You are the ultimate data wrangler. The polyglot master of python and R. You know all about the differences of linear versus logistic regression. You know when to use a dimensionality reduction algorithm and when to use a neural net. You have petabytes of data taking structural-form at your command, and you have the R-squared score to prove it! But all of your data wrangling and number crunching won't matter if the decision makers ignore your data. The tools to communicate the message in your data are simple, yet they can be a hard to learn. So, let’s talk about the five critical communication tools you need to master "The Art of Speaking Data."

1. The Art of Speaking Data
The 5 critical communication tools you need to master
The Art of Speaking Data

2. DAVID WELLMAN
Hello.

3. Thanks to our Sponsors!
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4. The Data Analyst’s Problem…
You are the ultimate data wrangler!
A polyglot master of python and R. You know all about the
differences of linear versus logistic regression. You know
when to use a dimensionality reduction algorithm and when
to use a neural net. You have petabytes of data taking
structural-form at your command, and you have the R-
squared score to prove it!
But all of your data wrangling and number crunching won't
matter if the decision makers ignore your data!

5. The Manager’s Job
“Senior managers are paid to make
tough decisions. Much rides on the
outcome of those decisions and
executives are judged—quite
rightly—on their overall success rate.”

6. The Data Analyst’s Job
“Data Analyst’s are paid to uncover
facts hidden within the data.”

7. DAVID WELLMAN

8. NASA

10. Why did it fail?
The Manager vs. The Analysist

11. NASA

12. The Data Analyst’s Dilemma
The Analyst’s questions:
1. Is it possible to predict an outcome with
reasonable certainty?
2. The company has made similar decisions
many times before -- is it still the right
one?
3. I have no idea what I am doing…

13. The Manager’s Dilemma
The Manager’s questions:
1. Do I know what it will take to succeed?
2. Can I predict the range of possible
outcomes?
3. What are the risks and how can I avoid
them?
4. I have no idea what I am doing…

14. The Data Analyst’s Dilemma
“Here are my results!”
- The Smart Analyst

15. The Manager’s Dilemma
“No.”
- The Confused Manager

16. The Data Analyst’s Dilemma
“But... I worked really hard on this.”
- The Sad Analyst

17. The Manager’s Dilemma
“No.”
- The Mad Manager

18. The Dilemma
“Oh, for **** sake!”
- Both

19. The real dilemma!
“The problem managers face is not a lack of appropriate tools.
A wide variety of tools — including case-based decision analysis,
qualitative scenario analysis, and information markets—can be
used for decisions made under high degrees of uncertainty. But the
sheer variety can be overwhelming without clear guidance about
when to use one tool or combination of tools over another. Absent
such leadership, decision-makers will continue to rely solely on the
tools they know best in an honest but misguided attempt to
impose logic and structure on their make-or-break decisions.”

20. Conway’s law
“Organizations which design systems
are constrained to produce designs
which are copies of the communication
structures of these organizations.”
- M. Conway

21. The Struggle is Real
Stay The
Same
Make It
Change

22. The Struggle is Real
Make It
Change
Stay The
Same

23. The Struggle is Real
Reward
Risk
High Risk
High Reward
Low Risk
Low Reward
?

24. The Struggle is Real
Reward
Risk
High Risk
High Reward
Low Risk
Low Reward
?
Stay The
Same
Make It
Change

25. The Struggle is Real
Reward
Risk
High Risk
High Reward
Low Risk
Low Reward
?
Make It
Change
Stay The
Same

26. Speaking Truth To Power
Do what
you want
Don’t
do this

27. Speaking Truth To Power
Care Personally
ChallengeDirectly
Source: Kim Malone Scott

28. Speaking Truth To Power
Care Personally
ChallengeDirectly
Manipulative
insincerity
Source: Kim Malone Scott

29. Manipulative Insincerity
Source: Kim Malone Scott

30. Speaking Truth To Power
Care Personally
ChallengeDirectly
Manipulative
insincerity
Source: Kim Malone Scott

31. Speaking Truth To Power
Care Personally
ChallengeDirectly
Manipulative
insincerity
Obnoxious
Aggression
Source: Kim Malone Scott

32. Obnoxious Aggression
Source: Kim Malone Scott

33. Speaking Truth To Power
Care Personally
ChallengeDirectly
Manipulative
insincerity
Obnoxious
Aggression
Source: Kim Malone Scott

34. Speaking Truth To Power
Care Personally
ChallengeDirectly
Manipulative
insincerity
Ruinous
Empathy
Obnoxious
Aggression
Source: Kim Malone Scott

35. Ruinous Empathy
Source: Kim Malone Scott

36. Speaking Truth To Power
Care Personally
ChallengeDirectly
Manipulative
insincerity
Ruinous
Empathy
Obnoxious
Aggression
Source: Kim Malone Scott

37. Speaking Truth To Power
Care Personally
ChallengeDirectly
Manipulative
insincerity
Ruinous
Empathy
Obnoxious
Aggression
Radical
Candor
Source: Kim Malone Scott

38. Radical Candor
Source: Kim Malone Scott

39. Speaking Truth To Power
Care Personally
ChallengeDirectly
Manipulative
insincerity
Ruinous
Empathy
Obnoxious
Aggression
Radical
Candor
Source: Kim Malone Scott

40. Speaking Truth To Power
Care Personally
ChallengeDirectly
Manipulative
insincerity
Ruinous
Empathy
Obnoxious
Aggression
Radical
Candor
Source: Kim Malone Scott

41. Kicking The Needle
“You are who you choose to be.”

42. Kicking The Needle
Care Personally
ChallengeDirectly
Radical
Candor
Source: Kim Malone Scott

43. Kicking The Needle
Student of: Job is:

44. Kicking The Needle
 Anything good is risky  Anything hard is risky.
Student of: Job is:

45. Kicking The Needle
 Anything good is risky
 New Job better for it.
 Anything hard is risky.
 Same job just better at it
Student of: Job is:

46. Kicking The Needle
 Anything good is risky
 New Job better for it.
 New skills.
 Anything hard is risky.
 Same job just better at it
 Same skills
Student of: Job is:

47. Kicking The Needle
 Anything good is risky
 New Job better for it
 New skills
 Job stays hard
 Anything hard is risky.
 Same job just better at it
 Same skills
 Job get easy
Student of: Job is:

48. Kicking The Needle
 Anything good is risky
 New Job better for it.
 New skills.
 Job stays hard.
 New opportunities.
 Anything hard is risky.
 Same job just better at it
 Same skills
 Job get easy
 Same job
Student of: Job is:

49. Kicking The Needle
 Anything good is risky
 New Job better for it.
 New skills.
 Job stays hard.
 New opportunities.
 Learn everything about the job,
industry, people, problems and
opportunities.
 Anything hard is risky.
 Same job just better at it
 Same skills
 Job get easy
 Same job
 You did really well on your last
yearly evaluation – again.
Student of: Job is:

50. Kicking The Needle
“You can change the world after you
answer the question;
Why do you believe
the world works this way?”

51. Sinek Law
“People don't buy what you do; they
buy why you do it. And what you do
simply proves what you believe”
- ― Simon Sinek

52. What vs. Why – The Wrong Questions
WHAT
HOW
WHY
“WHAT is the results?”
“HOW” did you query it?
“WHY” should I care?

53. What vs. Why – The Wrong Questions
WHAT
HOW
WHY
“WHAT is the results?”
“HOW” did you query it?
“WHY” should I care?

54. What vs. Why – The Wrong Questions
WHAT
HOW
WH
Y
“WHAT is the data?”
“HOW” did you query it?
“WHY” should I care?

55. What vs. Why – The RIGHT Questions
1. Why does this matter?
WHAT
WHY
HOW

56. What vs. Why – The RIGHT Questions
1. Why does this matter?
WHAT
WHY
2. How does it change things? HOW

57. What vs. Why – The RIGHT Questions
1. Why does this matter?
WHAT
WHY
2. How does it change things? HOW
3. What does this mean to me?

58. What vs. Why – The RIGHT Questions

59. “Why” Is Simple – Simple is Hard
People will not always believe you…
 People condemn things they don’t understand.
 Seeing is different then being told.
 Anything simple is difficult to create.
 Easy isn’t simple, and simple is HARD
 We things thins need to be complicated to make them better ...
It never does, it just makes things muddy.

60. 1. The Truth is What You Say It Is.
“Our primary job is to tell the story clearly.
Clarity is where TRUTH comes from.”

61. 1. The Truth is What You Say It Is.
 Anything new is scary.
 Anything old is bad.

62. 1. The Truth is What You Say It Is.
“It can’t be true. I didn’t think of it”
- ― No manager ever, right?

63. 1. The Truth is What You Say It Is.
“Should we use Tabs or Spaces?”
- ― a really smart dumb engineer.

64. 1. The Truth is What You Say It Is.
 The truth must be consistent.
 If the world had killer robots from the future – then your truth
must include killer robots
 Superman movie that turns into a batman movie is a stupid
superman movie.
 The empire has always been the “evil empire” and “Jedi’s are
good”
 If you business is at risk of becoming obsolete – then it has
always been that way…

65. 1. The Truth is What You Say It Is.
Manipulative
insincerity
Ruinous
Empathy
Obnoxious
Aggression
Radical
Candor

66. 2. Facts are Not Truths.
“Sometimes,
facts get in the way of truth.”

67. 2. Facts are Not Truths.
 We don’t know what we don’t know.
 There is no perfect solution.
 Be humble and improve.
 Who cares about facts I just want the truth.
 Back up the truth with solid, consistent evidence.

68. 2. Facts are Not Truths.
Manipulative
insincerity
Ruinous
Empathy
Obnoxious
Aggression
Radical
Candor

69. 3. Theme Beats Logic.
“What if a gun had a conscience
and didn’t want to be a gun anymore?”

70. 3. Theme Beats Logic.
That seems CRAZY, Right?
But we do it in business –
ALL THE TIME.

71. 3. Theme Beats Logic.
What if...
a bookstore
became a data company?

72. 3. Theme Beats Logic.
What if...
a bookstore
became a data company?
AMAZON.

73. 3. Theme Beats Logic.
What if...
a car company
became a data company?

74. 3. Theme Beats Logic.
What if...
a car company
became a data company?
TESLA.

75. 3. Theme Beats Logic.
What if...
a movie company
became a data company?

76. 3. Theme Beats Logic.
What if...
a movie company
became a data company?
NETFLIX.

77. 3. Theme Beats Logic.
What if...
a taxi company
became a data company?

78. 3. Theme Beats Logic.
What if...
a taxi company
became a data company?

79. 3. Theme Beats Logic.
What if...
a medical insurance company
became a data company?

80. 3. Theme Beats Logic.
What if...
a medical insurance company
became a data company?
?????????

81. 3. Theme Beats Logic.
What if...
You used data to change
the heart and minds of the world?

82. 3. Theme Beats Logic.
What if...
You used data to change
the heart and minds of the world?
Better Question!

83. 3. Theme Beats Logic.
Manipulative
insincerity
Ruinous
Empathy
Obnoxious
Aggression
Radical
Candor

84. 3. Theme Beats Logic.
“Stories resonate with people,
lists do not.”

85. 4. Know WHY You believe It.
“When your belief system changes,
you change.”

86. 4. Know WHY You believe It.
 Why people don’t change
 Avoiding pain – fear, uncertainty, guilt, condemnation.
 When your perception changes – so do you.
 Wanting change – a better life, hope, happiness.
 Back them into a corner and let them change.
 You are who you chose to be.
 Is this who you want to be?
 Really, a list?! Dang it, I hate lists.

87. 4. Know WHY You believe It.
Manipulative
insincerity
Ruinous
Empathy
Obnoxious
Aggression
Radical
Candor

88. 5. Stories Matter.
“Don’t forget the naysayers, the lagers,
the feet draggers, the doubters; they
make things that work better and the
thing that don’t worse, and eventually
everything becomes more human.”

89. 5. Stories Matter.
1. Everything has always been this way.
2. Every day is the same…
3. Until something is different.
4. Then things started to change.
5. And change is hard, really hard.
6. Until one day everything is different
7. And then everything was the same.
8. See, this is a list and it sucks – nobody reads lists.

90. 5. Stories Matter.
“The story has a proposal, an argument and a
conclusion. Once we make the proposal we
are bound to argue that proposal and the
ending must prove the point with cold hard
facts.”

91. 5. Stories Matter.
 Tell them what you are going to tell them.
 Tell them the story.
 Show them the facts
 Tell them what you told them.
 Stop it with the lists!

92. 5. Stories Matter
Manipulative
insincerity
Ruinous
Empathy
Obnoxious
Aggression
Radical
Candor

93. The 5 communication tools
The five critical communication tools you need to
master The Art of Speaking Data.
1. The truth is what you say it is.
2. Facts are not truths, but truth needs facts.
3. Theme beats logic.
4. Know why you believe it.
5. Stories resonate, list’s do not.

94. And, Finally…
These tools can change the
hearts & mind of the world…
So, don’t just kick the needle.
Stomp on it with everything you got.
Keep stomping on it until you’ve give your all.
You can change the world.

95. Choose Who You Want To Be.
Manipulative
insincerity
Ruinous
Empathy
Obnoxious
Aggression
Radical
Candor

96. Questions?