Using data wisely

FigureHOW ARE YOU PITCHING your ideas beyond what feels right and good? We all use our intuition honed over years of experience and our innovative spirit to frame those ideas, but often that's not enough. Using data wisely and effectively will support your intentions, whether you're making a case for quality improvement, human resource (HR) planning, a new program, legislative change, or most other agendas. It may seem that there's abundant data available; however, you have to make it meaningful, which is an essential leadership skill. It doesn't have to be big data, AI-generated algorithms from huge datasets, or research-level data, but it does have to be meaningful and sound. Data can be quantitative or qualitative, and with or without benchmarks. Even raw data can provide valuable descriptive information. Look to a variety of sources, such as organizational databases/dashboards, electronic health records, and industry platforms, as well as focus groups, surveys, observational monitoring, and even good old paper audits. Partner with other departments. Know your denominators for rates and percentages, adding important context to the data. For example, if you wanted to start an advancement program that included paid nonclinical time for professional governance activities, you could use data on RN turnover from an HR database; data from the literature on the relationship between professional governance, retention, and engagement; expense data for the nonclinical time for various iterations of the proposal; expense data related to turnover; supportive data from exit interviews; and a return-on-investment projection. Yet, just having the data is insufficient. It has to be displayed in a visually appealing manner that's easily understandable and readable. Use the tools—charts, graphs, trendlines, infographic-like slides, and so on. Label clearly, keep it simple, and consider using color (red versus green tells its own story immediately). The title of the slide and/or chart should be a headline as well; for example, “Turnover increasing over past year” or “Increased turnover if tenure <3 years.” Dig deep into layers to really understand a situation and use that data to inform decision-making. Now for the critical part—presenting the data. You want to go for the heart as well as the brain, adding stories and your experience to bring home your points. For example, if you're working on promoting a quality project for early ambulation in a geriatric population, you could create purpose with data such as length of stay, hospital-acquired pressure injuries, physical therapy consults and age, plus evidence-based practice data that support your proposal; then add a story or two from real patient care to underscore the need. Sometimes your audience determines the best way to present—seek advice from trusted stakeholders. Be prepared for questions: Is your data valid? What was the source? What about looking at this or that instead or in addition? How does it compare to others? Using data is a rigorous way to move beyond gut feelings, make your case, and decide the next steps in evaluating the changes that you've instituted. It's also a great accountability tool. However, you still need your gut to bring context, experience, and humanity into decision-making. There's plenty of leadership literature and commentary in Forbes, Harvard Business Review, and other sources on how good leaders combine data-based and intuition-informed decision-making into their practices. Sometimes, fast decisions need to be made and there's no time for data-gathering. We've all been there. The combination is powerful. Understanding and presenting data is important for effective leadership practice at all levels. Don't be afraid—dig in and use it.Figure