In our recent conversations with EAs, the topic of data is a common one. EAs tell us that their executives are aware that data-driven decisions make commercial sense and they want to harness available data to extract insights that will allow for more informed decision making. With that in mind, in this blog we share tips on how to ensure the data passed to your executive will help them make informed decisions – and in doing so, improve your strategic value to your executive.

There’s no denying that to remain relevant and employable in the face of rapid technological change, EAs need to focus your time on higher-value job responsibilities.

One way to do this, which I wrote about in a previous blog, is by embracing AI and automation. Another is to become your executive’s data gatekeeper and ensure that only relevant insights reach them.

By doing this, you’ll add genuine value to your executive by guaranteeing that they can make the most informed decisions possible with actionable and pertinent data, rather than being bogged down or overwhelmed by the sheer volume of data that most organisations have at their disposal today.

Yet while EAs are data literate, know where to access collated data for reports or presentations, and can draw insights from data to aid decision making, to be an effective data gatekeeper you must go one step further by ensuring the data collected and passed onto your executive is fit for purpose. How?

To begin with, find your strategic data legs. Start by reviewing the data that is currently collected and assess its relevance. How useful is it? Does your organisation collect any data that is not relevant? Is certain data not precise enough to be useful? If this is the case, chances are your executive doesn’t even want to be sent this information.

Then ask yourself what data isn’t currently being collected that should be. Crucially, what burning questions does your executive have that additional data could answer?

If you think there are certain actionable insights that data couldn’t possible provide, think again. From what makes a good manager to what early interactions lead to the most profitable long-term customers, there is no complex question, challenge or opportunity for which relevant data can’t be captured and decoded. So, don’t hold back – if your executive would benefit from statistical facts to inform her or his decisions in any area, regardless of how comprehensive or complex the data collection requirements would be, ask for it. It may help to think of your executive’s pain points and what data insights would help identify a solution. So long as you can clearly state what specific question you need data to answer, in most cases you’ll find that it can be gathered.

Once you’ve identified the additional data required and specific questions it must answer, talk to your IT department about how this data can be collected and delivered to you.

Once the data is available, your next step is to analyse it to draw out actionable insights. What patterns does the data reveal? How does the data answer your executive’s questions? Make the data come alive by clearly highlighting the insights it reveals. This ensures the data becomes an asset to your executive. Without this step, you are merely forwarding a set of numbers to which you’ve added no real value.

Finally, remember that with more data at your fingertips, confidentiality and compliance must remain paramount, particularly around personal data. As an EA, confidentiality is part of your DNA, but regulation and compliance must also be top of mind when accessing, analysing and sharing data-driven insights and decisions.

By drawing out timely insights from data that you’ve ensured is fit for purpose, you’ll deliver actionable and useful analysis that guides your executive’s decision-making process and adds genuine value.