Ken Adamo wasn’t originally too keen about taking a public speaking class. But the experience ended up being a “seminal moment” for the chief of analytics at freight-focused logistics company DAT.
Adamo said that the proficiencies gleaned from that class, as well as fundamentals like solid communication skills, are key even in technical roles.
“Just as staying on top of the latest approaches for data modeling is a required aptitude, so is the ability to communicate one’s work,” Adamo said. “And that ability, like all others, can be developed and refined.”
Whether it’s discussing the business need around a certain initiative or translating data insights, communicating something clearly and compellingly in a business setting is important for anyone, regardless of their seniority. For individual contributors who ascend into higher-level roles, there’s another necessary asset: the art of leadership.
“Figuring out how people like to be recognized and engaged with, what drives them to succeed, and the key to discovering their aspirations all take priority over swimming in data,” Adamo said.
Are you a data pro looking to obtain the non-technical must-haves? Adamo outlined helpful skills to pursue below.
What have been the most important non-technical skills in your career thus far?
The most important non-technical skills I’ve come to appreciate and rely upon in my career are the ability to communicate effectively and the ability to lead.
I’ve always worked in roles that were technical in nature, from pricing to forecasting to data science. However, a lot of folks in these roles prioritize finding the right answer before all else, and the result is often that their solutions falter because they are unable to communicate why the solution matters or what impact it will have on the business.
If or when technical people later journey into leadership, the importance of effective communication shifts from translating complex solutions to learning how to listen and advocate. As a people manager, I’ve learned that having the best technical chops or the prettiest code is less important than developing and retaining people, both on an individual basis and also within the team framework, by advocating for resources and hiring the best people I can find.
I’ve learned that having the best technical chops or the prettiest code is less important than developing and retaining people.”
Looking back, what are some of the professional or personal experiences that have helped you develop those non-technical skills?
One of the reasons I hold my previous mentors in such high regard is because they took the time to push me out of my comfort zone. One of my former directors enrolled me in a public speaking class. I initially thought it would be a waste of time, but taking that class as a professional — and not for credit — was a seminal moment for me. It armed me with interpersonal skills that I rely on today, whether I’m visiting customers or presenting at conferences.
In my first leadership role, I was fortunate to have another formative experience. My CEO at the time asked me to present our data and analytics work to STEM classes at local public schools. This was a drastically different audience than I was used to, but presenting to students taught me how to connect the dots between the granularity of my discipline and the high-level understanding that people need to have in the real world.
Similarly, moving into senior leadership now, it’s become evident that it’s less about me and more about my team.
Beyond building and maintaining robust analytics and coding skills, how would you advise a talented data scientist who wants to grow their career?
Staying on top of trends in your discipline is key regardless of your aspirations, but it’s also critical to be honest with yourself about which path will fulfill you.
The fork in the road is usually whether to go into leadership or to remain an individual contributor. Many companies have a track for technical folks who don’t want to be people leaders, which is great, but whether you choose the individual path of, say, a principal data scientist or that of a leader, remember that both require a high degree of communication skill and a deft approach to people dynamics. There are ways to develop these skills; one great way to do that is to start a Toastmasters group.
If you aspire to lead people, I encourage you to be deliberate in your development, because approving PTO, completing code reviews and settling disputes isn’t what dynamic leadership is all about. You can certainly engage in training, but I would also encourage you to start a leadership peer group at your company. You’ll find that other leaders are usually in the same boat as you are, and there’s no shame in being vulnerable. Your organization can only benefit from your initiative and innovation.
