Season 2 of Voice Notes While the Data Loads!

Season 1 reminded us it's about people, not just numbers. Season 2 explores the uncomfortable truth: feelings drive decisions more than data ever will.

From tantrums that tank your brand to interviews that change everything. From childhood awards that taught you about value to when work becomes your entire identity. From retirement's identity crisis to why "it's just business" always feels personal.

Plus various guests along the way...

10 episodes blending personal stories, psychology, LOADS of Comic Book and film references, and people analytics insights.

Season 2 drops soon.

After 9 episodes of dashboards, frustrations, and very human problems, here's the question I've never answered: why do I keep doing this?

People analytics isn't about being a yes-person. It's about being an internal consultant who asks uncomfortable questions. What's the business problem? Is there even a problem? How does this relate to strategy?

Here's the truth: the soft skills matter more than the sophisticated analyses. You can know every statistical technique, but if you can't translate findings into business language, none of it matters.

But when you uncover that insight that changes how someone thinks about their team? When you provide data that improves someone's working life? That's worth all the frustration.

Every piece of data represents a person. Every insight has the potential to make work better.

Start with the why. The technical skills can be learned. The curiosity and empathy? That's what makes you successful.

Thank you for Season 1. Season 2 is coming.

Keep asking questions.

Keep being curious.

That nagging voice that whispers "you have no idea what you're doing, and everyone's about to find out."

Imposter syndrome isn't just for beginners. It hits high achievers hardest. The irony? The most capable people experience it most intensely.

I was born in the year of the Ox - natural leader, strong, reliable. But there are moments when that confidence wavers. When someone asks about advanced statistical modeling and you think "they think I know more than I do."

The gap between experience and expectation. We're constantly developing our knowledge, but we are rarely experts in everything people expect us to know.

So... Positive self-talk. Finding your hero song. Remembering nobody expects you to know everything. Asking "I don't know, but let me find out."

If you're experiencing imposter syndrome, it means you care about doing good work. It means you have standards. In people analytics, that's actually a strength.

Most people are winging it more than you think. The question isn't whether you know enough - it's whether you're brave enough to contribute anyway.

Four months preparing an engagement survey. Scoping, crafting questions, planning communications. Then three months later: "Our engagement dropped from 72% to 68%. What does that mean?"

It means nothing. Without context, without understanding, without empathy... that number is just a number.

At the HR Analytics Summit back in September 2025, Kerri O'Neill said something that stuck: bring the human and empathetic touch to data and analytics. We obsess over moving the needle, but forget the survey is a tool to understand how people actually feel.

Behind that 68% is someone brilliant at their job whose manager never acknowledges it. A team burned out from covering for someone who left six months ago. People who love their work but hate the open office layout.

People aren't spreadsheets, so lets stop treating them like they are.

My best friend Shirlan used to work in the NHS, in the Mental Health clinic. No technical background at all.

Two years ago in a coffee drive-thru, I told him about ChatGPT and how it can help in his day to day life. His response? "Not for me, I'll do my own thing."

Fast forward: He tried and tested turning a 2.5-hour report writing into 30 seconds using AI. He demoed this to management but he was constantly blocked saying there's not enough money or it's not the right time.

The challenge? Getting senior leaders to buy in when you're not the decision maker. Finding the right person who actually has the budget and authority to make it happen.

Shirlan's advice: Test it first. Back it up. Be confident. Show how it benefits the organisation, not just you.

No tech background? No problem. Innovation isn't just for the technical people.

Last week: being forgotten because of age. This week: being invited but never asked to dance.

"Diversity is inviting someone to the party. Inclusion is asking them to dance." - Nicky Clement

We're brilliant at getting people through the door. We've got the diversity splits, the representation numbers, the targets. But then what?

We measure who's in the room. But do we measure who gets listened to? Who gets the stretch assignments? Who gets invited to the conversations that happen after the meeting ends?

The quiet ones. The introverts. The single parents who can't do networking drinks. The people who are brilliant but terrible at politics. They're all thinking "...but what about me?"

Inclusion isn't a policy. It's a choice we make every single day.

What happens when the thing that makes you valuable becomes outdated?

People analytics is a young industry. It moves fast. It idolises innovation. So where's the place for experience when everyone's chasing the next AI breakthrough?

We talk about diversity - gender, race, disability. But age? We joke about boomers not knowing how to unmute. We roll our eyes when someone says "we've done this before."

Behind that is a person who was once the future. And now doesn't know if they're allowed to have one.

The data doesn't age. But we do.

A moment to notice, not to fix. Be kind to someone older today. Be kind to yourself.

Think of the best athletes in the world. They all have coaches. People who see what they can't see, who've been where they're going, who fight in their corner.

People analytics is only 20-30 years old. It's not a heavy craft yet. Which means the people doing it right now? They've made the mistakes so you don't have to.

The difference between coaching and mentoring, why you need someone who's walked your path, and how to find that person who gives you "that warm ramen noodle feeling" when you talk to them.

No person is an island. Especially not in this field.

You know the problem: getting people to understand data so they can take action.

But what about the opposite problem? When people are SO data literate they'd rather debate methodology than actually do something?

"How did you calculate this?"

"Why wasn't our team involved?"

"Can you split this by tenure, department, role, and star sign?"

Analysis paralysis doesn't just happen when people don't get data. Sometimes it happens when they get it too well.

What I learned presenting engagement results to a room full of analysts who forgot the point isn't the analysis - it's the action.

Data visualisation tools - which tool is best? Wrong question. The real question: what are you actually trying to achieve?

I built a dashboard. Scoped it properly. Delivered exactly what was asked for. Then heard the soul-destroying words: "This isn't something I'd feel comfortable showing my clients."

What I learned: the fanciest dashboard means nothing if it doesn't solve the problem. And when the shit hits the fan in a demo? Stay humble, ask questions, don't be a deer in headlights.

Tools matter less than you think. Understanding what people actually need matters more than you realise.