Your data analysis is solid, but how can you ensure your manager understands it?

For winning managers attention and maintaining their engagement with the results of your analysis, one thing I've found very helpful is to follow these 5 steps: 1. Understand what problem your manager needs your help solving 2. Tie your analysis to that topic and start your communication from there 3. Make sure to develop a story that brings light to the main hypotheses related to the problem you analysed 4. Deliver a clear "So what?" for your manager to digest 5. Open the channel for discussion and be ready to answer follow up questions Takeaway: Learn how to tie your analyses with your boss's major goals at the company.

Here are some tips to effectively?communicate data analysis to managers: Focus on important insights and recommendations. Use visualisations like charts instead of mostly tables. Summarise the key points first. Relate findings to company objectives such as revenue. Suggest data-driven decisions rather than just presenting facts. The goal is to adjust the style and structure for the audience while highlighting business requirements. Keep it simple, visually appealing, and action-oriented.

Grasping your manager's viewpoint is vital in data analytics. Despite the allure of diving deep into analysis details, it's essential to focus on delivering actionable insights that impact the bottom line. Tailoring presentations to their technical understanding and decision-making requirements is key. Leveraging visual tools like Power BI helps simplify complex data for easier comprehension, a practice honed during my virtual internship and practical projects. Always aim to align your analysis with the ultimate objective and choose the most effective way to share those insights with your audience.

It’s important that the story we’re building and the insights we’re showing is germane to their goals to ensure that the presentation is received well. Along with that, it’s really important that we present key insights or pointers that support our analysis strongly which highlight the current scenario, along with the ones which are contrasting. One more thing we can do is put a list of next best actions we can take for each of them to keep the conversation going.

In the context of ensuring that my manager understands my data analysis, it means tailoring my communication approach to match my manager's background, knowledge level, communication preferences, and objectives Here's a list of steps I take into consideration to ensure my manager understands my data analysis, in line with the principle of "know your audience": 1. Simplify Complex Concepts 2. Visualize Data 3. Provide Context 4. Tailor Communication 5. Highlight Key Insights 6. Offer Recommendations 7. Encourage Discussion 8. Follow Up 9. Provide Documentation 10. Seek Feedback These points are really key to great understanding

Storytelling is an important step not many pay much attention to. As analysts we forget that we have spent a couple of weeks to understand the data, derive insights and provide recommendations, and we are transferring the process to the stakeholders in less than 30 seconds. Hence the gap between our vs their understanding can be closed by a structured story which guides their thoughts.

An old trick I still use is to write the headings of every slide as the concept it is trying to communicate: instead of 'new credit card volumes' write 'we issued a record number of credit cards' - then you should be able to read only the headings of each slide and understand the presentation message: 'we issued a record number of credit cards', 'most of the growth came from millennials opening gold cards' 'the risk profile is inline with historic norms' 'as are early vintage defaults' 'though average limits are 10% smaller' 'as such I suggest testing an early credit limit increase program'

A apresenta??o das informa??es e das conclus?es encontradas fecham o ciclo dos dados. A forma de contar a história precisa mostrar coerência entre os números apresentados, passar clareza e confian?a para tomada de decis?o.

The data loop is closed by the way the information is presented and the conclusions drawn. The narrative style should demonstrate consistency among the data, as well as confidence and clarity in the ability to make decisions.

The most important skill for any analyst isn't coding and coming up with insights but effectively communicating those to the manager. Storytelling is the best way to do that. Softwares like tableau offer this option. Organize your presentation in a clear, logical sequence. Start with an overview of the problem or question, followed by your methodology, key findings, and finally, your recommendations. This narrative structure helps guide your manager through your thought process, making it easier for them to follow along and grasp the significance of your analysis.

Plan how you'll tell your story. Start with the main idea, then explain step by step. Make sure everything connects smoothly. Build up to the most important part, like the big reveal. Finish with a clear point or lesson. Keep it short and easy to follow.

Well, a lot of stakeholders are not trained in stats, and they are decision-makers, not statisticians. Therefore, using technical jargon just to make the findings fancy won't help the cause. Rather it might confuse or bore them. Instead, use simple, straightforward language to describe your findings and their implications. The LEARNING CURVE should be minimal. For instance, instead of saying, "The regression analysis indicates a strong positive correlation," you might say, "as we increase the promotion at our store in Dallas and reduce the discount by 5%, the sales will increase by $5000/week."

In my experience as a leader in Business Intelligence, the key to successful communication of data analysis lies in simplicity and clarity. It's not about dumbing down the information, but rather making it accessible and digestible for all. Remember, the goal is to drive understanding and action, not to impress with complex jargon. As I often say to my team, "Speak in a language that your audience understands, and they'll not only listen, but they'll also act."

Use plain language" means to communicate in a clear and straightforward manner that is easy for your audience to understand. In line with "Know your audience," it means adapting your language and communication style to match the knowledge level, preferences, and expertise of the people you're speaking to. For example, if you're presenting data analysis findings to your manager who may not have a technical background, you would avoid using overly complex terminology or jargon. Instead, you would use simple, everyday language to explain the key points and insights in a way that is accessible and easily digestible for them. This ensures that your message is understood and effectively communicated to your audience.

Simplifying and making things clear are crucial for effectively communicating data analysis, in my experience as a business intelligence leader. Rather than simplifying the material, the goal is to make it easily comprehensible and available to all. Recall that the objective is to inspire comprehension and action rather than to wow with technical terms. My team and I frequently use the phrase, "Speak in a language that your audience understands, and they'll not only listen, but they'll also act."

After presenting your analysis, ask for feedback. This can help clarify any points of confusion and give you insight into how to improve your communication for future presentations. It also encourages a dialogue, making it more likely for your manager to engage deeply with your findings. Most of us like to give feedback to our peers, employees, students, etc. Go ahead and make that communication. They won't deny it. Instead, they will be in awe that you care about what you do and maybe give you some points to work on. Remember, we can also learn through constructive criticism.

Seeking feedback is like having a GPS for self-improvement. It reveals blind spots, highlights strengths, and helps you navigate toward your goals more effectively. Imagine you're giving a presentation. Seeking feedback from colleagues can help you spot areas to refine, discover whether your message landed clearly, and improve your delivery for future presentations. Without feedback, it's easy to get stuck in your ways, missing out on valuable opportunities to grow and improve. Asking for feedback cultivates a culture of growth, collaboration, and ultimately, better outcomes.

By actively soliciting feedback from your manager, you demonstrate your commitment to tailoring your communication to their needs and preferences. This feedback could encompass their understanding of the data presented, their satisfaction with the level of detail provided, and any additional information or clarification they may require to fully grasp the analysis. By seeking feedback, you show that you value their input and are dedicated to ensuring they have a clear understanding of the data analysis presented, ultimately strengthening the effectiveness of your communication and collaboration.

Feedback is a step towards self understanding. It is helpful if treated as the stepping stone to a refined product in the next iteration. This can be data feedback, communication feedback or even enhancement feedback.

After your discussion, it could be helpful to follow up with a written summary of your analysis, findings, and recommendations. This provides a reference for your manager to revisit later and ensures that there is a clear record of the discussion.

Send out the detailed recommendations and the deck to the stakeholders within 24 hours of the presentation. Also consult with your manager and add findings outside the scope (if any) to build a bigger picture of connected issues.

- Ask questions: Also have proper communication with your manager from start to end. That will help you know what you're expected to do. -Visualize Your Data: Graphs and charts can often convey what words cannot. Use visual aids to illustrate trends, comparisons, and correlations clearly. However, don't use complex graphs. -Emphasize Key Takeaways: Highlight the most important findings and their potential impact on the business. Use filters to change or highlight a particular insight. Make sure these points are impossible to miss. - Prepare for Questions: Anticipate questions your manager might have and prepare answers. This not only shows preparedness but also helps deepen their understanding of your analysis.

Create visual aids and summaries Visual aids such as charts, graphs, and infographics can be powerful tools for conveying complex analysis in a clear and digestible format. Use visuals to highlight key trends, patterns, and correlations in the data, making it easier for your manager to grasp the main points at a glance. Additionally, consider providing short summaries or briefs that explains the essence of your analysis into a few key takeaways. These summaries can serve as quick reference points for your manager and reinforce the main messages of your analysis.

Anticipating questions and having additional slides/resources at hand to answer these facilitates discussions around required clarifications and makes a professional and competent impression on the audience.