The Data Fluent Culture - Data Fluency: Empowering Your Organization with Effective Data Communication - page 130

2. Train the team.

Train and support —All employees must receive ongoing, tar-
geted training to ensure they have the knowledge and skills to
meet expectations and help the organization achieve the vision.

⬛

Hold people accountable —Leaders hold all team members
accountable for meeting goals and provide actionable feedback
on their performance.

⬛

3.

Promote growth.

Encourage curiosity —Although there is need for accountability
for results and a rationale for the use of resources, leaders must
counterbalance these demands, both directly and indirectly,
through established cultural norms with a healthy promotion of
inquisitiveness and innovation.

⬛

Accelerate informed decisions —Leaders encourage decisions
informed by data and develop a culture that values the process of
planning, testing, analyses, and action.

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The ability of your organization to use data hinges on developing a team of
people who share a common vocabulary and skillset to understand data. The
steps above provide a broad roadmap for developing such a team. The rest of
this chapter provides insights and examples about how organizational leaders
go about these important tasks.

SET AND COMMuNICATE ExPECTATIONS

Data fluent leaders must lead by example. They should express expectations
for quality data products and then use data products to support the organiza-
tion's mission. To build a data fluent culture, leaders must communicate using
data to support their decisions and organizational priorities. By doing so, they
set the standard for quality data products and demonstrate their data literacy
in public forums, modeling the expected behaviors of their team.

A senior executive at a global beverage brand was asked to present to the
Board of Directors to explain the impact of his function—customer service—on
the bottom line. Faced with a room packed full of heavy-hitters, he chose an
unusual but effective approach. Rather than stand in front of the group with a
series of bland PowerPoint charts—like so many of the previous presenters—he