Image Credit: ChatGPT - a data analyst standing in front of a group in board room with dashboards and charts displayed
Note: I wrote this article for a LinkedIn contribution, but thought with the topic of courage and curiosity, it would fit well here too.
Data analysts are often seen as the people who just “go get the data” or build a dashboard. But if you’ve spent any time in this role, you know that the job is so much more than just that. A huge part of an analyst’s value comes from being able to bridge the gap between numbers and business needs. And doing that well? It takes both courage and curiosity.
This is especially true for early-career data analysts who may feel intimidated by senior stakeholders or managers. However, courage - paired with curiosity - is one of the most important tools you can bring to the table.
When the Request Doesn’t Make Sense: Navigating “Because Leadership Likes It”
We’ve all been there. A manager asks for a report or dashboard that doesn’t quite align with the business goals or analytics best practices. When you dig deeper, the reasoning boils down to: “Well… the VP just likes to see it.”
This can feel frustrating, but it’s also an opportunity to flex your courage and curiosity. Here’s how to navigate these situations:
Understand the Underlying Value
Ask questions to uncover why the report is important to the leader. For example:
“Can you share what decisions this dashboard helps them make?”
“Are there specific trends or signals they’re trying to monitor?”
Sometimes, the reasoning isn’t as arbitrary as it seems - it might tie back to historical decisions or personal preferences that hold merit once fully understood.
Propose Alternatives (Gently)
If the request truly seems misaligned, frame suggestions as enhancements rather than criticisms. For example:
“This dashboard could work as-is, but we could also add [x, y, z] to provide a fuller picture of the trend they’re tracking.”
“I wonder if [different visualization or approach] might make the insights even clearer - what do you think?”
It’s actually your job as the analyst to determine if there is a better approach, but doing so in a way that doesn't create defensiveness is what takes more skill.
Meet the Need While Educating
Sometimes, you’ll simply need to deliver what’s requested. But you can use the opportunity to include additional insights that add context or value. For example:
If the dashboard tracks an irrelevant metric, include an annotation explaining its limitations alongside metrics that are more actionable.
In your next conversation, share a quick insight to help reframe their focus: “I noticed [x] while working on the report - you might find it useful for if looking at [y, z].”
Remember, “Rome wasn’t built in a day” and changing perceptions is difficult. Building trust and credibility over time by delivering value and respectfully challenging assumptions is key.
Eventually, stakeholders might start to seek your input before making similar requests in the future.
Understanding Business Problems at Their Core
Courage also means being willing to admit when you don’t understand something and asking for clarification. Stakeholders aren’t always fluent in the language of data, and analysts aren’t always fluent in the language of business.
Sometimes they may not know what they’re asking for, or you may not know what you don't know!
Closing this gap takes mutual effort. Ask questions like:
“Can you walk me through the problem in more detail?”
“What does success look like for this project?”
“Are there any key constraints or risks I should be aware of?”
These types of questions signal curiosity and a commitment to fully understanding the problem. The better you understand the context, the better insights you can provide - and the more you’ll grow as a professional.
How to Be Courageous and Curious Every Day
Start Small: Not every question needs to be groundbreaking. Even small clarifications can lead to better outcomes. Example: “Can you explain why this metric is the focus right now?”
Reframe the Conversation: Turn requests into collaborative problem-solving opportunities. Example: Instead of just saying, “Sure, I’ll pull that data,” try, “That’s an interesting direction. What if we also looked at [a different metric]?”
Change Takes Time: If a stakeholder pushes back on your questions, don’t take it personally. Keep asking thoughtful questions, and over time, they’ll come to value your input.
Seek Feedback: After meetings or deliverables, ask stakeholders if the information met their needs. This can open up dialogue for further refinement and build trust.
Adopt a Growth Mindset: Realize that as humans, life is a journey of growth. While helping other stakeholders understand your perspective, you’ll likely learn new things about their perspectives and grow.
Be Brave: If you get the feeling that you really should say something, trust your instincts. Approach the situation with vulnerability and transparency, this will show you are being genuine. Be intentional about what you want to say, but it doesn't have to be perfect when you are upfront about being vulnerable, honest and approaching the situation with good intentions.
Better Outcomes for Everyone
When you approach your work with courage and curiosity, you don’t just become a better data analyst - you help your organization make smarter decisions. By challenging assumptions and seeking deeper understanding, you ensure the solutions you deliver are truly aligned with business goals. Stakeholders feel heard, decisions are better informed, and you develop a reputation as a strategic thinker.
So, the next time you feel hesitation before asking a “what if” or “why” question, remember this, as cliche as it may sound: Courage isn’t about being fearless—it’s about being willing to act despite your fears.
