I was watching some tech “day in the life” videos last week and reading the comments reminded me people still have a misconception that data professionals are lone wolves. (Enter the inspiration for this week’s issue.)

And you’ve probably seen it too: someone coding with headphones in, a voice-over running, and a comment like “I want to get into tech because I don’t like talking to people.”. (!? ← my reaction)

What those viewers are completely missing out on are the conversations happening behind the scenes, the real drivers that turn problems into solutions. Because solutions don’t just manifest from code or data alone.

Real solutions start with talking to people — the ones making business decisions and living the challenges that need solving. Our stakeholders, clients, and end users; they all hold pieces of the story that data alone could never tell.

And that’s where being a conversationalist comes in; communicating clearly, asking the right questions, and listening. Understanding not just what someone wants, but why. And I’ll admit, sometimes this takes a lot of digging and probing questions, because let's be real – many times stakeholders don’t even know what they want!

But those conversations often mean the difference between checking a box and creating something that actually moves the business forward.

Not long ago, I was working with a client on what seemed like a simple request: build a report to help mitigate safety incidents. Easy enough… or at least, that’s what I was expecting (I should have known better!).

My first instinct was to start pulling safety data from incident reports and workplace logs, figuring that’s where the story was going to be. But before diving in, I decided to ask a few more questions. “Help mitigate safety incidents” seemed, well… vague. I wanted to understand why this report mattered, and what leadership intended to use it for.

That’s when everything changed.

Through a short conversation, it became clear the real issue wasn’t about tracking incidents — it was about safety training compliance. Leaders needed a way to see which employees hadn’t completed required safety courses and certifications.

If I hadn’t slowed down to ask, and actively listen, I would’ve built a completely different report, one that technically met the initial request but missed the mark entirely.

That little conversation saved hours of work, redirected the project, and created a solution to their actual problem.

And this isn’t unique to me, it happens all the time. It’s just part of what makes analytics so human. We might work with data, but our real work happens through people.

What is Active Listening and how can it benefit the business analyst? by Chris Adams
A straightforward quick read on using active listening techniques in analytics and examples. Read more

Does data analysis require good people skills? in r/dataanalysis
Some good advice and comments regarding communication in the field of analytics. One user notes that confidence is key otherwise stakeholders tend to lose trust in the analysis and will seek validation elsewhere (I’ve seen this happen as well). Read more

5 essential communication skills in the IT industry by Lumenalta
Explores other skills related to listening that fall under communicating with others. Read more

Ecosia #Productivity
Want to help plant a tree just for searching online? Ecosia is a search engine that uses its ad profits to fund tree-planting projects around the world.

Mokkup.ai #data-visualization #productivity
One of my go to tools for mocking up a dashboard (especially with groups who might not know what they want yet). The free version comes with 3 canvases to build a mock dashboard. Perfect for brainstorming, sharing drafts with clients, and students.

▶️ Stakeholder Communication for Aspiring Data Analysts (3 example emails) by Christine Jiang
The video breaks down a practical framework for gathering requirements, identifying key metrics (called Northstar metrics), and tailoring communication to different audiences, from executives needing quick summaries to managers wanting deeper analysis and fellow analysts requiring technical details.

Did you know? There are more possible iterations of a shuffled deck of cards than there are atoms on Earth.