I think most people are more aware than ever that they want to be in a place where they can add value. So their work is visible, valuable, and impactful, but they have a great work-life balance, and they're not needing to be on the road five days a week. Catering to the market in terms of flexibility is the differentiator between businesses that have retention issues and those that don't. These businesses ensure that the work of their team is visible, valuable, and impactful for the team, and that they're not just coming to work doing a job that they never see or feel, or, or hear about.
Without a strategic direction that ties back the data initiative and strategy to what the business is trying to achieve, businesses spend a lot of money just building data infrastructure rather than strategically spending to add value to the business. As a result, data often becomes seen as a cost center. When business leaders do not start with a strong foundation of strategy and clear business tie-ins, they don't know who to appoint for the data leadership role; they don't know what that role should be, why they want it, or what that person should be delivering. So, they often appoint the wrong person and set them up to fail. This creates a massive gap where data leaders can't properly articulate the value of their team’s work, but business leaders aren't setting them up to do that.
To attract high-quality talent, data leaders need to create a compelling narrative around why someone should join their organization over any other one.
To retain high-quality talent, data leaders should consistently articulate how the work of their team is visible, valuable, and impactful within the organization.
Organizations with low data maturity can set up their data leaders to fail by implementing “glamorous” data initiatives based on trends instead of a clearly-defined purpose and connection to overall business objectives.
About Kyle Winterbottom
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