how to manage a ux team
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How to manage a UX team (without losing your mind!)
June 16-20, 2008UPA international conference
Baltimore, MD
Katrina AlcornPrincipal, User Experience and Content, Hot Studio, Inc.
What do UX managers do?
Internal companies “Evangelize” Manage/coach team Network in company Hire/sta! projects Project work Teach/write Admin/operations/
new processes
External agencies Sales Manage/coach team Client relations Hire/sta! projects Project work Teach/write Admin/operations/
new processes
or like this...
interaction designersinformation architectsdesign strategists
ethnographic researchersusability analysts
writers/content experts
graphic designers
or like this...
user experience architects
content strategist/writer
We do research, strategy, IA, interaction
design, and more. I write, among other things.
UX managers I interviewed
Peter MerholzPresident, Adaptive Path
Jennifer BohmbachChief IA, Sun Microsystems
Richard DaltonUX Manager, Vanguard
Livia LabateSr. Manager IA & Usability,Comcast
Catherine Courage, Andrew SandlerUX Managers, Salesforce.com
Lillian SvecUC Santa Cruz Extension
How is managing UX teams di!erent?
Challenges of managing creative professionals
Generalized skill set, varies greatly
Sta"ng model
External pressures (“what do you guys do?”)
“Professionals, like athletes, when left to their own devices, don’t accomplish as much as they do when they are supported by a good coach.” — David H. Maister, “Managing the Professional Services Firm”
Personal networks only go so far
We’ve found some great people using these resources:Craigslist (believe it or not)Industry groups like ASIS-T, IA InstituteLinkedIn
Others swear byRecruiting fairs at IDLots and lots of networkingInternshipsLook for people transitioning from other #elds
Think of hiring as an ongoing process
Where do you "nd people?
ability to make pretty deliverables, clear communicator, clear thinker, consulting experience, creativity, education, enthusiasm, #t with the team, general job skills (IA, interaction design, strategy, personas, research), good listener, interest in learning new things, presentation skills,
personal work style, personality, quick learner, software pro#ciency, talent, variety of work, years of experience
What to look for in a hire
What to look for in a hire
“Passion is tops. They need to have a love for the work.”— Peter
“Good critical thinkers. People who get the big picture.” — Jennifer
“Good communication. If you can’t communicate e!ectively, you can’t do your job.”— Catherine
“At Salesforce, everybody codes. You have to have technical competence.”— Andrew
“A serious commitment to the IA community.”— Livia
“Soft skills! We work in teams a lot. You have to collaborate well.” — Richard
“With researchers, you want them to be $exible and creative about how they conduct their research. Rigorous academics aren’t enough.” — Lillian
Skill sets I look for
Information architecture Interaction design Technical prowess Group facilitation skills User research
Ethnographic studiesInterviewsPersonasSurveysUsability testing
Other research/analysisCompetitive auditsHeuristic audits
Writing/content strategy
Juniors vs. Seniors?*
*Adapted from “Managing the Professional Services Firm”
Too much procedural work Too much brain work
= current sta!= required sta!
Need more juniors
Need more seniors
Juniors vs. Seniors
UX sta"ng at boutique agencies
Principals, practice leads
Senior practitioners
Justin, the intern
Some mistakes in sta#ng
“We had a brilliant interaction designer who was a freelancer. We pushed him to be an employee, and it was a mistake. He was unemployable.”
“I hired someone who I knew was a bad personality #t. I should have listened to my gut. We eventually parted ways.”
“The worst hiring decision I made was when I didn’t follow my own instincts. I was swayed by my boss’ opinion.”
“I made the mistake of putting someone in a leadership role when he was more of a detail person. It took a lot of coaching.”
Moral: If you have a round hole, "nd a round peg.
Bad boss behavior*
39% said their supervisor failed to keep promises.
37% said their supervisor failed to give credit when due.
31% said their supervisor gave them the "silent treatment" in the past year.
27% said their supervisor made negative comments about them to other employees or managers.
24% said their supervisor invaded their privacy.
23% said their supervisor blames others to cover up mistakes or minimize embarrassment.
*Source: Florida State University
Findings from a survey of more than 700 workers by researchers at the Florida State University College of Business:
Give clear direction
…but don’t micromanage
Keep me in the loop
…but act as a bu!er from company angst Facilitate and encourage my learning
Show you care about my well being and my work
Show you have con#dence in me
Give me honest, regular, informal feedback
Be a good “coach” Listen well, appreciate multiple points of view
Show maturity, breadth of experience
Hot UX: Most important qualities in a manager?
“Recognize my strengths and weaknesses. Give me opportunities to shine, and low-risk opportunities to grow.”
Projects that o!er value that I can see Clear, direct feedback (positive or negative) Working with visual designers to #nd creative solutions Trying new things Opportunities to be creative or challenged Making people (client, boss, colleagues) happy
Hot UX: What motivates you?
“An avid interest in the project subject/concept is the biggest motivator for me to do great work.”
Encourage group learning
Weekly team meetings Takes classes, go to conferences, report back Host an o!-site “Innovation exercises”
“Vanguard is a pretty progressive place for encouraging people to do the right thing. I can count on one hand the times people brought me a suggestion and I had to say no.” — Richard Dalton, Vanguard
Our approach to research
Our research reveals many detailed !ndings.
Some of these #ndings lead to insights about what the target audience needs.
These insights inspire new and creative design ideas.
At Hot: UX > Senior UX > Director > Principal At Adaptive Path: 3 tracks
Practice development People management Industry presence
At Salesforce: 2 tracks Principal Management
De"ne the career path
How do you know there’s a problem?
Have regular 1-on-1s with each team member Check in with clients and business partners Establish good relationships with other disciplines PMs, especially, are your canaries in the coal mine
Great ideas, but poor presentation Di"culty collaborating with project team Poor time management; leads to sloppy work Unmotivated, thinking is lazy
Common performance issues
Problem Is this apattern?
Address itand move
on
Can it befixed?
Prepareto say
goodbye
De"ne clear steps to resolve
Check onprogress
No
Yes/Maybe
Yes
No
Your decision tree
Giving feedback
Establish a connection. Express criticism as a question. Listen to his side. Really listen. Be clear in your feedback, keep emotion out of it. Use speci#c examples. Basic communication 101
Example: “I can’t give this to the client because _________.” Example: “This creates a problem for me because _______.”
Don’t wimp out. You can’t be everyone’s friend, but you don’t have to be a jerk, either. If something is a chronic problem, you need to document it.
Feedback model* (thanks Livia!)
Step 1. Ask“May I share some feedback with you?”
Step 2. Describe speci#c behavior“Jane, when you stick your tongue out at clients . . .”
Step 3. Describe impact of behavior“. . . here’s what happens. It hurts the team morale. . .”
Step 4. Discuss next steps“What can you do to change this behavior?” or “How can I help you?”
* More at www.manager-tools.com/feedback-model
What’s it really like?
“When you’re a manager, you’re very aware of how the sausage gets made. You have to be comfortable with that.” — Peter
“…for the typical manager of professionals, the day is broken up into numerous small chunks of amazing diversity: dealing with a disgruntled client, handling the personal problems of a sta! member, analyzing #nancial reports, interviewing a potential new recruit, approving various administrative arrangements, working on a new business presentation, and a thousand other matters, each of which must, in rapid succession, command the manager’s full attention.”
— David H. Maister, “Managing the Professional Services Firm”
What’s it really like?
Adapted from “Managing the Professional Services Firm”
How practice leads add value
45%
30%
15%
10%
admin. & financial matters (10%)billable work (10-20%)client relations (20-40%)managing team (30-60%)
What do you like about your job?
“There’s no one standing over my shoulder. I have a lot of autonomy for project work and non-project work.”— Richard
“I like getting recognition within the company of the power of IA as its own service.” — Livia
“There’s always something interesting going on here. I like doing things that expand the work, making signi#cant improvements.”— Jennifer
“Creating an environment where great people can do great work that supports their individual goals.”— Peter
Other resources
“Managing the Professional Services Firm,” by David H. Maister
Design Management Institute, www.dmi.org
www.manager-tools.com
“Getting Things Done: the Art of Stress-free Productivity,” by David Allen
“First Break All the Rules: What the World’s Greatest Managers Do Di!erently,” by Marcus Buckingham and Curt Co!man