Use the right data and language to influence executives

In previous posts, I talked about the benefits of social media use for a brands or organizations. It’s a smart move. Every second more than 7,700 tweets are sent, 71,000 videos are watched on YouTube, nearly 1,300 Tumblr posts and more than 800 photos are shared via Instagram according to Internet Live Stats. 

All that data is pretty incredible. However, it’s no benefit to the organization if the analysts reviewing it aren’t versed in what to watch. Here are a few things to look for when reviewing this mountain of data:

• Take off the rose-colored glasses. As communications practitioners, we are placed in the role of counselor and senior leadership may rely on our near-perfect recall of the all the facts. It’s important to report the facts as they are, not as we assume them to be. Using data to confirm what we assume to be true, rather than reporting the truth, instead of uncovering the truth, is confirmation bias. Basically, it’s using only the data that suits the believed narrative and treating the rest as irrelevant or fake. This make work for short term success. Over time, this practice can stunt growth and even leave an organization vulnerable as trends or culture changes.

• Get unstuck. It’s easy to default to the same reporters and bloggers who cover you all the time. These relationships are important to cultivate and maintain.

However, social and digital tech have made non-traditional platforms the key players in media relations. While your primary influencer for one area may be the beat reporter, another issue may be better covered by a social influencer on social media. Consider stepping outside your comfort zone and cultivating a new relationship that could be mutually beneficial.

• Interpreting the hard data. In a previous blog, I mentioned that practitioners have a love affair with data. It’s still true. But, it’s probably more of a love-hate relationship.

Not everyone loves reading spreadsheets and interpreting a bunch of numbers. But, as I mentioned previously, it’s part of the PR gig these days. Leadership is looking for more than a gut feeling to make business decisions. Like sales and our friends in marketing, we have to provide hard evidence that shows why a strategy is working or will work. It’s the language of the C-Suite and one in which we as PR professionals must become fluent.

A Harvard Business School study cited common traits for C-Suite leaders, including a bias toward action, calculated risk-taking, and pragmatically inclusive. That means when we present findings to leadership, we must be ready with data that helps these leaders take the smartest risk.

What’s the lesson here? Clear, concise data interpretation is imperative for making informed decisions. Make sure you are advising with the best information possible.

Extra credit reading: Need a little help fine-tuning your CEO-speak? Check out this Washington Business Journal.

Cheers!