Writing A Book Is Like Getting A Tattoo

Image Credit: https://www.jhaiho.com/tattoo-designs/

Writing a book is a lot like getting a tattoo. It’s permanent. It marks a life transition.

It's also 95% pain, 2.5% novelty, and 2.5% talking that novelty to others. It's proof I was able to push past the anxiety and deal with the pain to do something creative. Finishing is a wonderful feeling of accomplishment, proof that I made it past all the barriers.

Driving Data Projects is, first and foremost, a love letter to my students. The book highlights two main stumbling blocks they hit: understanding the data supply chain and their role in it and integrating key change management activities like working with executive sponsorship. I also observed these issues outside of the classroom--in almost every organization I've served. Everyone skins their knees on these issues--because they are hard.

Writing, I've come to find, is an exercise in empowerment by finding my point of view and voice on an idea. Stewardship is about giving up control as it develops a life of its own in the hands of students, peers, and colleagues. I’m excited to learn what data projects people will drive with this material and how it will help them.

“Writing is an exercise in empowerment. Stewardship is about giving up control.”

I’m drawn to topics that surprise me by their complexity.

Over the course of my career, in the classroom, and through the writing of this book, I’ve found that it takes a while to learn that what you are doing matters. I’ve come to believe that the way we pursue work—our craft—matters. Rigor, ethics, clarity of thought, and intentions matter. This process was painful and took a long time. Tequila might have helped.

When we are learning something new and feel like we're reduced to complaining, we become helpless. Advice, however well-meaning, is a disguised form of criticism. So, how do we contribute to some of our own discomfort? We may indeed have an oppressive boss, but what are we doing to enable this reality further? How are we abdicating our power?

“When we complain we are helpless. Advice, however well-meaning, is a disguised form of criticism. How do we contribute to some of our own discomfort?”

First, an overreliance on technology and reduced expectations of workforce skills (both individual contributors and management) contribute to a problematic codependency within organizations. The opposite of being helpless is being autonomous. It is developing deep subject knowledge and expertise and adapting to changing circumstances. We need to learn about data as a function first before relying on tools to “give us the answer." And we should learn from trusted sources, not from companies who are selling us products and services.

“An overreliance on technology and reduced expectations of workforce skills contribute to a problematic codependency within organizations.”

Secondly, if we seek speed and scale and are too well funded, nothing will ever change. What works in one situation doesn’t necessarily work for everything—solutions must be tuned. We must find ways to slow down even at a fast pace to find the right frequency. Small and slow is transformational. We can learn to cultivate communities of practice where we belong, and the world can shift. This can happen in a classroom, a meeting, or a conversation--and our views can shift.

“If we seek speed and scale and are too well funded, nothing will ever change.”

Simply put, as the pace of technological change continues to increase, we will not just need to upskill but reskill—this may require us to both acquire new skills and change occupations entirely. Companies have a critical role to play in addressing this challenge, but to date, few have taken it seriously. Some are integrating it as part of their overall business strategy. Some believe it is the responsibility of every leader and manager to assist the development of employees. Others regard it as part of an overall change-management initiative. Regardless, employees want to reskill—when it makes sense. But it takes a village. It takes everyone to understand and embrace these shifts if they hope to succeed in adapting dynamically to the rapidly evolving new era of automation and AI.

“As the pace of technological change continues to increase, we will not just need to upskill but reskill—this may require us to both acquire new skills and change occupations entirely.”

Ultimately, I strongly believe the book will help others discover the true potential of Driving Data Projects effectively beyond just project management best practices. It will help orient people to the data stack and help them understand their responsibility in each layer, avoid reinventing the wheel with every project, and give them a constructive starting point when thinking of their “next step.”

“We must upskill and reskill—this may require us to both acquire new skills and change occupations entirely. Companies play a role, but we must take the lead.”

I want to sincerely thank everyone who has bought the book, recommended it to colleagues, and shared a review of it.

In the coming months, I look forward to speaking about the book. Stay tuned for dates!

In 2024, I also look forward to collaborating with more organizations that want to uplevel their teams’ data project skills. I’d love to speak to your organization and inspire them to lead more effective data projects.

Please get in touch with me via my website (christinehaskell.com) or DM me so we can schedule a time to discuss your training or speaking needs in more detail.

If you read the book, what’s your favorite part? How has it benefited your career or team?

Enjoy 25% off from the publisher here, and as always, purchase on Amazon.