Building trust when harnessing data

One of the most crucial aspect of leadership is trust. From trusting our employees to having leaders we trust to guide our organisations, it forms the bedrock of effective leadership. And whilst trust is essential for most aspects of leadership, it is especially important when fostering a culture of data and evidence informed decision-making. As leaders, when we ask our teams to embrace data-informed approaches, trust becomes paramount.

In my work across various organisations, I've witnessed firsthand how trust, or the lack thereof, can significantly impact the dynamics between leaders and their teams regarding data utilisation. When employees trust their leaders regarding data usage, they engage in conversations with openness and honesty. Conversely, a lack of trust can lead to data being concealed or manipulated out of fear of repercussions.

So, how do we build and maintain trust in the realm of data-informed leadership? It starts with clear communication and transparency. Leaders must articulate how data will be used and ensure that employees feel supported rather than targeted when working with data. Establishing a climate of openness around data fosters an environment where employees feel comfortable discussing both successes and failures. However, trust isn't solely about communication; it's also about consistency and integrity. Leaders must demonstrate reliability, accountability and fairness in their actions, because inconsistencies in expectations or treatment of different employees when working with data can erode trust quickly, leading to skepticism and disengagement among team members.

When talking about building trust, I often refer to the work of Brené Brown and her BRAVING acronym , which offers valuable insights into cultivating trust. BRAVING stands for Boundaries, Reliability, Accountability, Vault (privacy), Integrity, Non-judgment and Generosity and each element contributes to fostering an environment where trust can flourish.

In the context of data leadership, integrity stands out as particularly vital. Leaders must align their actions with their words, ensuring that their behavior reflects the values they espouse. If leaders are saying to their teams that data is to be shared and wanting them to have open and honest conversations about things that don't go as well, they must ensure that's how employees are treated. It erodes trust if team members are blamed for less favourable data as leaders are not behaving in a way they said there were going to around the use of data.

Similarly, maintaining a non-judgmental stance fosters open dialogue around data, allowing for diverse perspectives and interpretations. A positive approach to data that I champion is that no data belongs to any single person, and this is a team effort. By extension of that, it also means that if we notice something, whether that's good or bad, we can't assume that our perspective and our interpretation of that data is the right way or the only way to interpret it. Being a non-judgmental leader means leaning into conversations with team members, actually letting them speak first and getting them to share their experience and understand their context rather than being judgmental about what the leader thinks has gone wrong or what the solution needs to be.

Being non-judgemental also ties in nicely to the generosity element of Brown's acronym. Leaders must extend grace to others, mirroring the same level of understanding and empathy they would desire in return. Equally, leaders should maintain a level of accountability that is consistent for people across the whole team. When navigating challenging conversations, it's imperative to uphold fairness by treating all team members equally and holding them to the same standards. By avoiding favouritism or differential treatment based on individual circumstances, leaders cultivate an environment of trust, fairness, and collective accountability within their teams.

Finally, another author who further underscores the importance of trust in leadership is Francis Frei and her insights on authenticity, empathy, and sharing the rigor of logic. While authenticity and empathy come up in leadership theory time and time again, I think the aspect that resonates most with data informed leaders is rigour of logic. Frei argues transparency and thorough explanation of decisions play pivotal roles in earning trust and fostering understanding. I've encountered scenarios where leaders merely dictate actions without providing rationale, leading to confusion and skepticism among team members. Conversely, leaders who clearly outline their decision-making journey, including the evidence and data considered, consultations made, and alternatives explored, instill confidence and buy-in with their teams. Even if team members may not always agree with the decisions reached, the transparency and thoroughness of the process reinforce trust in leadership. By adopting a practice of openly discussing the reasoning behind decisions, leaders not only enhance trust but also empower their teams to engage meaningfully with data-informed initiatives.

As leaders, it's essential to reflect on the level of trust within our teams and actively cultivate a culture of trust. By prioritising open communication, consistency, and integrity, we can create environments where data becomes a tool for empowerment rather than fear.

This newsletter started as a podcast; if you'd like to listen to this episode and/or follow the podcast, check it out here .

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I am a data storyteller and grounded researcher, and I help organisations use their data more effectively and help them tell great data stories. If you'd like a hand with data storytelling or strategy, I'd love to chat with you.

Keynote speaker | Author | Facilitator