Tell the decision behind the data
Connect a metric, its limits and a business decision.
A pilot dashboard shows response time falling from twelve hours to eight. However, the pilot handled fewer complex cases than the comparison team. You are presenting to operations leaders.
1 · Notice the conversation
Stakeholder: Is this a success or not?
You: It is a promising result. It supports a further test, but not yet a claim that the process caused the full improvement.
Stakeholder: What should the next chart show?
You: Response time for similar case types, with volumes and the measurement period shown beside it.
Stakeholder: How long do we need before deciding?
You: We can agree a two-week comparison and a minimum case count, then review the result against those criteria.
2 · Understand what each phrase does
Make the recommendation
Put the decision where the listener can find it.
The pilot answered requests faster, but the comparison is not yet like-for-like.
Use the move when it serves this situation. This is not a phrase that must appear in every answer.Explain the consequence
Show what the proposal changes for people or work.
Average response time fell from twelve hours to eight in the pilot group.
Use the move when it serves this situation. This is not a phrase that must appear in every answer.Define the next move
Specify an action, condition or question that moves the discussion forward.
That group also received fewer complex cases, so we cannot attribute the whole change to the new process.
Use the move when it serves this situation. This is not a phrase that must appear in every answer.3 · Rehearse, then change the details
The pilot answered requests faster, but the comparison is not yet like-for-like.
Average response time fell from twelve hours to eight in the pilot group.
That group also received fewer complex cases, so we cannot attribute the whole change to the new process.
I recommend comparing similar case types before deciding whether to expand.
Keep the purpose; change the person, document or time. A simple, accurate sentence is enough.
4 · Respond to your colleague
Is this a success or not?
Give a useful conclusion without overstating causation.
See one possible reply
It is a promising result. It supports a further test, but not yet a claim that the process caused the full improvement.
What should the next chart show?
Ask for a comparison that addresses the limitation.
See one possible reply
Response time for similar case types, with volumes and the measurement period shown beside it.
How long do we need before deciding?
Propose a defined review rather than endless analysis.
See one possible reply
We can agree a two-week comparison and a minimum case count, then review the result against those criteria.
5 · Try a different situation
A sales campaign produced more enquiries but fewer completed purchases. Explain which further measures would help you decide whether to continue, without treating enquiry volume as revenue.
What do you recommend, and what should we decide next?
Use the new facts. State the consequence or trade-off and one next action.
- I state what was measured and over what comparison.
- I explain a material limitation.
- I connect the evidence to a proportionate next decision.
6 · Recall without the model tomorrow
Connect a metric, its limits and a business decision.