Data without relationships

We need the data to know what’s happening, but we need the relationships to believe it’s true and worth taking action on.

I'm a huge believer in a data-driven approach to social change, DEI, and equity work.

More than a personal brand, I see how data can shift what's possible. what's needed. what's worth doing, here and now. what's real for people who don't look like us. what's in the way.

And more and more, as my work has me in the C-suite and board rooms, I've been forced to contend with all the ways in which data alone is insufficient. Even the great data, with intersectional analysis, presented with a strong & compelling narrative.

Maybe you see it too?

The place where leaders and data intersect.

I've noticed that organizations that are the most successful with leveraging data to drive change are ones where leaders believe the data - which is to say - they believe what people are sharing with them through surveys, focus groups, and interviews. They trust the hard data and aren't quick to dismiss the attrition rates of a team with a particularly toxic manager. They take at face value, the sentiments of their communities, stakeholders, and customers.

Data can provide us with insights, trends, and valuable information, but if it clashes with a leader’s vision or values, well, those hard facts can find themselves getting the cold shoulder.

What happens when a leader's vision doesn’t align with the data?

That’s where relationships (and empathy) come into play.

Building relationships and fostering a culture of empathy isn’t just a nice thing to do; it’s the glue that connects the data dots. Imagine a scenario where a report indicates a need to pivot the company’s direction, and the leader’s vision is pointing the other way. At this crossroads moment, without strong relationships and trust, that data might as well be invisible ink.

To humanize those numbers, we need leaders who are open to engaging with what the data is saying, even when it challenges their views.

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Earlier this week I hit record on a conversation with Pierce Edward Cornelius Otlhogile-Gordon, Ph.D. - he asked me about my biggest gripe with DEI work. One of my biggest complaints is that we aren't great at diagnosing issues inside of organizations - what's happening, why, and for whom.

→ Leaderships mindsets (growth vs. fixed) that drive social change

→ The need (and urgency) for data literacy skills

→ Examples of when I've seen leaders make new or different choices based on what the data is telling them

Have a listen and let me know what you think.

We're doing to dive deeper into this topic on Tuesday, Aug 15 at 9 AM PST - join us!