What do you do if your leadership abilities in Data Governance are going unnoticed?

In my decade+ of experience in data governance, I have learned that a big-bang approach rarely works. On paper it surely can, but we are not trying to create lists and overviews, we are trying to change and improve people's behavior. I strongly suggest you take a use-case approach to implement the data governance standards you have developed. By doing so, you get the additional benefit of having regular success moments when a use-case is wrapped-up. Make sure these results - how the implementation of data governance has increased business value - is communicated and presented as much as possible. This value message is even stronger when involved business stakeholders are doing the talking.

Firstly, ensure you're effectively communicating your ideas and accomplishments to both your team and higher-ups. Highlight the value your efforts bring by improving data quality, security, and decision-making processes. Actively seek feedback from colleagues and supervisors on how you can better showcase your leadership abilities. Collaborate with other departments to demonstrate the broader impact of your work. Document your successes to provide concrete evidence of your leadership skills. Build a network of allies within the organization who can help advocate for you. Lastly, remain patient and persistent, as recognition may take time to materialize.

Self-Assessment: Start by evaluating your own performance objectively. Reflect on your strengths and weaknesses as a leader in Data Governance. Are there areas where you could improve? Are there specific actions or behaviours that might be hindering recognition of your leadership abilities? Document Achievements: Keep track of your accomplishments and contributions in Data Governance. Document specific projects you've led, problems you've solved, and results you've achieved. Having concrete examples of your leadership abilities can be instrumental in demonstrating your value to your organization. Build Relationships: Cultivate relationships with key decision-makers and influencers within your organization.

I actively seek opportunities to showcase my leadership skills. This involves volunteering for high-profile projects, presenting at industry conferences, and contributing to thought leadership articles or blogs. By taking the initiative, I demonstrate my expertise and commitment to data governance, making my leadership more visible to others.

One could start by taking initiative and showing yourself to be proactive. Volunteer to take on complex tasks and demonstrate your ability to work outside the box. Also don't forget to seek out opportunities to mentor and guide other team members.

Building relationships with colleagues, supervisors, and with individuals of different levels of seniority, helps me to demonstrate my commitment to the company. Networking smartly provides opportunities to learn about other departments and roles,and helps to find potential mentors. By building relationships and collaborating with others, it helps me to gain valuable insights, exchange ideas, and learn from their experiences, which in turn helps to develop my leadership skills.

I strategically network with key stakeholders within the organization and industry. This involves attending industry events, participating in online forums, and building relationships with individuals who can champion my leadership and advocate for my contributions. By cultivating these connections, I expand my influence and ensure my leadership is recognized by those who matter.

I always look out for opportunity to work with others outside of my department as well, this will help you in sharing your views in projects or a particular initiatives. By you being able to showcase your expertise, it always creates a buzz on how smart you can make a business process work.

Data governance can start as a seed is planted to become a tree ??, despite of the regulations which makes people feel forced to do something, it has to be a cultur of our Data is an Asset, we all have to protect and govern these data. Data Governance is considered to be all the organization responsibility including IT, Business leaders, users..etc So when developing your organization data transformation strategy build your data platforms with data governance standards like DAMA and considering the regulations as an operating model. Meanwhile continous data awareness and data literacy for better data driven culture.

You must learn to mentor others and share knowledge where possible. This not just ensures that they practice your ethics but rather holds weight on the expertise which you have been driving along. Even sharing knowledge with others can help you recap and strengthen your knowledge further.

I found that data world is full of people happy to share their knowledge and experience. Why happens so? 1. Sharing the knowledge helps you to fill companies with better practices 2. No one was born knowing data governance 3. Little literature and the environment is changing 4. Data processes are flowing with advances and innovation 5. When you share your knowledge and experience, other people will do so 6. Your failure con be someone else’s success, because data governance is not the same for everyone and failure doesn’t mean you did things wrong. That means that the process doesn’t match 7. Sharing your voice, you will help others and you’ll get noticed 8. IT and business go together, sharing is caring and growing business

Try and form an internal network of genuine data evangelists within your firm. Today i had the pleasure to speak to 2 young colleagues on the wholseale entity, was refreshing to see they really wanted to adopt and learn. Often most support comes from way below the Board room

Never stop failure. It may seem counterintuitive, but there is only so much you can communicate if the other end is not listening. Sometimes, if your advice falls flat, it is wise to stop pushing and give time to time. When a project struggles, it comes a point when people realize that the proposal you laid on the table was the best-fit all along. Be ready to step in when the counterpart is asking for help and the results will come.

Continious education in Data Governance is pivotal. As regulations and technologies shift, keeping pace through workshops and certifications isn’t just beneficial—it’s essential. By regularly updating our knowledge and sharing these advancements with our team, we not only sharpen our own skills but also foster a culture of excellence and innovation. This proactive approach in our professional development not only prepares us for future challenges but also solidifies our role as committed leaders in the field. Your emphasis on ongoing learning resonates deeply with anyone aiming to excel in this dynamic industry.

I prioritize continuous learning and development to stay ahead of the curve in data governance. This involves attending industry conferences, pursuing professional certifications, and actively engaging with the latest trends and technologies. By demonstrating my commitment to lifelong learning, I showcase my dedication to the field and position myself as a respected leader.

I confidently share my ideas and perspectives in meetings and discussions. This involves providing well-informed recommendations, advocating for data-driven decision-making, and constructively challenging the status quo. By actively participating and expressing my expertise, I make my leadership voice heard and contribute to shaping the direction of data governance within the organization.

Not actively speaking up in meetings can lead to misunderstandings, ineffective decision-making, and missed opportunities for improvement. If I don't speak up it could diminish my influence and my ability to shape the direction of the data governance initiatives, potentially resulting in unfavorable outcomes.

I regularly reflect on my leadership approach and identify areas for improvement. This involves seeking feedback from colleagues and mentors, analyzing my strengths and weaknesses, and adapting my strategies to become a more effective leader. By continuously learning and evolving, I ensure my leadership remains relevant, impactful, and recognized for its contributions to data governance success.

I constantly ask for feedback. During the feedback sessions I gain insight into my strengths and weaknesses. The sessions allow me to identify any areas of potential growth. I then take action and find training and development opportunities, such as attending seminars, workshops, or conferences. Also networking with other professionals and exchanging best practices helps me adjust. Then I regularly review my progress and adjust as necessary.

Feeling unnoticed can be frustrating. Some additional strategies to consider ... Document your accomplishments: Keep a record of your contributions and successes on data governance projects so you can show your impact during performance reviews. Engage with executives: Demonstrate your leadership skills by actively engaging with senior leadership and aligning data governance initiatives with organizational goals. Understand the regulatory landscape: Stay abreast of evolving regulations such as the EU Artificial Intelligence Act (AI Act) and explain how effective data governance can ensure compliance and mitigate risk, emphasizing its importance to the success of the business.

Make sure to develop leadership skills (instead of focusing on IT). Most CFOs have a track record of at least 20 years in finance. Even though a CDO needs a similar bag of experience, we cannot expect that from them. Data governance is a relatively young field of business, and most senior management professionals in our field have a technical background. In data governance, leadership is particularly important. Implementing new rules, roles and structures is not about lists or tools. It is about changing people's behavior. I have seen programs, with amazing foundations in documentation and IT, fail because they were not able to make an impact with their business stakeholders. This is mostly due to a focus on IT - in stead of people.

Perhaps change company to work for. If they ignore data governance efforts then move on to a place where it’s appreciated! Or just keep at it. Prove the value by contributing with examples of other organizations.

Story of data governance people's lives... Depending on the role you are having, you will be able to impact differently. Many good suggestions and advice already. Keeping close to the business is key. Data governance is to be made visible there, especially the outcomes/benefits. Get close to people working with processes too, as well as decision-makers. Something to keep in mind is you may need only ONE supporter or sponsor for making your efforts more visible. Choose wisely. Might not be the CIO, although probably understand better than others the key role of data governance in the whole spectrum of things. Find a serious business case, measure impact, get this sponsor onboard. He/She will be your voice thereafter.