Listen to the Story Your Data is Telling You

We are very young when we start to collect data. How loud and how long do I need to cry before mom or dad gets me out of this crib? Is it better to be exceptionally good—or throw a tantrum to get that candy at the checkout stand? Or how many kids can I jump over on my bike using a homemade ramp?

Okay, that last one may have been my husband reminiscing about his childhood when the rule was simply “come home when the streetlights come on.” The point is, we all learned by collecting data.

We may not call it data when we’re young, but every time we try a new behavior or repeat a lesson, we’re learning more about ourselves and the world around us.

I remember selling candy to support my high school band. I played the clarinet, and even back in the ’70s and ’80s, we had to stand outside the grocery store or bank and convince shoppers to part with their hard-earned money. My father could have taken that box to work and sold it in a day, but he wanted me to earn it. I quickly learned that simply asking people to buy M&Ms didn’t work—but if I explained that 25 cents (for peanuts) or 50 cents (for M&Ms) supported the band, they bought. I also learned that the longer and harder I practiced, the more likely I was to earn first chair in the clarinet section.

Years later, when I moved into sales, I learned the funnel approach: you need more potential clients at the top of the funnel to close a sale. Over time, the best salespeople narrow their funnels by using data to know which prospects are the best fit. It’s not just about numbers—it’s about the right numbers.

In marketing, I saw this again. The ad agency created a TV commercial that seemed great—until a focus group revealed that viewers associated it with one of our competitors. Oops! A new agency studied our brand, designed ads that hit the right audience, and created a catchy jingle that people remembered everywhere. The difference was data.

In our latest Leaderish podcast, Regina Taute and I spoke with Jennifer Miller, co-founder and managing partner of Millan Chicago, a firm that uses data science and analytics to help organizations. Jennifer has a gift for translating data into stories leaders can understand and act on. I took away five key points that every leader should consider before gathering data or asking for help:

1. Define what you measure before you collect data.

You can’t measure “culture” or “engagement” without first defining what those terms mean for your organization. My former company assumed impressions from ads equaled success—until data showed the ads actually boosted a competitor’s brand. Once they defined the right measure (who was watching and whether they were future customers), they turned the campaign around.

2. Use data to separate what leaders can change from what requires organizational action.

High turnover data may show employees leaving because they felt unprepared. Leadership might rush to build new training programs, but the real issue could be that managers weren’t reinforcing the training already in place. Involving the right leaders up front ensures the root cause—not just the symptom—gets addressed.

3. Communicate transparently.

Nothing hurts engagement more than silence or secrecy. Employees don’t need every detail, but they want clarity and honesty. On one major project I helped lead, every employee was impacted. We hosted all-employee meetings, provided printed and online materials, and answered every question—even when the answer was not what they wanted to hear. Employees respected the transparency, even if they weren’t thrilled with the changes.

4. Stitch data points together for the bigger picture.

Surveys alone only show part of the story. Combine engagement results with retention, performance, and exit data, and patterns emerge. When leaders connect multiple data points, they can see what’s really driving outcomes instead of reacting to one isolated number.

5. Act on the data—even when it’s bad news.

No one likes hearing low engagement scores or reasons for high turnover. But bad news is a gift: it points to what needs to change. If data shows employees are leaving because of poor management, it’s better to replace a bad manager than lose good employees. If onboarding scores are low, invite employees into the conversation to help improve the process for the next new hires.

From crying in the crib to clarinet practice to employee surveys, data has always been there to guide us. The real challenge for leaders is to pay attention to the story it tells—and then act.

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If you're interested in learning more about my coaching and training services or how I can help you turn your visions into business realities, email me at doris@dunnwise.com, reach out via DM or visit my website at www.dunnwise.com. And be sure to listen to the Leaderish Podcast for great insights on Leadership.