Becoming a Data Leader and how to not suck at it.

From data doer to data boss

Author

Tristan Burns
August 15, 2024

READ TIME: [4] MINUTES

The toughest transition in data

Going from being a data doer or individual contributor to leading a data team or even the entire function is f***ing hard. It’s a challenging role in any case, but those coming from IC into leadership have the odds of achieving success stacked firmly against them.

But if leadership is the hard mode you’ve chosen, then you’re going to have to learn (and unlearn) a few things if you plan on sticking around in the space.

Success in data leadership means success not only for ourselves but also for the businesses we work for. It’s a journey of learning and leading that done well, can set you up for long term success both in data and beyond.

Unfortunately, not being prepared for leadership is an excuse that won’t fly in the upper levels you find yourself in. Data people are the often the first to go when times are tough, so finding ways to be an invaluable data leader is essential to your career success!

What’s the worst that could happen?

If you’re not sufficiently prepared to manage a data function when you become the data leader then you’re in for a world of pain. Here are a few high level impacts of finding yourself in this position.

  • 👨🏻‍🔧 You’re a leader in name only: Many newly minted data leaders find themselves doing the exact same IC work they were doing previously but with the added responsibility of leading the team at a higher level. This constant context switching between hands-on work and strategic level work is a killer for new leaders.

  • 🫡 Data teams become service desks: New leaders who aren’t able to lead their team will have their team lead by proxy. This usually means that other non-data leaders will dictate to YOU what your team should be focusing on. This dynamic typically results in ad hoc / help desk work being the norm.

  • đź“Š There is no data strategy: A leader needs to set the vision for their function both tactically and strategically. If you aren’t equipped with the skills and autonomy to do these things, you will be unable to create a clear vision/roadmap/strategy for your team or function.

  • đź’¸ You’ll fail to add any value: Data has a hard time as it is being seen as anything other than a cost centre. A new leader has to build the skills necessary to change the narrative and ensure they’re able to both demonstrate the value their team provides the business as well as to survive tough economics times for the organisation.

Leadership in data is hard. There is no denying that. But there are ways to make the transition easier and to set yourself (and your team) up for long term success.

Here's how: ⬇️

Let’s fix this!

Nobody wants to fail as a newly appointed leader. This often comes after a big promotion and can be a time of enormous pride and excitement for the opportunities that lay ahead.

While this isn’t exhaustive, here are a few of the areas you’re going to want to seriously get your head around if you want to win as a data leader.

  • Strategic mindset: Bad leaders are reactive, good leaders are proactive, great leaders are strategic.

    To succeed in the role of data leader, do everything you can to strengthen your strategic muscle. The ability to decide where the team needs to go and how they’re going to get there will be an invaluable skill to acquire, maintain and strengthen well into the future.

  • Insanely good stakeholder skills: You now have 2 teams to manage. The data team you manage and the team of leaders and stakeholders that you are now partnered with. You will probably spend more time with the later so get good and working with them. You’ll need to know what drives them, what keeps them up and night and as much about their business unit as you can. Get close to these people from day 1 and stay close.

  • Ability to lead the data team AND the entire org: You’re now the leader of the organisation/business unit - as far as data goes. Other leaders in the org will rely on your leadership skills here. Not only must you be strategic and have good stakeholder skills as mentioned above, you’ll also need to show courage and confidence in providing valuable data leadership across the entire company or department.

    To achieve this, learn from leaders around you, spend time with them. Do that what they do. Seek their mentorship at every opportunity. You will never learn to lead without great examples to follow.

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