Are You An Evidence-Based Leader?
Here are five questions to consider
Posted on 01-03-2019, Read Time: - Min
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If you follow the news these days, there are probably times when you feel confused by conflicting reports and contrasting storylines. This is exacerbated by the complicated web of media sources with various special interests that provide us information. Depending on where you live, what you read, or who you listen to, you may have a very different view of the truth from other well-meaning citizens. Trying to make sense of this increasingly complex world is more of a challenge today than ever before.
Leaders face similar challenges as it relates to preparing their workforce for the future. Given the continuous flow of information they receive at work, how do they make sense of it all? How do they get to the truth of what is really going on in their organization? Mercer Sirota has worked with numerous leaders over the years to help them understand critical leadership priorities by presenting hard evidence about what is enabling and what is getting in the way of employee engagement and performance. When HR leaders are asked about taking action based on survey data, only half feel their leaders do an effective job.*
Based on what Mercer Sirota has observed in the way leaders process and react to this type of evidence, the following behaviors are common:
- Over-Reacting – Leaders can reach incorrect generalizations about their employees, managers or work environment when receiving data and evidence. This often happens when the leader gives too much weight to a data point by pointing to anecdotal examples about something in the work environment. This over-reacting might cause them to incorrectly identify the source of the problem without collecting additional evidence. This often leads to ineffective follow up.
- Under-Reacting – A more common behavior when receiving evidence is to “explain away” or discount the data. It is difficult for many leaders to change their view about an issue in the work environment when they have a previously held belief, no matter how compelling the evidence. Leaders will often point to pieces of evidence that contradict the data being presented or they may question the methodology used to gather the evidence. The result is often a failure to address a critical problem appropriately. This can result in the problem identified worsening over time.
- Spinning – Leaders often twist data and evidence to suit their purpose. Sometimes it is to make the evidence fit into a narrative that they have been previously communicating (confirmation bias). Other times it is to protect themselves or someone on their team. These leaders might request that the data be presented in a certain way against very specific comparisons to mask a problem or issue or they may even ask to suppress certain pieces of information. This leads to incorrect conclusions and persistent organizational problems.
Evidence-based leaders are more effective in diagnosing problems and driving necessary actions for their organizations. Google, for example, has adopted the mantra “all people decisions are based on data and analytics,” (see HBS Article / Re: Work Article). Being an evidence-based leader requires a data-savvy mindset.
Here are five questions to evaluate leaders:
1. Do they regularly seek facts? The best leaders value real data and information. Evidence-based leaders ask people to provide evidence when they make an assertion. They use data to validate suspicions and site data sources to state an opinion to others. When a lack of real evidence is available, they work on a plan to gather it. Leaders who fail often have an over-reliance on gut instinct (see blog post by Lewis Garrad). Ego and pride can be a barrier as it is not easy to admit that one does not have all the answers.
2. Are they aware of their biases? Everyone has biases in the way they filter the world around them. This might be based on values, self-interests or relationships. Be aware of tendencies to over-weigh or under-weigh certain pieces of information. Keep an open mind to the evidence that is being presented.
3. Do they consider a broad set of findings? A common mistake leaders make is to use bits and pieces of information to form broad opinions about certain topics. One can find evidence to discount most theories that exist, whether in the workplace or the world in general. But that does not mean those theories are not highly supported by mountains of other evidence. It is important to look across the data and not over-weigh any specific pieces of evidence. Some best practices in this regard are found in this report from CIPD.
4. Do they understand the stats? This seems like a simple prescription, but many leaders misinterpret various forms of data they receive, which can lead to the wrong conclusions. Understanding things like what sample size is important to have representative data or what types of different scores represent meaningful differences based on population size are critical to accurate interpretation.
5. Do they validate conclusions? The old leadership mantra “trust but verify” holds true in being an evidenced-based leader. It is always important to gather a variety of opinions from the people around them to get an accurate read on a situation. However, it is important to know and understand sources and understand the motivations of each source and potential biases that might exist. They ask for additional data or information to validate what they are hearing.
More information is coming at leaders than ever before, and this will likely only accelerate in the future of work. The extent to which leaders can accurately understand information, use data and evidence to arrive at conclusions, and take action on critical priorities will be what separates the most effective 21st Century leaders from the others.
*Sources: The DNA of Engagement Report, The Engagement Institute 2014; Study by Bersin by Deloitte, 2014; Studies from Mercer and Sirota 2014
Author Bio
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Adam Pressman is the leader of the North America Business for Mercer Sirota. He is responsible for the client impact, growth and profitability of the firm’s Engagement and Employee Research business in the US and Canada. He has over 20 years of experience in leadership and organizational effectiveness consulting, including executive assessment, leadership succession, employee and customer engagement, and coaching services to large, multi-national businesses. Connect Adam Pressman Follow @SirotaConsult Visit www.sirota.com |
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Are you an evidence-based leader? https://web.hr.com/xa73
Are you an evidence-based leader? https://web.hr.com/xa73
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