4 Lessons Learned through Reflection & Data

One of the best parts of our work is that we get to help people learn. We help them learn by hearing perspectives of others, we help them learn by reflecting on data and interpreting that based on their context, work and expertise, and we help them learn by focusing in on the “right” information.

For each of our clients, and for each service we provide, we at ResultsLab also reflect on data and learning as we intentionally walk our own talk. If you don’t take time to think about and reflect on the work you’ve done, you won’t be able to remember or apply the learnings from the experiences you’ve just been exposed to.

As 2021 came to a close, one of our teams was completing a Project Insight Review, or PIR, in which they dissected their work with a client to understand what went well, what could have been better, and what we have learned. I’ve participated in many of these PIRs as this is one way we ensure we continue to provide good products and services and apply what we are learning. Across these learnings, we have identified some themes. None of these are rocket science, but they are reminders of ways in which we all need to remain intentional to learn and improve. Some cross-cutting themes in our own learning include:

Take time to reflect on who needs to be heard: We can create better solutions and build stronger organizations when we take the time to hear from multiple stakeholders. When we make decisions in isolation, and fail to hear from the right people, then we often find misalignment between what we are doing and the needs of those we are trying to serve.
Leadership needs to champion learning: Without the direction, accountability, and support from key decision-makers in an organization, building a culture that embraces data and learning will struggle to move forward.
Fundamentals stay the same: What you learn from your data may change over time, but the basic process to engage in learning from data remains the same.
Data doesn’t have to be complicated: Using data to inform decision-making is easier than you think, it’s simply a matter of getting the right information in a way that isn’t overly complex or burdensome. Once an organization gets a taste of the learning and insights gleaned from data, they want to continue the journey on how to “learn better.”

What steps are you taking to make time for intentional learning and improvement this year?

READING

The Ultimate Deliberate Practice Guide: “To engage in deliberate practice, you need a way of measuring the most instructive metrics related to your performance. Seeing how those metrics change is the sole way to know if practice is working or not.”
The Case for Stakeholder Engagement: “It’s amazing what can happen when you actually listen to people.”
The most fundamental skill: Intentional learning and the career advantage: “At the core of learning is your belief that you can learn, that you can improve, and that you can take the steps necessary to achieve desired levels of performance.”