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🤦🏼♂️ I shoulda known better...
The 5 problems that kill leader's effectiveness.

READ TIME: 5 MINUTES
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I got 99 problems…
Data leadership is tricky business. In my work as a data leadership coach to over 40 clients and my 15 years in data and data adjacent roles, I’ve come across a lot of problems.
Hell, I’ve been responsible for a lot of them too (soz team).
In today’s post, I’m going to highlight the 5 most impactful problems that I believe hamper a data leader’s ability to deliver value to the business they work for.
Below, I describe the problem, the impact it has and the approach I believe data leaders ought to be taking to tackle each problem.

How good was Chappelle’s show… !?
Unfortunately, most of these problems get worse over time if they are not addressed. If you’re a data leaders who wants to make a meaningful impact and overcome these challenges, then strap in!
How would you rate your own effectiveness as a data leader?🤫 It's a secret poll so be honest. One star for low, 5 for highly effective. |
(Remember to check out the results from the last poll - down below👇🏻)
🙅🏼♂️ 1. Companies saying they are data driven when they’re not
PROBLEM: Data Driven is an overused and misunderstood buzz word. In most cases, companies that call themselves ‘data' driven’ simply mean that they have data available to look at via dashboards.
Whether they are truly data driven will come down to how effectively data plays a role in the evaluation and decision making process - something which is much rarer.
IMPACT: Companies thinking they are data driven when they aren’t, will stifle investment in data and hold data leaders back in both their influence and their career progression.
WHAT TO DO ABOUT IT: As data leaders it is on us to hold decision makers accountable for their decisions and the data they used to make it. We should demand transparency around the decision making process and ensure we have a seat at the table when data is being discussed.
💸 2. Data teams are woefully under resourced
PROBLEM: Data teams are seen as a cost centre rather than a revenue driver so struggle to receive investment and budget that can be used to grow the team and it’s capabilities.
IMPACT: The expectations of the data team are never met and so the cycle continues.
WHAT TO DO ABOUT IT: To reverse this trend we need to demonstrate the value in everything we do. We need to become better at selling our wins and highlighting the contribution to positive business outcomes that data has enabled. Every single conversation with the business about data should focus on impact.
See my recent newsletter on this topic.

The Bad Ass Bookshelf Bookclub kicks off next week!
It’s the bookclub For leaders and aspiring leaders ready to learn, share, and level up with the best books on business, management, productivity, and personal development.
The February book will be announced on Monday the 3rd of February so if you’d like to get involved now is the time!
Apart from the reading and sharing, we’re also building a strong community on Discord so the warm networking opportunities are sky high.
Come join us!
🕵🏻♀️ 3. Shadow data teams popping up
PROBLEM: When the central data team is ineffective, other teams will take matters into their own hands. They will either do their own ‘analysis’ or even hire there own data analyst(s). This is usually due to the actual data team not being able to support their data needs.
IMPACT: This can get very messy. Different tools and methodologies can pop up causing a range of issue across the business when it comes to measurement. It will usually do more harm than good for the central data team.
WHAT TO DO ABOUT IT: Short of prohibiting it to your best ability, see if you can find new ways to support the teams that need it more. Or, if it is unavoidable, bring the new data team in under your wing. At least that way you can create some consistency in how data is measure and reported.
☎️ 4. Data team is seen as a service desk/support function
PROBLEM: Data teams are treated as a support function rather than as a business partner. This usually takes the form of other business users sending ad hoc requests for data to the data team as and and when they need data.
IMPACT: This approach is very common in businesses but the outcome is a disengaged data team that doesn’t appreciate the business context of the data that is requested of them. They are therefore ineffective at finding ways to add value back to the business.
WHAT TO DO ABOUT IT: There are a lot of things that need to be done to reverse this problem as it is one of both mindset and organisational structure. Perhaps the most effective response this however is to empower your data team to push back and to encourage them to ask more questions.
Asking ‘why’ when receiving a request for data can help get to the bottom of the actual problem than needs solving.
See my recent newsletter on this topic
💡Get a handle on your data career.
Through my coaching and consulting, I help data leaders and leadership teams develop robust data-centric cultures to help them increase accuracy and velocity around decision making to maximise ROI from strategic initiatives.
I combine my extensive career experience as a Global Head of Data within a Fortune 500 alongside my experience as a consultant, coach and mentor to work with leaders to develop a company wide, data-centric culture that will ensure organisations are in the right place to maximise their growth potential.
If you’d like to schedule a free 1:1 chat about data leadership coaching, grab time with me here: https://calendly.com/tristanburns/30min
🛠 5. Belief that all data problems are solved with more tech
PROBLEM: Data is very widely seen to be a technical discipline rather than a business one. The result of this is that non-data leaders believe that data problems can only be solved with more investment in data technology.
IMPACT: This further compounds the assessment that data is a cost centre and unless clear ROI can be established between the new tech and the outcomes is produces, the organisation will enter a never ending spiral of tech investment > failure > further tech investment.
WHAT TO DO ABOUT IT: Data needs to be seen as a business discipline and NOT a technical one. Any data initiatives that the business wants to undertake should be underscored by a strong business case that has strategic alignment with the businesses priorities.
Technology is actually the last piece of the puzzle. Once the other questions have been answered you should then determine whether or not technology will be needed to solve this problem.
See my recent newsletter on this topic.
🌟 DIY Coaching For Data Careers 🌟
If you’re interested in data leadership coaching, but not yet ready to commit to the full fat version, then my DIY Coaching could be for you.
DIY Coaching helps data professionals unlock and maximise the potential of their data careers in their own time and at their own speed.
This self-paced email series and accompanying exercises provides actionable tools to help data professionals navigate career transitions, set goals, and achieve success.
It’s currently only £49
To learn more about this hugely popular product and to purchase, click here!
⚡️ Previous poll results
Last week I asked you whether or not you would consider hiring someone into a data role that came from a non data background?
Everyone who responded said that they would! 100%

Here are a couple of comments on this shared by subscribers:


Tristan Burns
💡 Helpful resources for data professionals:
The Data Leadership Frameworks: This email series containing 10 data leadership frameworks, will equip you with the necessary skills and knowledge to maximise your effectiveness and become the influential and powerful data leader you know you can be.
DIY Coaching Program: Through a series of 9 self-guided exercises, you’ll clarify your goals, overcome obstacles, and create a plan for your next career move - all at your own pace.
⚡️Three more ways I can help you:
Private Coaching for Data Leaders: I work with data professionals looking to grow into influential and unstoppable data leaders to help them navigate and overcome the challenges of being a data leader.
Group coaching for Data Teams: Great data teams can make or break businesses. Through my facilitated 6-week group coaching program, together we get to the heart of what is holding teams back and set a course for data-driven success.
Google Analytics, Tagging and Looker Support: Helping teams to set up or optimising their data eco system, generate actionable insights and gain more in-depth knowledge through training.
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