Make Data Matter: Four Questions That Turn Info Into Influence
You’ve been there. Someone senior asks, “Can you get me the numbers on this?” and you spring into action—spreadsheets flying, dashboards glowing. You deliver all the data and more… and the response? Blank stares. Follow-up questions you weren’t ready for. Maybe even frustration. Here’s the thing: your job isn’t just to share information. Your job—especially if you want to build trust and influence—is turning data into insights that help people make smart decisions. Let’s talk about why that often goes sideways, and what to do instead.
What Might Be Getting in the Way of Your Influence
Even when you’re working hard and have all the right data, there are a few easy-to-miss spots that can limit the impact of your message. Here are four common traps to watch out for—especially if you’re aiming to turn data into insights that inspire confidence and action.
1. The ask isn’t fully clear.
It’s tempting to jump right in the moment someone says, “Can you pull the numbers?” However, a quick pause to clarify can save a significant amount of rework. Are they prepping for a board meeting? Making a tough call? Just getting a feel for how things are trending? A little context can completely change what “the right data” even looks like.
2. You’re thinking through your lens.
You might be a “show me the patterns” kind of person, so you prep your analysis the way you’d want to receive it. But what if your leader prefers quick takeaways and big-picture clarity? Influence often comes down to presentation, and the best communicators flex to match their audience.
3. You default to “just the facts.”
Sometimes, especially in fast-paced environments, it feels safer to stick strictly to what was asked. But when you’re close to the work, your insight matters. Offering a little context or suggesting a next step doesn’t mean you’re overstepping—it shows you’re thinking strategically and making life easier for your stakeholders.
4. You clean it up a little too much.
Yes, polish your presentation and make it easy to read– just don’t smooth over the truth. Cutting off a trendline early or leaving out negative results might feel protective in the moment, but it can undermine trust. Leaders want perspective—with candor, care, and a plan.
The Four Questions That Turn Data into Influence
Before you share anything—email, slide deck, or hallway chat—ask yourself these:
1. What’s the real ask here?
Are they making a decision, presenting up, or just curious? Try this:
“To be sure I give you exactly what you need, how will you be using this information?”
2. How do they want it?
Email summary? Visual dashboard? One-pager for a board book? Ask:
“Would it be most helpful in bullet points, a visual summary, or something else?”
3. When do they need it?
It’s easy to assume “whenever” means next week—until they show up at your desk at 3 p.m. asking, “Hey, do you have that yet?” Clarify the deadline and expectations.
4. What does the data mean?
This where turning data into insights lives. You’re closest to the work—so take a stand. Offer perspective. Anticipate the next three questions they’re going to ask, and answer them before they do.
Frequently Asked Questions: Powerful Responses
What if I’m not sure what they’re going to do with the data?
Ask! Say:
“Can you give me a sense of how you’ll be using this? That’ll help me tailor what I send.”
This helps you avoid oversharing—or underdelivering.
How do I push back on an unrealistic deadline?
Try this:
“I want to make sure I get this right for you. Given what’s on my plate, would you prefer a high-level summary today and the full analysis tomorrow?”
You’re showing urgency and protecting quality.
What if it’s bad news? How do I share it without risking ‘shoot the messenger’?
Lead with transparency and empathy:
“This isn’t great news, but I wanted to flag it early so we have options.”
Then follow up with context, possible causes, and next steps. You’re not just bringing problems—you’re bringing insight.
See Also: Motivate Your Team: Use Data to Drive, Not Drown
How Do I Get My Boss to Recognize My Expertise?
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