being a strategic communicator as an analyst (annotated)
TRANSCRIPT
This presentation is based on research I did while working on my Masters around strategic communication within an organization that I feel helped me be a better analyst.
To do that let met first put forward a hypothesis as to why data silos can be so hard to overcome. I’ll then share some principles and practical steps for dealing with it in your daily work.
TYPICAL ORG. CHART
Reporting structures are created based on different roles.
TYPICAL ORG. CHART
Reporting structures are created based on different roles.
TYPICAL ORG. CHART
We differentiate roles to reduce duplicated effort and in that sense bureaucratic differentiation create efficiency.
How we are conditioned to function:
So when we are hired we are introduced to how things work…
You Are Here
Referential Power - Learned identity within the organization based on its structure.
But we often need to work like this:
Let’s take a closer look.
You and me are in the same organization, but in different verticals.
By virtue of the structure, by default there’s a void between us.
The org. structure doesn’t lend itself to this collaboration so most progress here is made first through interpersonal relationships.
But if pressure mounts or collaboration stalls, this can be fragile. In the absence of structure, individuals consolidate power and revert back to what they know …
When collaboration stalls or pressure mounts, we revert back to what we know…
And what they know comes from their identity in the structure.
This is why even when some progress is made in breaking down silos, without continued investment, things can regress back quickly.
So that’s the challenge to overcome. What can be done about it?
At conferences you’ll hear case studies where individuals talk about finding executive sponsorship.
GET AN EXECUTIVE SPONSOR
THE HOLY GRAIL
So that’s the challenge to overcome. What can be done about it?
Remember “referential power?” An executive sponsor serves as a reference point that all within the organization can readily acknowledge.
They can help facilitate horizontal collaboration in a number of ways.
The effect is a vertical reference point that paves the way for horizontal process.
Understanding these dynamics there’s a lot you can do to seek out that executive sponsorship.
But in the absence of that sponsorship, what then?
UNDERSTANDING HOW AND WHY THIS HAPPENS ALLOWS YOU TO PREVENT AND PREPARE
THERE’S STILL HOPE
Create a Functional Theory
Be a Probabilistic Communicator
Invest in People
Be a Probabilistic
Communicator
• Avoid accusations and assumptions: make it safe.
ProbabilisticFrom Nate Siliver’s The Signal and the Noise
FearUncertainty Doubt
OpportunityValueGains
Background/Context
Current Position
LIKE A HURRICANE + -
FearUncertainty Doubt
OpportunityValueGains
State Observation
Articulate Potential Impact
Make Recommendation
Background/Context
Current Position
LIKE A HURICANE + -
Be a Probabilistic
Communicator
• Observe, articulate impact, and make recommendations
• Avoid accusations and assumptions: make it safe.
Create a Functional
Theory
Functional TheoryAn organizational communication term.
The process I am about to outline will likely seem like common sense, but common sense is rarely common action.
• Define the problem
Create a Functional
Theory
Seems straight forward enough, right?
• Define the problem
• Identify the criteria for a good solution
Create a Functional
TheoryAnd here’s where things can start to break down…
• Define the problem
• Identify the criteria for a good solution
Create a Functional
TheoryThis step often gets skipped because we make assumptions about being on the same page.
• Define the problem
• Identify the criteria for a good solution
Create a Functional
TheoryYou can help make sure this doesn’t get skipped in meetings and conversations you are in.
So what I’m hearing from what you are saying, whatever the solution is, it needs to have such-and-such characteristic?
• Define the problem
• Identify the criteria for a good solution
• List the possible solutions
Create a Functional
Theory We often skip straight to this step because it feels like we’re making progress.
• Define the problem
• Identify the criteria for a good solution
• List the possible solutions
• Evaluate the solutions based on the established criteria
Create a Functional
Theory
• Define the problem
• Identify the criteria for a good solution
• List the possible solutions
• Evaluate the solutions based on the established criteria
• Select a solution
Create a Functional
TheoryDocumentation is a great way to help make this happen. It becomes something to fall back on, rather than falling back into vertical.
Invest in People
• Talk with everyone
Find ways to regularly associate with people from across the organization.
Sales, marketing, account management, product managers, finance, development, executives.
Invest in People
• Talk with everyone
Two questions to help you get started:
1) What are the biggest problems you are trying to solve?
2) What keeps you up at night?
This will help you better understand how to position your services and your data.
Invest in People
• Talk with everyone
• Express gratitude: celebrate the small wins
Simple exercise I highly recommend:
Take two minutes at the beginning of the day to write a quick thank you email to one of your co-workers.
Create a Functional Theory
Be a Probabilistic Communicator
Invest in People
IS TELLING THE RIGHT STORIES WITH THE RIGHT INFORMATION THAT DRIVE CHANGE.
YOUR CORE SKILL
Thanks.