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Taylor Culver
Oct 2024
Let’s be real—data leaders are often stuck between a rock and a hard place. On one hand, the business expects them to deliver insights and drive real value. On the other, they’re constantly bombarded with requests that might not even matter in the grand scheme of things. So how do you move beyond being an order taker and actually influence business outcomes with data? In a recent conversation among experienced data professionals, some key strategies emerged. Let’s break them down.
If you’re just responding to ticket requests, you’re playing defense. Many organizations still operate with a "submit a ticket, get a report" mentality. The problem? That approach doesn’t drive business impact—it just keeps data teams busy.
Instead, shift from reactive to proactive. Start asking tough questions: Why does this request matter? What decision will this drive? Push back when necessary. If the request doesn’t align with business goals, challenge stakeholders to clarify the value.
Not every problem is worth solving. One data leader shared how they spent months tackling an issue leadership flagged as important—only to realize no one in the business was willing to own it. The result? Wasted time, effort, and resources.
Before jumping into a data project, make sure it’s actionable:
Does it solve a problem the business actually cares about?
Is there a clear business sponsor?
Will it lead to measurable outcomes?
If the answer to these questions isn’t clear, rethink the priority.
Many data professionals rely on ROI to justify their projects. But here’s the kicker: Not every business leader cares about ROI. One executive recalled presenting a data initiative that delivered millions in savings—only for the CEO to dismiss it as "nice to have."
So what works better? Alignment. Instead of leading with numbers, start with business priorities:
Is this a pain point leadership is actively focused on?
Does this initiative support a strategic goal?
Will solving this problem create a competitive edge?
ROI is great, but if the project doesn’t align with leadership’s agenda, it won’t get the attention it deserves.
One of the hardest parts of being a data leader is knowing when to say no. Not all requests are worth pursuing. But how do you push back without alienating stakeholders?
A simple tactic: Make them define the value themselves. One data leader described walking a stakeholder through the process of documenting their own request. By the end, the stakeholder realized there was no real value in it—and dropped the request on their own.
This approach doesn’t just save your team time; it also positions you as a strategic partner rather than just a service provider.
The best way to shift from being reactive to strategic? Build relationships. One of the most powerful ways to gain credibility is through word of mouth. When you help one executive solve a meaningful problem, others take notice.
Here’s how to build influence:
Find an executive champion. Identify a leader who values data and make them successful.
Deliver quick wins. Small victories build momentum and trust.
Engage early. Don’t wait for requests—be part of the decision-making process from the start.
The best data leaders don’t just respond to requests—they shape business strategy. By refusing to be an order taker, prioritizing actionable problems, and aligning with business priorities, they drive real business impact.
This shift takes time, persistence, and a willingness to challenge the status quo. But for those who make it happen, the rewards are huge—both for their careers and for their organizations.
Are you facing similar challenges as a data leader? Let’s keep the conversation going—drop your thoughts in the comments or reach out to connect!
