RIM involvement often arrives post-implementation. By then, constraints are real and options are limited. The role becomes one of mitigation rather than design. Knowing what to push for — and what to let go — is judgement. Questions 1. Where are you most often brought in too late? 2. How do you prioritise interventions? Action - Identify one late-stage fix that had the biggest impact.

Retention decisions are made in context — regulatory, organisational, and technological. That context changes. Experienced RIM professionals accept that some decisions will look imperfect later. What matters is defensible reasoning at the time. Questions 1. How do you review past retention decisions? 2. What makes one defensible for you? Action - Revisit one decision and note its original assumptions.

Consistency is a core RIM value, but rigid consistency can obstruct work. Exceptions emerge quietly. Managing them without collapsing the system is subtle work. This balance defines mature programmes. Questions 1. Where have exceptions become normalised? 2. How do you prevent drift? Action - Track one exception and how often it occurs.

Disposal decisions can trigger anxiety. Many colleagues equate deletion with loss or risk. RIM professionals must explain disposal as governance, not neglect. Language matters here. Questions 1. Where do disposal conversations stall? 2. What framing works best? Action - Rewrite a disposal explanation in plain language.

Perfect information inventories are rare. Most organisations operate with partial visibility and assumptions. RIM work proceeds anyway. Progress does not require completeness. Questions 1. Where is visibility weakest right now? 2. How do you work responsibly with that gap? Action - Document one assumption you regularly rely on.