Why You Should State the Obvious (And How to Do It Without Being Rude)
I read something on Reddit last week that amused me: "As analysts, all we do is state the obvious."
Ouch. But also... kind of true?
I’m working on a project right now where the data is very muddy and there are several versions of the “truth.” We need to be doing something, and it’s impossible to align on a direction to move when we’re all arguing about where we’re starting from.
In an ideal world, all our stakeholders would hang on our every word as we share brilliant insights about revolutionary ways to improve the business... But sometimes what they need from us is clarity.
Why It's Important to State the Obvious
What's obvious to you isn't obvious to everyone. You've been neck-deep in the data, looking at it from every angle for weeks. You know that Q3 always looks weird because we have a bit of summer and a bit of back-to-work/school. You know that the Chicago numbers are skewed because of some crazy storms that disrupted the airport in August… But your stakeholders might be seeing this data for the first time. What feels obvious to you is genuinely new information to them.
It gets everyone on the same page. Ever been in a meeting where people are debating strategy, but everyone's working from different baseline assumptions? If marketing thinks conversion rates have been steady while your product team thinks they've been declining, you're going to waste an hour arguing over solutions to different problems. Stating the obvious creates a shared foundation everyone can build on.
It reveals hidden disagreements early. Sometimes what you think is obvious gets pushback. That's valuable information. When you say "Customer satisfaction has been declining for six months" and someone responds with "Actually, I think it's been pretty stable," you've just uncovered a fundamental disagreement about reality that needs to be resolved before you can make any progress.
It builds trust through transparency. When you walk through the obvious stuff, it’s like your middle school math class - you're showing your work. You're demonstrating that your conclusions are based on clear, understandable logic rather than mystical data wizardry. This makes stakeholders more likely to trust your less obvious insights.
How to State the Obvious Without Being Condescending
Start with a level-set. "Before we dive into recommendations, let me make sure we're all looking at the same baseline data." This frames obvious information as necessary context rather than remedial education. Nobody feels talked down to when you're being methodical and thorough.
Make it about the data, not the people. Instead of "As you obviously know..." try "The data shows what we'd expect..." This positions insights as discoveries rather than things people should have already figured out. You're revealing information together rather than testing anyone's knowledge.
Use it to bridge to less obvious insights. "So we can see the obvious pattern that sales dip in January—but what's interesting is that this year's dip was 30% deeper than usual, and it's concentrated entirely in our enterprise segment." Start with what everyone can see, then pivot to what only you noticed.
Frame it with gentle humor. "I'm going to start with some things that might feel obvious, but I've learned the hard way that my obvious and everyone else's obvious aren't always the same thing." Self-deprecating humor acknowledges that you know this might seem basic while giving yourself permission to be thorough.
Present it as necessary context for bigger decisions. "To understand why I'm recommending we completely change our pricing strategy, let me walk through what the data is telling us about customer behavior." This makes the obvious stuff feel like crucial foundation work rather than filler content.
The Value of Stating the Obvious
Here's what that Reddit commenter missed: stating the obvious is a feature, not a bug. When you state the obvious, you create a shared understanding that makes good decisions possible.
Your job isn't to impress people with how much you know. It's to help them make better decisions with confidence. Sometimes that means starting with the things that seem too obvious to mention.
A Little Assignment
In your next stakeholder presentation, try this experiment:
Pick three "obvious" facts that your analysis depends on
Include them explicitly in your presentation, using one of the framing techniques above
Watch for reactions - do people nod along, or do you see surprise, questions, or disagreement?
Note what happens next - does the conversation move more smoothly toward decisions, or do you end up backtracking to explain basic concepts?
You might discover that your "obvious" insights are doing more heavy lifting than you realized, and your stakeholders might appreciate the clarity more than you think.
Sometimes the most valuable thing you can do is help everyone see what's right in front of them.
I believe if data leaders had more impact, all our organizations would be better off. Take the 5-minute Analyst to Advisor Assessment and find out if you're stuck in analyst mode or ready to become the strategic advisor your organization needs.