It can be a long way from data to action
Becoming a data-informed organization, leader and HR department can be a complex change. Data can not only drive decisions, but can become an important part of the process. Therefore, you need to be 'data-informed' and also use your experience to think critically about your data processing. You do this firstly by defining goals and asking the right questions. It's also important to be able to collect a representative data set, extract synthesis and meaning from the analysis and, last but not least, translate the new knowledge into concrete actions.
Data-informed leadership requires tough prioritization - and courage
We know that Scandinavian leaders can be conflict-averse when it comes to acting on data, even if it's available.
This requires managers to be sharp in their repertoire of actions, both in terms of acting in specific development projects and in contexts with employees. Having a deep understanding of the organization, the context and the individual employee places great demands on both managers and HR, and requires access to information in something approaching real time.
Understanding what data should be collected and how can provide you with the necessary foundation to engage in continuous, constructive dialogues about development with the individual. This allows you to ensure engagement with your employee by putting them in a position where their expectations are aligned with their day-to-day work.
READ MORE ABOUT OUR EDUCATION
LEAD
offers certification in the development of agile leadership with the development tool The Leader's Versatility Index (LVI)
With a certification, you will be equipped to use LVI in development processes in your organization at the individual, group and organizational level.
Data-informed leadership requires tough prioritization - and courage
Leaders alone can't make the move towards becoming more data-informed - it typically requires a cultural change where you as an organization and team start thinking more curiously and challengingly. Therefore, focus together on what both managers and employees can do to make this happen and create more data-informed decisions that will benefit the results of the organization. The task becomes nearly impossible if management and HR only go with their gut feeling and don't use the benefits of data as a source of better decisions.
It was a brief introduction to some of the crucial areas you need to work on in order to practice data-informed leadership.
