Most managers agree that feedback is important for employee growth. Most employees agree with that too. Despite that, many managers actively avoid giving feedback. Just like how your body has a fight-or-flight response to criticism, giving feedback creates a similar response in managers. Instead of facing that anxiety head-on, managers often delay feedback until annual reviews. By that point, the feedback is the least effective.
We all have that friend who talks about the new diet or new workout routine they’re doing. Maybe you are that friend. The one that never seems to lose weight, but talks about how this new diet might change things.
Good data quality is the foundation of your data solution’s success. It doesn’t matter if you have a great personality, build beautiful dashboards, or present engaging analysis – if your stakeholders stop trusting your data, they’ll stop trusting you.
Salesforce announced Monday that they’re buying Tableau for $15.7 billion. That news “rocked” the BI world. Tableau’s stock increased 33% with the news.
Tableau's stock has always been a fun one to watch. Despite its volatility, Tableau grew 220% higher since it went public back in May of 2013. For comparison, the S&P 500 grew 73% during that same time.
Analysis presentations are often treated like dashboards read out loud. The presenter will go through a series of slides, reading off facts such as “Impressions were up in July” or “Conversions remained steady.” This will bore the audience, who will inevitable check out and start looking at their phones, begging for a distraction.
Analysis presentations don’t have to be this way. These presentations are a unique opportunity to do something we often say we want to do with data – tell a story.
Tableau is the data viz tool I use the most and is one of the more popular products on the market. You’d think their stock would be a top performer. Well, you’d be mistaken. There’s another data viz company whose stock outperformed Tableau this year – and that company is Domo.
I found out years ago that I had a special knack for requirements gathering. Many times I'd be on a project with other developers and there’d be an endless circle of trying to guess what the end user wanted or needed. These discussions could last hours or even weeks.
I'd take a different approach though. I’d simply ask the stakeholder what they wanted. It’s amazing how that alone made things go much easier.
The reason that was effective is that I reduced ambiguity about the project’s desired outcome.
One time, I was having lunch with someone who worked in a creative profession. He told me there’s a difference between guys like him and guys like me. He uses the right brain. He can’t get ideas out of his head. I’m a left brainer, he said. I think logically and analytically.
A big problem in business intelligence is the shortage of qualified professionals. That includes developers, analysts, data scientists and managers.
The current strategy many employers use to hire for these positions focuses on experience. They will require so many years experience in R, Python, and / or SQL. If it's a data scientist job, they will often include a masters degree as a requirement as well.