Slides presented to the Chartered Institute of Internal Auditors on the challenge of being a data leader & the skills needed for such leaders (and their teams) to succeed. You can read more about this event here:

1. Paul Laughlin, a talk for the Institute of Internal Auditors, March 2022
Data Leadership, what a challenge!
Familiar challenges and the skills needed for teams & leaders using data
analytics to succeed in today’s businesses.

2. Client-side to Agency-side
Created and lead data & analytics
teams, for all general & life
insurance businesses across
Lloyds Bank Group, over 13 years.
Added over £11m incremental
profit to bottom line annually.
Developed team of 44 & mentored
future leaders.
Background
“Helping exceptional teams master the
people side of data & analytics”

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3. Why do I now spend my time mentoring
data leaders?

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6. Do data leaders face different challenges
compared to other leaders?

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7. How many hats/masks do you wear?

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Tech
Leader /
Pioneer
Finance
Leader
Customer
Leader
Data
Counsel
Marketing
& Product
Leader
Sales
Leader /
In
fl
uencer
HR /
Talent
Pipeline
Leader
Knowledge
Leader /
Curator
& Artist
Strategy
Leader /
Trusted
Adviser

8. What have I learnt from leading & training
data, data science & analytics teams?

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9. The 9 Step Model for
effective analysis
Introducing a model to explain
the Softer Skills needed at each
stage for analysts or Data
Science teams to achieve impact.

10. (1) Questioning to get to
the real business need
Socratic Questioning skills to get
beneath the request to what the
business really needs and how
what is delivered will be used.

11. (2) Planning to ensure
reliable delivery
Appropriate use of traditional
project management and/or agile
working methodologies. Learning
from the past & planning ahead.

12. (3) Securing buy-in from
the key players
Identifying, prioritising and
managing stakeholder relationships
to ensure you manage expectations
& communicate/collaborate well.

13. (4) Use appropriate data
methodology
Use of appropriate methodology
to ensure reliable repeatable
provision of appropriate data,
transformed into a format suitable
for analytical work.

14. (5) Use of analytical
methods to answer
question
Use of Exploratory Data Analysis,
together with appropriate
methods to answer question /
test hypothesis / produce model.

15. (6) Generate insights to
understand behaviour
Generation of deeper insights
into motivation and triggers for
behaviour seen in analysis, using
structured questioning &
converging evidence.

16. (7) Secure sign-off for
implications of findings
Navigate organisational politics
to agree the implications of
what has been learnt & how
these will be communicated to
achieve recommended action.

17. (8) Communicate a
compelling visual story
Use best practice storytelling
and data visualisation skills to
communicate key
fi
ndings,
implications for business and
recommended action(s).

18. (9) Ensure action as a
result to deliver solution
Follow-up on recommendations and
in
fl
uence key players to ensure
appropriate action that meets the
business need.
Plus, implement feedback loops so
you continue to learn from what
happens as a result of actions.

19. Inform every step with
Commercial Awareness
Ensure maintain and apply
commercial awareness to guide
each of the 9 steps.
Understanding
fi
nancial
performance, key risks/issues, pro
fi
t
levers, business strategy, competitor
intelligence & market changes.

20. What have I learnt from mentoring data,
data science & analytics leaders?

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21. Educate & Challenge
other leaders
Challenge
Team &
Others
Educate
C-Suite
on what’s
possible
‘Drum up’
suitable
Demand
Manage
Expectations

22. Do what matters most &
break some rules
Dare to
be
Different
Break
Rules to
make a
way
Manage
Priorities
&Time
Making
Agile
work for
you

23. Get to know yourself &
stakeholders better
Intentional
Stakeholder
plan (PR)
Raise Self
Awareness
(inc. EQ)
Flex style
to help
others
(inc. EQ)
‘Person
Marking’
relationship
management

24. Build and protect a safe
space to learn
Achieve
greater
autonomy
Bring
together
the roles
needed
Implement
Systems
&
Controls
Protect
space to
test &
learn

25. Stay technical but
avoid micro managing
Keep up-
to-date
with best
practice
Step back
from
hands-on
work
Learn
how to
empower
team
Protect
technical
from Perf.
Mgt. Sys.

26. Develop an attitude of
insight & influence
Inspire
learning
from
others
Use a
Competency
Framework
Avoid
“back
room
bof
fi
ns”
Develop
a focus
on
outcomes

27. Develop your confidence
& long-term investment
Manage
like a
Pro
fi
t
Centre
Develop
Your
Con
fi
dence
Act-up &
mentor
team to
act-up
Secure
investment
for long-
term

28. Role-model professional
communication
Communicate
succinctly
Find your
own
voice &
gravitas
Improve
Professional
impact
Role-model
using
visual
stories

29. Think outside silos and be
accountable for impact
Plan a
long-term
talent
pipeline
In
fl
uence
leaders to
take
action
Join dots
& act
beyond
silos
Hold self
& team
accountable
for impact

30. Be more commercially
minded than your peers
Establish
Commercial
credibility -
on the
spike
Develop
external
pro
fi
le &
knowledge
Be really
interested
in your
business
Calculate &
demonstrate
an ROI
from team

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What do you want to
develop?
What’s your first step?

32. Happy to chat further with you about this
How to contact me…

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@LaughlinPaul
+44 (0)7446 958061
linkedin.com/in/paullaughlin
paul@laughlinconsultancy.com