In today’s world, where data drives decisions in Government, Corporations, and organisations alike, the reliance on statistics and metrics is more prevalent than ever. Yet, as powerful as data can be, it often lacks the ability to capture the human spirit. In the process, we risk overlooking the most essential part of any decision: the person on the receiving end.
As a CEO and advocate deeply involved in the community, I’ve seen first hand the outcomes of decisions established solely in numbers. These choices, though logical and efficient on paper, can sometimes feel cold and detached from the lives they impact. I think of the young adults in our programs who are more than just “clients”; they are individuals with dreams, histories, and challenges. When we streamline processes or allocate resources based solely on financial models, we lose sight of the very people we aim to serve.
In disability services, government, or corporate roles, it’s easy to be swept up in a world of budgets, KPIs, and metrics, each valuable in guiding and shaping policies. However, numbers often don’t reveal the resilience of a person living with a disability who longs for independence, or the courage of a carer managing multiple roles to support a loved one. Each person represents a life full of nuance, Hopes, and potential. When we view people as data points rather than individuals, we risk stripping them of their dignity and worth.
I’ve spoken to countless families and individuals who have shared their stories with me, and these conversations continue to remind me why we do what we do. A mother who’s balancing a full-time job with the demands of caring for a child with a disability doesn’t see her struggles in the policies made at a high level. When decisions are made based on average wait times or reduced funding allocations, it’s often that mother, that child, who bear the brunt of those outcomes.
It’s time for a fundamental shift in how we approach decision-making across sectors. We need to remember that behind every statistic is a person with their unique circumstances, needs, and goals. Instead of asking, “What does the data tell us?” let’s start asking, “Who does this decision impact, and how?”
For those of us in positions of influence, this approach requires a conscious commitment to kindness in leadership. It means stepping beyond the walls of our offices and spending time with the people our policies affect. It requires us to ask the hard questions: Are our decisions making people feel heard and valued? Are we creating systems that prioritise genuine connection over mere efficiency?
There’s a balance to be found, of course. Data is essential; it guides growth and accountability. But when we use data to inform decisions, we must do so with a spirit of humanity. Listening, seeing, and understanding each person within that data set should be non-negotiable. This balance can shape policies that truly benefit people, rather than making them feel like faceless components in a larger system.
In my work with Tender Loving Care Disability Services and as a Councillor, I’ve learned that the most impactful decisions stem from compassion and understanding, not just numbers. The success of any organisation lies in its ability to stay human-centric, with people—not data—driving our purpose.
I ask our Government not to forget the people who are counting on us, those who are vulnerable, and those who often have no voice in decisions made about their lives. Our work isn’t done until they feel seen, valued, and empowered. Because in the end, the true measure of our impact will not be found in charts or graphs but in the lives, we touch along the way.
