Four things I learned from my HR Metrics mentor.

Decode all metrics presented to you. Ask - what assumptions must be made for the number to be true? Why did the analyst choose to phrase the metric in that way? What are they trying to prove and what are they trying to hide?

When you use numbers to demonstrate a point or explain a trend, be aware of how the metrics are used to tell a story, make certain it is the story you want to tell. Leaders will manage what they can measure - be sure the metric is concretely tied to the change you wish to see.

The key to believable metrics is clearly defined qualifiers and parameters. A savvy leader is going to ask the above questions. Present simple definitions for how you reached your numbers.

Rarely - the person who researches and produces the metrics is the same person who presents them to leadership. When you finish your metrics, place yourself in a leader's shoes and try to think of the 3-5 additional follow up questions. Place these answers in your speaker's notes or presentation. The director or manager presenting the metrics will feel more comfortable and will project more confidence. Leaders will have a greater level of faith in the metrics if they feel they can not "poke holes" in your arguments.