Making Data-Driven Decisions That Actually Improve Performance

Claire Monroe

So, Edwin, I wanna start today with kind of a confession.Back in my early days on this product team—this must’ve been, what, seven or eight years ago?—I remember meetings where the loudest voice in the room basically decided everything.Didn’t matter what the data said... it was more like, “who’s the most convincing on their feet?”Which—looking back—feels kinda medieval, honestly.But I still see it. Like, a lot.Companies say they’re all about data, but when the moment comes? The decisions don’t feel data-driven.So I’m curious—how do we actually tell when decisions are rooted in data, not just gut or guesswork?

Edwin Carrington

Ah, Claire—you’re naming something way more common than people admit.There’s this illusion that if you’ve got dashboards or reports, you’re making data-driven choices.But collecting info isn’t the same as using it—and it definitely doesn’t mean you're interpreting it well.Real data-driven leadership? It’s not about having more charts.It’s a practice. A habit of consistently asking:“What happened?”Then: “Why did it happen?”And—most critically—“What does this mean for what we do next?”It’s a shift from reacting to understanding.

Claire Monroe

When you said “interpreting the right data,” that word—“right”—really stood out.Like, are we talking about clean spreadsheets? Or is it more about, I don’t know, technique?‘Cause I’ve seen teams get so obsessed with fancy tools...But the basics are still, uh, kind of a mess.

Edwin Carrington

You’re spot on.The foundation is always data integrity—if the inputs are messy, everything else is compromised.But it doesn’t stop there.Great analysts go beyond clean numbers. They apply statistical thinking. They visualize trends that aren’t obvious.Some even use predictive modeling to spot what’s coming before it hits.But here’s the real unlock: all that technique only matters if it’s tied directly to business goals.Otherwise, it’s just noise dressed up as insight.

Claire Monroe

Right, right... like, you can have the flashiest AI dashboard on the planet—But if nobody trusts the numbers underneath it? It’s all gonna fall apart.I wish someone had asked this in those old meetings I mentioned earlier:“How do we stop relying on gut—and actually shift the culture toward evidence?”Like, what practically changes?

Edwin Carrington

Honestly? It starts with leadership.If you want your team to take data seriously, you have to bring it into the room—every time.That means using real, validated information in decision-making and being transparent about how you got there.Over time, people notice. They start to realize—It’s not ego that drives decisions here... it’s evidence.But that takes consistency.You also have to invite questions. Show people how analysis leads to better outcomes.Then the shift happens naturally—data stops being a prop and starts becoming a compass.

Claire Monroe

So it’s like: be the example, show your receipts, and don’t pretend you know everything when you don’t.Honestly, I’d love to go back and whisper that in my younger self’s ear.

Edwin Carrington

I think a lot of us would, Claire.

Claire Monroe

Okay, let’s zoom in a bit.How do all those dashboards and reports actually turn into something... useful?There’s this bridge between information and action, right?And from what I’ve seen, that bridge is people. Specifically—analysts.I tell teams all the time: your data folks aren’t just number crunchers.They’re translators.They take messy, complicated insights—and turn them into something people can act on.

Edwin Carrington

Absolutely. And yet, a lot of folks still picture analysts as these quiet spreadsheet hermits in the corner.In reality, they’re strategic connectors.And with today’s business intelligence tools—wow—there’s a lot you can track.But here’s the catch: if you don’t have systems in place to manage and integrate all that data?It just becomes another source of noise.

Claire Monroe

Yeah—like a digital junk drawer, just filled with abandoned dashboards.So how do teams actually use the data, instead of just... hoarding it?

Edwin Carrington

That’s the make-or-break question.It starts with data governance—basically, rules and discipline around what data you collect, how often, and from where.Especially now, when you’re blending structured data—like sales or productivity numbers—with unstructured stuff like customer reviews or social posts.And then comes transformation.I worked with a manufacturing company that used predictive analytics across procurement, logistics, and production.By aligning all those data points—and having analysts embedded in team discussions—they cut costs by 20%.Not because of the data alone—but because it got turned into decisions.

Claire Monroe

Wait—twenty percent? That’s wild.Okay, but here’s what I keep wondering: what about non-technical leaders?There are still so many managers out there who... aren’t data scientists.How do they engage with analytics, without feeling overwhelmed?

Edwin Carrington

They don’t need to be experts.What they do need is curiosity.You don’t have to build a model from scratch—you just need to ask the right questions.“Where’s this trend coming from?”“What does this mean for our team’s goals?”And most importantly: “Does this story make sense?”When leaders bring analysts in early, they’re not just asking for reports—they’re co-creating strategy.That partnership is where real transformation starts.

Claire Monroe

Yeah, that “translator” piece really is everything.Like, you don’t need to speak fluent data—you just need to know how to ask for subtitles.

Edwin Carrington

Exactly. It’s about collaboration. And having systems in place to give you reliable, timely insights—Because otherwise, all your great questions just hit a wall.

Claire Monroe

Let’s talk culture for a second.Because even with the best tools, I’ve seen teams kinda... revolt.At my last company, when these dashboards rolled out, people were like—“Wait, who built this? Is this even right? Am I about to get graded on something broken?”Total skepticism.So how do you get people to trust the data—and actually use it?

Edwin Carrington

Honestly, that kind of pushback? It’s healthy.Blind trust is just as risky as no trust.Real buy-in starts with data quality—metrics need to be accurate, relevant, and transparently sourced.But the deeper layer is data literacy.If people understand how to read and challenge the numbers, they feel empowered instead of surveilled.And as we’ve talked about before—leaders who model that curiosity?They shift the culture. Slowly, but powerfully.

Claire Monroe

It’s like the data version of giving and receiving feedback.Don’t just accept the numbers—ask what they mean.But now I’m wondering—how do we stop metrics from turning into this graveyard of KPIs that nobody looks at?

Edwin Carrington

That’s where alignment comes in.KPIs need to track back to real outcomes—customer retention, faster onboarding, better engagement.And they need to evolve.Teams should regularly review and refine what they measure.Because when people see a clear link between data and business wins?That’s when trust turns into habit.It stops being “just a report” and starts being part of how the team learns and grows.

Claire Monroe

So, let me try to sum this up:Start with solid, trustworthy data...Help people understand what they’re looking at...And always tie those numbers back to something that actually matters.Then, keep that feedback loop open—so the system keeps getting smarter.

Edwin Carrington

That’s it.And it’s worth saying again:Data doesn’t replace human insight.It sharpens it.When people experience that—consistently—that’s when culture really changes.

Claire Monroe

Edwin, this was sooo much deeper than “use more data.”We touched tech, culture, trust—it’s all connected.Is there one thing you’d want leaders to hold onto as they take this forward?

Edwin Carrington

Just this:The edge doesn’t come from having more information.It comes from blending evidence with thoughtful judgment.If you create space for both, you’ll build teams that outperform instinct—every time.

Claire Monroe

Couldn’t have said it better.And hey, if you’re curious about how science-backed tools like behavioral assessments fit into this whole puzzle, go check out OAD.ai.You can test them for free—super simple—and it’s a great way to start linking people decisions to actual performance.Thanks for listening, and we’ll see you next time on The Science of Leading.

Edwin Carrington

Take care, Claire.And to all our listeners—keep leading with insight.