor performance.