In market research, career paths can be as diverse as the insights we uncover. But what does it take to climb the ladder from entry-level to insights leader? This episode of "Insightful Inspiration" explores just that, offering a candid look at the journeys of two accomplished professionals in the field.
Jillian Tirath, former Global Vice President of Consumer Science and Insights at Nike's Jordan Brand, and Isabelle Landreville, President and Chief Insights Seeker at Sylvestre & Co., share their experiences, challenges, and the pivotal moments that shaped their careers. Their stories provide valuable insights for anyone looking to advance in the market research industry.
The market research career path into insights leadership
For Jillian, curiosity was the spark that ignited her career in insights. She credits her success to mentors who recognized her potential early on.
"Someone took a bet on me," she recalls.
This experience shaped her view of leadership as a means to unlock others' potential.
Jillian's journey was marked by pivotal moments that redefined her understanding of insights leadership. One such moment came early in her career when a client asked for a quick summary of a detailed report.
"I fumbled because what I was great at was sharing the data and the voice of the consumer," she admits. “I didn't have a point of view.”
She learned that being an insights leader isn't just about presenting data – it's about offering informed perspectives.
Another defining moment occurred more recently when Jillian was asked to weigh in on a polarizing issue. The company president pushed her beyond simply sharing consumer insights, asking, "What do you think we should do?" This challenge elevated her role from merely informing to actively shaping business decisions.
Isabelle's path to leadership was driven by a desire for work-life balance and control over her career. She saw leadership as a way to build a team that could handle projects even in her absence.
"I shifted the stickiness of the relationship over the years," she explains, moving from being the go-to moderator to leading a team of experts.
Some paths aren't pre-determined
Both Jillian and Isabelle agree that leadership wasn't necessarily a predetermined goal, but rather a natural evolution of their careers and personal growth. Jillian emphasizes the importance of continuous learning and pushing oneself out of comfort zones.
"If we are not pushing ourselves, those coming behind us, why would they ever take a bet?" she points out.
Isabelle notes that her career progressed, and her comfort zone expanded. And that required more discipline to continue growing and seeking out challenging experiences. She stresses the importance of being brave and raising your hand for opportunities, even if you might fail.
Advice for newer insights professionals
Jillian encourages aspiring leaders to take initiative and volunteer for projects outside their comfort zones. That's certainly one way to get on the market research path to growth. She shares an example of a researcher who approached her wanting to improve his storytelling skills.
"He learned, he brought me new ideas without being asked," she recalls. "And when we did work together, he was teaching me things."
Isabelle emphasizes the importance of self-awareness and bravery. She values team members who are willing to speak up about their career aspirations. That makes her job easier to help them grow.
Both leaders stress the need for a supportive environment that encourages growth and risk-taking to be on a successful market research career path. They also highlight the value of introverts in research roles, noting that sometimes the quietest team members have the most powerful insights to offer.
Creativity and insights innovation
Jillian shares a strategy she learned from managing small teams: centering on the business challenge rather than the methodology. This approach encourages cross-pollination of ideas and fosters stronger teamwork. She's a proponent of using project briefs to clearly define the business challenge, approach, and success metrics.
Another strategy Jillian employs is collaborating with various partners and agencies, each bringing their unique expertise to complex projects. This approach not only produces excellent results but also encourages ongoing collaboration.
Isabelle adds that everything can be viewed as an opportunity for creativity, whether it's solving existing problems or identifying new ones that need solutions.
Leading to success
Defining success in insights can be challenging. Jillian emphasizes the importance of actionable recommendations.
"When we see those get integrated into whether it's a long-term strategy or a business decision, we count that as success," she explains.
She also tracks the usage of tools and dashboards her team develops, seeing increased engagement as a sign of success. Looking ahead, Jillian is interested in quantifying the return on investment for insights work, recognizing the growing need to demonstrate tangible business impact.
Isabelle notes the satisfaction of seeing her team's recommendations implemented, such as when she saw a company's new vision statement using words she had suggested. However, she points out that success metrics can be more challenging to define for qualitative, strategic work compared to quantitative projects.
What are some misconceptions about leading an insights team?
Jillian identifies two major misconceptions. First, the notion that insights is merely an enabling function. She argues that insights teams should be integral to driving consumer-centric strategies, deserving a seat at the decision-making table.
"If you don't understand what they're trying to solve for, or if you don't understand the context, it's really hard to deliver something that is helpful," she explains.
The second misconception is that insights professionals are either provocateurs (in qualitative research) or data geeks (in quantitative research) who don't understand the business. Jillian emphasizes the need for insights leaders to demonstrate strong business acumen and position themselves as business leaders first.
Isabelle agrees, noting that it's an exciting time for insights as they increasingly gain a seat at the table. She stresses the importance of not just reporting findings but providing context and recommendations.
"If I don't have the business context, it paralyzes me now," she admits, highlighting how crucial business understanding has become to her work.
How to handle the potential loneliness of leadership?
Both leaders acknowledge that leadership can sometimes feel isolating, but they've developed strategies. Jillian emphasizes the importance of building a support network, including peers within and outside the organization, mentors, and even team members.
"I do think that yes, it can get very lonely at the top if you think you have to solve it by yourself," she reflects.
Isabelle adds that while leadership offers freedom and control over one's own life and lifestyle, it's essential to cultivate relationships at all levels of the organization. Both leaders stress the importance of vulnerability and reaching out for help when needed.
Leading an insights team to drive consumer-centric strategies requires a unique blend of skills. The modern insights leaders need to be business savvy, willing to offer clear recommendations, and able to foster environments where creativity and innovation thrive.
They must balance the need for hard metrics with the value of qualitative insights, all while navigating the challenges of leadership. By embracing these principles, insights leaders can position themselves and their teams as vital drivers of business success in our consumer-driven world.
It's all part of being on that market research career path that works for you.
