A Common Hiring Problem Early in an Analytics Team's Journey

In the dynamic world of data analytics, the journey of an analyst can be both exciting and challenging. As organizations grow and evolve, so do the roles within teams, and what once worked for an individual may no longer be the best fit.

It’s a common scenario: an analyst starts as a versatile, all-around "doer", someone who can tackle a range of tasks, navigate complex business questions, and deliver solutions directly to stakeholders. However, as the team expands, and the business becomes more complex, analysts are often expected to take on new responsibilities, including management and leadership.

This article explores the challenges that arise when analysts need to transition from being technical experts to team leaders, and how managers can best support their growth during this crucial stage.

The Early Days: The Analyst as the Go-To Expert

When analysts first enter an organization when a data team is newly formed, they are often tasked with a variety of responsibilities. They are the ones who "do it all", from gathering data and generating reports to solving business problems using analytical tools. In this phase, the role is often marked by direct interaction with stakeholders. Analysts build systems and processes to address business questions, using their deep expertise to answer queries and provide insights.

In smaller teams or startups, analysts may be the only ones with the expertise to manage data, which can create a sense of importance and ownership. They become the go-to person when stakeholders need answers or when new analytical needs arise. In this stage, the individual is a crucial part of the decision-making process and feels like an integral member of the team.

Growth and the Need for Specialization

As organisations scale, teams need to grow as well. Work becomes more complex, and the need for specialisation increases. This is where the analyst's role can begin to shift. Instead of being the sole person solving every problem, the work is divided into distinct areas, with analysts becoming experts in specific domains. This allows the business to tackle more sophisticated challenges, but it also requires a shift in the way analysts work.

With the growth of the team, the analyst is no longer just responsible for completing tasks, they begin to lead their respective areas of expertise. They become experts within a specific domain, developing deep knowledge and working closely with stakeholders. This can be an exciting time for an analyst, as they refine their skills and become recognized as subject matter experts. However, with this shift in responsibilities comes the growing need to manage others and collaborate in more strategic ways.

The Shift from Expert to Manager

As the team continues to expand, analysts are increasingly expected to step up and manage others. This is where some analysts face a critical challenge. While technical expertise is essential, being a manager requires an entirely different skill set, including leadership, communication, and the ability to guide others. Some analysts will thrive in this new role, while others may struggle.

For those who excel in management, they understand the importance of developing and nurturing their team. They recognize that as the business grows, so too must the skills of their team members. These analysts take the time to coach and mentor others, sharing their expertise and guiding their colleagues through the complexities of data analysis. They transition from individual contributors to leaders, helping the team grow and evolve.

However, not all analysts are ready to make this leap. Some may find themselves uncomfortable in a management role, preferring to remain focused on the technical aspects of their work. They may find it difficult to delegate, struggle with the increased responsibility, or simply feel less connected to the stakeholders they once worked closely with.

What Happens When the Transition Doesn’t Work

For analysts who are unable or unwilling to transition into a management role, the results can be disheartening. They may find that they are no longer working directly with stakeholders, as their responsibilities shift towards managing others. They are no longer the sole person that stakeholders rely on for answers, and they may feel their importance diminishing. Their role has evolved, but they haven’t been able to keep up.

At this stage, they may also find that they must open up their systems and processes to other team members. While they once had full control over how data was managed and analysed, they are now required to share that knowledge and make their work more transparent. This can lead to frustration, as analysts who once felt integral to decision-making may now feel like they are losing their sense of ownership.

The result is often a loss of confidence, with some analysts feeling disconnected from the success of the team. The excitement of being an expert can fade when they feel less important or when they struggle to adapt to a more managerial role. This can create a tense dynamic within the team, as other members observe this shift and wonder whether they too must follow the same path.

The Manager’s Role: Coaching or Letting Go

As a manager, it's essential to recognize the challenges analysts face during this transition. Not every analyst is cut out to manage a team, and that’s okay. The key is to provide guidance and support to help them navigate this shift. There are two main paths a manager can take when an analyst is struggling to evolve into a managerial role:

1. Coach and Mentor the Analyst: If the analyst shows potential but needs help with their transition, it's important to coach them. Provide opportunities for skill development, such as leadership training or mentoring programs. Encourage them to embrace their new role and give them the tools to succeed. Help them understand that as the team grows, they must grow as well. This may involve gradually increasing their managerial responsibilities while still allowing them to contribute as an individual contributor.
2. Let Them Go: If the analyst is unwilling or unable to transition into a management role, consider helping them find a new role where they can continue to excel. For some analysts, being the sole analyst in a smaller team or a different company may be the best fit. They can still be an expert, but without the pressures of management. Allowing them to experience a different company and culture can help them thrive in a role that better suits their skills and preferences.

It's important not to force an analyst to become something they are not ready for. Pushing someone into a managerial role when they are not equipped or interested in it can lead to dissatisfaction, burnout, and resentment. Equally, it's crucial not to let them continue doing the same work without any change. As senior members of the team, they set an example for junior members, and their behavior influences the broader team culture.

The Evolution of an Analyst

The evolution of an analyst is a natural part of team and organizational growth. As teams scale, analysts must evolve from purely technical experts to leaders who manage people, processes, and business strategy. This evolution requires adaptability, a willingness to learn new skills, and an openness to change.

Ultimately, the role of an analyst may become less about being the technical expert and more about being the business leader who drives decisions. This shift can be challenging, but with the right support and guidance, analysts can successfully transition into new roles, whether they become expert managers or continue as key contributors in other capacities.

As a manager, your role is to recognize the needs and potential of your team members and to support them through their professional growth. Whether through coaching or helping them find a new path, it's important to recognize that not everyone will follow the same trajectory.

By providing the right environment for growth and change, you can help your team members succeed in their evolving roles and contribute to the continued success of the organization.

In my book, 'Data Culture', I explore this topic in more detail. You can buy it from Amazon https://amzn.to/3Pg6lqk or from the publisher, Kogan Page's, website https://www.koganpage.com/business-and-management/data-culture-9781398614208