Data: A Checklist for Gaining Internal Buy-In

David F. Zirkle, PhD

We have all been there during data presentations: from the co-worker who “just doesn’t get it” to the senior leader who asks “how do I know the data is valid?” As we all know, decision-makers must feel comfortable with the data to make your insights meaningful. Without buy-in from the people actually requesting and reviewing the data, your insights are more likely to land in the trash bin than on the desktops of the individuals making decisions.

Here is a checklist for gaining internal support and buy-in from the decision-makers in your organization.

1. Train the staff – both existing and new staff need to be technically capable but also understand what the data or planning department does and why. This is your chance to develop staff members who emulate the values of the department such as integrity, credibility, accuracy, etc.
2. Use data wisely – remember that data is not the answer to all questions. Data has costs including acquisition, maintenance, updates as well as staff time and resources to produce reports. Always make sure that data can support the decision-making process before embarking on any analysis. If data is going to be part of the mix, then use only what is needed to avoid “drowning in the data.”
3. Expose the data – the more end-users understand about the data, the more likely they are to accept and value the information. Familiarize users with data sources, assessments of accuracy and any limitations along with clear explanations of the analytical methods applied to the data.
4. Expose the analysts – getting the analyst from behind the desk and in front of decision-makers provides a great opportunity for professional development. While most analysts are hired for their technical skills, the ability to interpret and explain key findings to end-users is a powerful combination. There is no better way to build these skills than to involve analysts with the project from start-to-finish.
5. Put yourself in the user’s position – in order to match data with needs and deliver a truly useful product you need to see the world from the perspective of the end-user. What is the user trying to accomplish? What decisions does he/she have to make and what data will support the process? What are the user’s preferences e.g. summaries vs. detailed reports, tables vs. charts and other formatting items?
6. Ask for opinions and feedback – ask end-users what works well? What doesn’t work and needs improvement? Accept valid criticism in an effort to improve the final product, but as the data expert you also need to respond in a thoughtful and professional manner to issues based on faulty assumptions.
7. Gain executive buy-in – there is no better way to build credibility in the organization than for senior leaders to visibly support your efforts. If you’re not there yet, then identify likely candidates and develop the relationship. As senior leaders, they are also likely to have ideas and input to improve the value of your work.
8. Cultivate ambassadors – there may be others within your organization that truly understand what you are doing and working to achieve. Get any and all supporters involved when and where you can, developing a relationship and credibility for your goals and concepts in the meantime.
9. Create a sharing environment – effective use of data depends on how openly information flows throughout the organization. While some foster a “knowledge is power” culture leading to a hoarding mentality, others openly distribute and encourage utilization of data at all levels of the organization. Remember the quickest way to destroy credibility is to be seen as controlling and secretive about access to the organization’s data.
10. Deliver the goods – the easiest way to foster buy-in is to consistently deliver a high quality product. Think about modifying and applying the old marketing adage to a data environment i.e. “deliver the right information at the right time in the right format.”