We are in a unique time for businesses and organizations.

Every entrepreneur, middle manager and c-level executive has a bevy of new technological tools available. The growing use of cell phones and tablets replacing computers in both the enterprise and as consumer makes more information more available.

Taking a walk down memory lane, enterprise systems used to be on servers housed at the company level. I remember one of my first jobs utilized Lotus Notes - it was incredible. Computers connected and communicating through electronic notes. Being able to see calendars and files was incredible. Although it was slow, clunky, prone to downtime and you had to be in the office to access...it was a glimpse into the future.

Fast forward a bit to the present day where we now live in the cloud. Instead of massive enterprise systems, we now have subscriptions to software and an incredible number of tools that are...free! Free is great, right?

For every need there are hundreds of platforms available. Want to create a website, go ahead and try SqaureSpace, Wix, WordPress. Thinking about writing, give Tumbler or Medium a spin. Need to communicate with your team...there are about a thousand ways to do so.

These new tools have given modern leaders a crutch that is failing their teams.

The tool isn’t as important as the thought that goes into it.

You see, we’ve become driven by how we are doing to do something, instead of the substance of that task or project. Putting on my woodworking apron, let's say someone wanted you to build them a simple birdhouse. The modern leader would look to buy a workshop full of the highest quality, expensive tools and exotic wood. (Or maybe lease space in a co-working wood shop). In reality you only needed a hand saw, glue and scrap wood.

I recall so many meetings where an idea comes up and the first thing that the discussion goes to is what platform will be used. Instead, we should first think through and actually discuss the project. I’ve had so many discussions with the younger folk where actions are being driven by the newest website or app.

With the proliferation of these new platforms, we have become slaves to focusing on the shiny ball that will look cool, instead of the question of why we are playing the game at all.

Along with this zombie-like need for cool systems and apps comes another problem. The modern urge to create a process and platform around everything we do. It’s unsettling to see organizations large and small roll out new systems without considering the affected users or workflow.

We roll out new tools without needing new tools.

The team's initial excitement (or pandering disgust) makes the launch of a new shiny tool a success to those folks who came up with the idea. Then after a bit (a few days, a few weeks, or if you are lucky a few months) users will lose interest. Other priorities emerge and we forget the shiny ball. Even the rollout team is on to the next crappy idea. Sometimes everyone agrees to give it another shot, really use the system...but it won’t last.

I challenge companies I’m working with to stop thinking in a platform-centric philosophy and to try something different. Something a bit brave and a bit archaic.

Let the work and team guide the tools, and not the other way around. Here are a few things to focus on in this journey to cutting out the crap.

1) Focus on a few tools/systems and implement them well.

Instead of having a myriad of systems, apps, tools and other crappy shiny balls, slim it down and keep the bloat off.

It’s always better off to focus on a few systems and have universal buy-in and usage, instead of having a hundred tools that sometimes get used. Or that don’t get utilized properly. Or that make work longer and more difficult. There’s nothing worse that having a team frustrated because their work takes them longer than it should because someone is forcing them to use stupid tools.

Your job as a manager or executive is to give your teams the right tools and processes, make sure everything works...then get the hell out of the way. It will amaze you to see these tools are actually being used and your team is happier about it. Plus it will help new team members acclimate quicker and drive down the frustrations of trying to learn the alphabet soup of a new environment

2) Ensure you have the right tools for your team.

There is usually someone in your organization that is a platform junkie. The warning sign is that whenever you have a conversation, the first thing this junkie wants to discuss is the new cool platform that will auto-magically solve the problem.

If I’m describing you, I apologize in advance. If I’m describing your CEO, my heart goes out to you.

The problem is when this platform junkie gets to set strategy for your teams or works in the IT group. Tools are great, but make sure they meet the needs of the team. If your team looks at you funny when you bring up Doogie Howser or the Dream Team, then by all means you can push more technologically complex platforms.

But if your team is made up of folks with a wide range of techno-comfort, make sure the tools meet the needs of that. Of course you should continue to train your team on emerging technologies, but until your team is ready, don’t roll out tools that are too advanced.

3) Analog is OK.

Recently, I had a very interesting conversation with a 20-something I am mentoring (if I call him a young whippersnapper, please send help). He's working at a large marketing firm and was overwhelmed with the amount of work, meetings, projects and people. He came to me asking what tool I would use to track everything.

A quick digression - I’m a sucker for lists. I love crossing things off lists. I don’t think the feeling of a sharpie or pen through a nagging issue has any equal.

I took out my portfolio and showed him my single page to do list. He thought I was kidding. An executive relying on...paper? Now my to do list is printed in about 7-sized font and has many color-coded areas based on projects, teams, initiatives, ongoing concerns and even an area for personal things. It’s a system that took me almost a decade to perfect.

I still use (and often love) Asana or other platforms, but it personally boils down to that single piece of paper. I start my week going through and make sure I’m catching everything, removing and adding items, and knowing where I’ll have to focus my energy for that week. On busy weeks I’ll update it every night. On quieter weeks I can go the whole week with a mess of notes and completed items.

In the past decade of perfecting this system, I can say that I’ve never (ok, ALMOST never) missed returning a phone call, an employee's birthday, a meeting or lost track of a project.

A sheet of paper and a pen. It’s not sexy, but it works for me.

4) If it ain’t broke....

That brings me to the final lesson. We used to hear it all the time- if it ain’t broke, don’t fix it.

There’s always a temptation to make drastic changes in processes and tools. Most of this happens when you are thrust into a new role or manage a new team. You have some great tools that may have worked before, and in wanting to make your mark, you decide to implement those systems off the bat. It’s astonishing the number of times I’ve heard from teams that new management did more harm in breaking something that was working.

Now, I’m not saying your invoices should be sent via carrier pigeon or that you shouldn’t use new tools. I’m a huge proponent of using technology to make for smoother operations, but know what you are tinkering with. A lot of the times there may be ways to improve and enhance current processes instead of tossing in a grenade and blowing up the whole thing.

The bonus of repairing and enhancing? It will most likely be quicker to implement, be significant less expensive and you will get quicker buy-in and higher utilization. This will make you a rockstar to your new team, shows you respect the history of the organization and will show your fellow executives that you can make important changes rapidly and without significant investment.

There are other ways you can make your mark that bringing in a new shiney ball (or heaven forbid, a giant cart of new shiny balls). On the flip-side, if you destroy something that was working fine, your team and fellow executives won’t ever forget it.

So become the tool whisperer. Listen to what is really needed, understand the project to its core and ways you can get it done. Get dirty with the team and know what works, what can be enhanced and what is completely ass-backwards broken. Then and only then will you be able to figure out the tools needed to get the job done.

This was written while listening to the vinyl album: