TMAI #311: ✌️Courageous Career Choices:  2x2 Matrix.

[The Marketing Analytics Intersect, by Avinash Kaushik] [1]

TMAI #311: COURAGEOUS CAREER CHOICES: A 2X2 MATRIX.

[ Web Version [2] ]

One of the most deep-seated emotional challenges I hear from you is

this one:

_My Manager/VP/SVP is deeply opinionated, won’t listen to data,

keeps authorizing faith-based initiatives that do not deliver results.

I am extremely frustrated with my job and my utter lack of influence,

regardless of what I try._

Recognize the situation?

Some of you are frustrated with the lack of your/data’s influence.

Some of you are frustrated with cherry-picking of

data/metrics/methodologies to further a hidden agenda. Some of you are

convinced of what the right thing to do is, but your boss is only

solving for himself. Some of you are never offered _the luxury of

being heard_, or allowed to debate issues and present ideas, analysis,

strategy to improve the team/division/company's future.

When you reach out to me, your question is a variation of: _WHAT

SHOULD I DO?_

Unfortunately, I cannot answer that question with any degree of

specificity. I don’t know you enough, and the context surrounding

your professional existence (even if I am painfully familiar with the

situations described above).

What I've done instead is thoughtfully answered with _here’s how

you should think about the problem and the right solutions for you_.

The _teach a human to fish_ approach.

Today, I wanted to share a more well-thought-out framework should you

find yourself in the situations described above.

My personal approach in life is to look into the mirror first, before

I ascribe responsibility to others/"the situation." Hence, before

the_ courageous career decision-making matrix_, a super important

point first.

YOU COULD BE THE PROBLEM.

Always be open to the possibility that you could be in the

wrong. That you could be myopic, missing some critical part of the

puzzle because you do not have objectivity about how you fit into the

whole. It is possible that how you influence the dynamic with your

manager/VP, and the rejection you get from them is really… a

boomerang.

The possibility that something’s wrong with you is a _Eureka!_

moment, because you have autonomy over the fixes.

As I started my career as an Analyst, let me adopt that_ mirror-view_

to make this point - but you all should recognize these patterns even

as you are in different roles or different levels in a company.

Here is a list of_ challenges_ with Analyst-_types _that are

opportunities for self-improvement before you and I find fault with

our bosses/leadership/entire company cultures:

Analysts – like me – can be super focused on the data and

insights, and not the feelings that data can arouse. Fear of

accountability. Proven incompetence. Loss of face. Your boss’s fear

of his boss, who is _Absolutely Scary_. Worry about budget cuts. Etc.

All that stuff that’s the part of the iceberg that’s below the

surface.

Analysts speak logically, directly, analytically, without surrounding

everything they say with euphemisms that, as I’ve personally been

counseled, _make the medicine go down easier_ (that feels wrong

because we are being asked to _water-down_ the results, or completely

change them and lie).

Analysts believe in their work. They can ignore caveats, nuances,

business strategy, competitive context, size of impact from

recommendations, alternative explanations for the results, and

limitations of methodologies used.

Analysts go narrow and deep into problems, when, really, sometimes

what’s required for insight is to go one step to the right. Analysts

are linear, sequential thinkers, who look for the shortest distance

between two points, whereas customers/prospects/users can be

circuitous travelers.

Analysts can absorb an immense amount of complexity – especially if

they are good – and have the damnedest time simplifying that

complexity. They assume everyone in the room is as analytically smart

as them (others in the room are paid for other wonderful and needed

skills).  Analysts are not good at storytelling.

Analysts might be in the wrong role. They are not passionate about

what they are working on, they are tired of selling used

cars/ads/shampoo/carpets/pets/train tickets – and this shows up in

misplaced unhappiness with their boss/leadership.

Analysts can tend to be hermits, comfortable in their little space and

uncomfortable building extended cross-functional relationships with

other influential teams (Finance, Strategy, Service etc.) to ensure

they create a wave to support change.

Analysts are stubborn. (I am.)

Enough said.

By no means an exhaustive list. I hope it still gives you a sense of

the opportunities for self-improvement.

My recommendation:

1. Self-improvement is a life-long journey, and I hope, like me, you

consider yourself a work in progress and keep improving yourself.

2A. Your goal should be to only _fix _the dealbreakers (the big

things) so that you can be an effective Analyst / Analytics Team

Leader.

2B. Your goal is not to fix every little thing – because then

you’ll one day wake up in pain when you can’t recognize

yourself.

3. Don’t just be an Analytics expert, increase your savvy about the

business, get better at negotiation and influence, become a great

storyteller, be better at recognizing when to fight and when to slink

away to fight another day. The mantra I apply to my teams: _TOUGH ON

IDEAS, SOFT ON PEOPLE._

This will help reduce the probability that you are the problem.

You not being a problem is a good thing.

A 2X2 MATRIX FOR COURAGEOUS CAREER CHOICES.

Assuming you are self-aware, and you have invested in improving any

dealbreakers you’ve identified during self-reflection... It is

reasonable to wonder what’s the optimal path forward if you find

yourself in a situation where your boss/culture is crushing your soul.

From the patterns I’ve observed across my career, and careers of

others around me on three continents, I've developed an optimal way to

choose your next best step if you find yourself in soul-sucking

situations:

YOUR BOSS: Is she open minded or closed minded?

(... about difficult data that carries bad news, about ideas that

conflict with her own world view, are they an old dog happy to learn

new tricks, how willing are they to speak the truth on your behalf.)

YOU: Have you proven your competence, or are still earning it in this

role?

(... perhaps you are early in your career, you are early in a role,

you’ve been around and delivered for years, you’ve delivered

impact.)

Here’s what that matrix looks like…

[Boss You Career Matrix.]

Simple, right?

[For a detailed explanation of how I define “competence” see the

P.P.S. at the very end of this newsletter for the Analyst career.

Others will have similar guidance.]

[Special Note: While we have ESL – the boss – on the y-axis,

sometimes the challenge is company culture or the CMO or the CEO and

your ESL is simply trapped in it, unwilling to take risks. In such

instances, if you find yourself in a soul-sucking situation, swap ESL

for Culture or CMO. My recommendations below stay the same.]

Before you scroll down… A thought experiment… What would you type

into each box above as a decision to make / path to take?

Jot it down on a post-it, trust me when I say it will be a great use

of 10 minutes. (Send me a picture of what you wrote up.)

Ready?

Once you’ve simplified the dimensions to something as simple as the

above, it becomes so much easier to make decisions about what to do

next in a soul-sucking situation.

[Two influencing beliefs of mine, no matter how old you are dear

Subscriber: 1. Life is too short. 2. Work rarely rises to the top of_

what did I accomplish_ on a deathbed – or so I’m told!]

If you are in the bottom left box, UNPROVEN COMPETENCE OPEN MIND,

the optimal path forward is to invest in self-learning, in undertaking

initiatives that will help you earn credibility, and becoming a MUCH

better Marketer/Analyst by investing in a deep understanding of the

business, competition, and the present and future of the industry.

You are lucky that you have a boss who is open-minded, they will give

you the time and space to prove your competence, they will be handy

with their criticism, and generous with their praise as you display

ever-increasing competence via your work.

If you find yourself in the top left box, UNPROVEN COMPETENCE

CLOSED MIND, the optimal path is to figure out how to borrow influence

to burrow out of a soul-sucking existence. You can build your posse by

practicing reciprocity [3] with the Finance team, the Strategy team,

the Product team, the Tech team, and other supporting functions for

your organizations.

If it is not just you making insightful recommendations alone, if it

is you plus a cross-functional group of influential members/leaders,

then perhaps your boss will be less closed-minded. At the very

minimum, there will be a lot more people who will experience that

closed-mindedness – which will help make them less closed-minded to

your ideas. There’s power in numbers.

[ESL You | Open-Mind Competence]

If you find yourself in the bottom right box, PROVEN COMPETENCE

OPEN MIND, it is unlikely you are in a soul-sucking situation. You are

in the most heavenly heaven. Go down on your knees five times a day

and thank any deity or entity you believe in.

In the small chance that your boss, though open-minded, is not open to

some of your ideas, leverage strategies I’ve shared in earlier

newsletters. Use _win before you spend_ [4] strategies that let you

use predictive analytics to have a brighter future. Overcome their

tiny lack of open-mindedness via a rigorous practice of _trust, but

verify_ [5] strategies.

You’ve proven your competence, and that of a team you might lead,

but you have to keep replenishing that proof. If you do, you will get

open minds who will activate your recommendations all the way to

meaningful business results.

If you find yourself in the top right box, PROVEN COMPETENCE

CLOSED MIND, quit.

My assumption is that you have worked very hard, for a dedicated

period of time, to execute in your Marketing, Finance, Analyst role

just as hard and smart as possible. That you have practiced the skill

of persuasion. That you've done the mirror-view thoughtfully.

If you have done that, and find yourself under a Closed Minded boss or

culture, consider leaving. Life is too short. Did I already say that?

Be quiet. But start to search for a different opportunity at a

company, an agency, a government entity… Be open-minded in seeking a

new landing pad. During this time, keep doing a good job at your job.

Circumstances might not allow you to quit your company. Look for a

“20% project” in a different division, if your company has such

opportunities. Look for a role in a different area of your company.

BOTTOM LINE.

Making a leap can feel scary. Staying stuck can feel, oddly,

comforting.

Frameworks help us all think through things more clearly, I sincerely

hope the 2x2 above sparks a combination of self-reflection (and

self-improvement) and a deliberate next choice for your career.

I hope it helps you move to a soul-affirming professional situation.

Much love.

—Avinash.

PS: I’m old, so here’s one more old battered man’s reflection

for you: Re changing jobs…_ It is rare that the grass is greener on

the other side, it is just a different shade of brown_. :)

PPS: I’m sure you are wondering, what is competence? Good question.

The above 2x2 applies to any role, in HR, in Marketing, in Finance, in

any role. If you are in an analytical role, here’s what reflects

competence in that context:

1. Critical thinking.

2. Rigorous statistical skills.

3. Problem-solving.

4. The ability to build simple data environments.

5. Demonstrated ability to split the signal from noise.

6. Logical thinking capabilities.

7. Qual and quant data analysis experience.

8. Not be paralyzed when data is not perfect/sparse.

9. An ability to smell through b.s. assumptions and built-in biases

in datasets (and, bonus, leaders).

10. Simplify complexity (people, process, data, visuals, comms),

insights live or die on an Analyst's ability to tell stories.

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