“Statistically significant” means your data would be unlikely if nothing were happening. Leaders ask a different question: how big is the thing that is happening, and what does it buy us? Always pair claims of rarity with claims of magnitude. Translate the effect into absolute differences, expected counts, percentage points, or risk ratios that tie to choices and costs. Then place it in context: versus baseline, versus last year, versus the threshold at which the decision flips. Name uncertainty explicitly—ranges beat single numbers—so stakeholders can weigh scenarios, not just headlines. When you do this, small but stable effects can be right-sized (useful in high-throughput settings), and large yet fragile effects get the scrutiny they deserve. Surprise is a party trick; size is a business case.
