When Leaders Don’t Believe the Data — And What Analysts Can Do About It

How storytelling principles turn pushback into participation

Have you ever walked into a meeting with a beautifully cleaned dataset, a logical insight, a carefully built model… only to watch an executive lean back, fold their arms, and say:

“Hmm… I don’t think this is quite right.”

The moment of tension: data shows one truth, but human reactions tell another. Pushback rarely comes from the numbers — it comes from what the numbers mean.

It’s a frustrating moment for any analytics professional. But here’s the truth:

Data doesn’t get rejected. Stories that don’t answer "What's in it for me?" (WIIFM) do.

People don’t resist numbers. They resist implications, loss, threats, and change.

This article explains why pushback happens, how to respond, and how applying storytelling principles — WIIFM, the 3Cs, and the Three-Act Structure — can transform your presentations from “not convinced” to “tell me more.”

1. Why Leaders Push Back (It’s Not About the Data)

Executives rarely reject analytics because of method or model.They resist because something deeper is being challenged:

a) It clashes with their experience

If the insight contradicts what they’ve believed for years, it feels personal.

b) The implication is uncomfortable

The data may suggest failure, cost, or change — none of which feel good.

c) It threatens someone’s territory

Pushback often protects:

• budgets

• KPIs

• reputations

• strategic bets

d) It doesn’t connect to their WIIFM

If they cannot see what this means for me, my goals, my priorities, the insight feels irrelevant — even if technically brilliant.

And this is exactly where storytelling matters.

2. When Analysts Accidentally Make Pushback Worse

Analysts sometimes trigger resistance without intending to.

a) Too much detail, too early

Executives drown in the how before they understand the why.

b) Presenting like the data is indisputable

Certainty makes people defensive. Humility creates space for dialogue.

c) Forgetting the narrative

Data without story is noise. People can’t follow a message without a through-line.

d) No WIIFM

If the insight doesn’t show why it matters to them, they disconnect.

e) Missing the human context

Decisions aren’t made in Excel. They’re made inside people.

This is why storytelling — not just analytics — is crucial.

3. How Storytelling Principles Make Insights Easier to Accept

The Power of Three: every strong analytical narrative simplifies complex insights into three clear points — what we wanted to understand, what we found, and what’s driving it

Before WIIFM or the 3Cs even come into play, every strong analytical message follows a natural narrative Three-Act Structure:

THE OPENING ACT

A powerful opening includes:

1. WIIFM – Why this matters to the leader now

2. The problem – The signal the data is surfacing

3. The desire – The outcome everyone wants

4. The consequences of inaction – What happens if nothing changes

   
   

Example:

“If we want to protect Q3 revenue (desire), the data shows churn rising fastest in our high-value segment (problem).If nothing changes, we could lose another 8–12% in recurring revenue within one cycle (consequence).Here’s why this matters to your priorities today (WIIFM).”

This is where leaders decide whether to lean in or push back.

THE MAIN ACT

This is where your analysis lives — delivered using the power of three:

1. What we wanted to understand

2. What we found

3. What’s driving it (root causes)

4. 
   

Here’s a simple micro-example:

“We wanted to understand why cancellation requests spiked.We found it was up 22% month-on-month.The drivers were clear: (1) price sensitivity in one segment, (2) delayed support response times, and (3) a competitor’s new bundle.These three forces reinforce one another, which explains the sudden jump.”

Short. Clear. Visual. Easy to accept.

This Main Act is:

• Coherent because it follows a flow

• Concise because it focuses on essentials

• Compelling because it moves the story forward

• 
  

THE CONCLUDING ACT

Close the loop with:

• Recommendations

• Options

• A clear call to action

  
  

Example:

“Because these three drivers appear consistently, here are the options, the trade-offs, and the immediate steps that will shift the outcome.”

This structure helps leaders move from information → decision → action.

4. When Pushback Still Happens (And It Will)

Even with perfect storytelling, some leaders push back out of habit, pride, or pressure.

a) Stay curious, not defensive

“Help me understand what part doesn’t sit right with you.”

b) Treat objections as inputs

“That’s helpful — let’s explore that angle.”

c) Acknowledge what matters to them

“You’re right, the impact on operations is important. Let’s look at that next.”

d) Ask for their hypothesis

“What outcome do you believe is happening?”

e) Bring them into the discovery

Executives trust insights they co-create.

5. Pushback Decoder Table (What They Say vs. What They Mean)

A short table you’ll want to keep:

Pushback is often coded language. Understanding what leaders really mean allows analysts to respond with clarity, empathy, and strategic insight.

This helps analysts respond to the underlying emotion, not just the words.

6. Build Buy-In Before the Presentation

Great presentations are not moments — they are processes.

a) Socialise your insights early

People reject what surprises them.

b) Identify WIIFM for each leader

Different roles = different stakes.

c) Share a draft storyline, not a dashboard

Stories travel faster than charts.

d) Support their dignity

Pushback is rarely about data — it’s about identity, loss, and accountability.

7. Storytelling Is Not “Fluff.” It Is a Decision-Making Tool.

Your storytelling training teaches professionals to:

• understand WIIFM

• use the 3Cs

• shape a narrative using the Three Acts

• turn data into decisions

• 
  

Analytics is the content. Storytelling is the delivery mechanism.

You can have the sharpest insight, but if the narrative collapses, the decision collapses with it.

8. A Final Thought for Analysts

If you leave a meeting thinking “they didn’t get it,” remember:

It’s not about more charts. It’s not about proving you’re right. It’s not about defending your work.

It’s about creating a story leaders can:

• understand

• believe

• remember

• repeat

• act on

And as a callback to the Opening Act: When you surface the consequences of inaction clearly, decision-making accelerates.

Closing: The Bridge to Better Conversations

At the end of the day, data becomes powerful only when people are willing to listen to it. That’s why I spend so much time teaching teams to shape insights the same way great storytellers shape messages — by answering WIIFM, and by making every point concise, coherent, and compelling. When we present analytics through a narrative leaders can truly absorb, pushback decreases, trust increases, and decisions start happening faster. And that is the real value of data storytelling: it turns information into action.