Leveraging Data the Goldilocks Way, Part 3: Learning That Lasts
Last week, in Leveraging Data the Goldilocks Way: Part 2 — Making Meaning from the Metrics, we explored how evaluation transforms information into understanding.
This week, we move to the “L” in MEL — Learning.
If measurement tells us what happened, and evaluation helps us understand what it means, learning asks so what now? Learning is where insight turns into change. It’s where knowledge begins to shape decisions, behaviors, and ultimately, organizational culture.
🎯 Learning That’s “Just Right”
Just like measurement and evaluation, learning must follow the Goldilocks rule: not too much, not too little, but just right. Too much information, and people get lost in the noise. Too little, and they can’t act confidently. The goal is to share insights in ways that are clear, actionable, and sustainable.
🧭 Who Needs to Learn What?
Different groups need different takeaways — and that’s okay. The message must stay consistent, but the framing and delivery can flex.
Checklist:
Board members: need strategic insights — trends, risks, and progress toward goals.
Leadership team: needs decision support — what’s working, what isn’t, and what choices lie ahead.
Staff and program teams: need operational learning — how to adapt services or strengthen collaboration.
Donors and partners: need impact stories — what their support makes possible and why it matters.
Community members or clients: need accessible transparency — evidence of trust, inclusion, and relevance.
💡 Ask: Who will act on this information, and what decisions will it influence?
🧩 How Do They Learn Best?
Not everyone processes information the same way. Some people learn visually, others through story, reflection, or conversation. The message should remain uniform, but the distribution can vary.
Checklist:
Visual formats: graphs, dashboards, infographics.
Written formats: summaries, case studies, narratives.
Verbal formats: conversations, debriefs, presentations, or learning circles.
Emotional formats: testimonials, quotes, photos, or videos.
Combine quantitative (data) and qualitative (context) learning for a complete story.
Choose the tone — formal or informal — that fits the audience and context.
💡 Ask: What format helps this group connect most deeply with the meaning of the data?
⏰ When and How Often?
Learning requires rhythm, repetition, and a clear sense of purpose. People trust data and use it effectively when they know when and how it will arrive — and why it matters. To build that rhythm, balance different communication channels, establish a cadence for each type of communication, and maintain it. It may take several cycles — weekly, monthly, or yearly — before people fully understand how each piece contributes to the organization’s shared learning framework.
Checklist:
Informal meetings and check-ins: spontaneous discussions, team huddles, coffee chats, or quick Zoom calls that surface insights in real time and allow curiosity to thrive.
Formal meetings: structured staff, board, and committee sessions that create space for shared analysis and reflection.
Formal progress reports: scheduled updates (monthly, quarterly, or project-based) that track progress, highlight lessons, and build accountability.
Annual reports: comprehensive reflections that connect the dots between performance, impact, and future direction.
Newsletters, emails, and initiative-based communication: accessible, consistent touchpoints that keep learning visible and reinforce shared priorities.
💡 Ask: Do stakeholders know what to expect from each type of communication, when to expect it, and how to use it to make better decisions?
💭 The Critical Question: So What?
How many times have we sat through a presentation or read a report and thought, I’m not sure what I’m supposed to take away from this? Learning without transformation is just information. The “So What?” brings meaning, urgency, and action.
Checklist:
Does this clarify where we are, and compared to what?
Does it help us evaluate a choice or guide a next step?
What new understanding do we gain?
Why does this matter — to our mission, to our team, to our community?
What action or decision does this learning enable?
💡 Ask: What transformation do we want our audience to experience?
🌱 From Information to Wisdom
When learning is intentional, consistent, and reflective, it doesn’t just communicate — it cultivates. It strengthens trust, deepens alignment, and builds confidence in the organization’s direction. Learning isn’t about proving success; it’s about ensuring the organization keeps learning how to succeed.
And this brings us full circle — back to MEL as a continuous learning loop. Activities are measured, results are evaluated, and organizations learn and adapt. Then the cycle begins again. There is no single “right answer” — only a constant practice of curiosity, reflection, and refinement.
That’s what makes learning just right.