A few years ago, I worked with a group of great people from the church we were attending. Collectively, as a church, we were looking at ways of becoming more effective in what churches are supposed to do, which is helping people strengthen and grow in their faith and relationship with their creator.
To do this, the church is implementing a survey asking attendees a series of questions. The data we collected enabled the church to gauge how good they were at taking care of business and where they come up short. With the data as a guide, it worked to stop what’s not working, continue and build on what works well, and start new initiatives to build what needs to be done.
Making data-based decisions in nothing new. Organizations that do employee surveys often have greater insight into better management practices. Companies that do market surveys have an edge in anticipating customer demand. There are two keys though which should be considered for the survey to work.
- Set up the survey the right way. Employee surveys are very tricky. If you launch the survey after the company picnic or a happy event, they are likely to be overly-favorable. If there are rumors of layoffs or a change in the bonus or benefit plans, you’ll probably get low numbers. Keeping the survey as objective as possible and doing it during a relatively stable period gives you a better shot at meaningful data.
- Objectively view the data. Sometimes organizations are so sure they know the right course of action to take that they’ll disregard what the data shows in favor of what they THINK is the right course of action. Trusting the data is difficult, but it certainly gives you something tangible to start with.
Since starting my business in 2006, I’ve tried numerous ideas to establish growth and sustainability. After years of trial and error, I’ve finally decided to look at data. What I found surprised me. The number one way I get booked for consulting and workshops is through referrals and public events. The people that engage with me the most are HR professionals and senior executives. Somebody hears me speak at an event and contacts me or a previous client or a colleague recommends me. What doesn’t generate revenue (although you couldn’t have told me this before I looked at data) are book sales (yes, none of my 12 books), TV and radio interviews (7 and zero bookings), articles (both in Men’s Fitness magazine and writing for Monster.com – with zero bookings), and any type of paid advertising. The good news for me is that relationships simply cost time and effort, which is more affordable and a whole lot more fun than advertising. I can build them through networking, volunteer work, blogging and videos.
Enough about me though. What does your data show you? If you’re trying to lose weight and aren’t successful, think back to what did work for you. If you managed to lose weight by running and eating low carbs, why not go back to what worked before. If you’ve stalled in your career growth, look back at what you did before to be successful. Look at what peers in your organization are doing to get ahead. If the trend for promotion is to get a particular certification, don’t simply rely on working harder. Do what the data tells you.
I’m a big fan of trusting my gut reaction but I’ve learned that it’s not always reliable. “Trust, but verify” is a new buzz-phrase. Might be a good one to use in this case.
This week, take time to evaluate what’s working for you and what’s not working. Find some trusted peers and ask them for an objective evaluation.
Our personal and professional growth is our responsibility. I’m working on mine and I hope you’ll join me!