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Kim Goodwin on UX Leadership 2011 04
1.
Leading UX UX London,
April 2011 © 2010-2011 Kim Goodwin
2.
© 2010-2011 Kim
Goodwin
3.
the set of
values & norms that drive actions © 2010-2011 Kim Goodwin
4.
Adaptive Accepting of (reasonable)
risk Accepting of (reasonable) failure Committed to quality Willing to prioritize Other-focused © 2010-2011 Kim Goodwin
5.
required for effective
culture © 2010-2011 Kim Goodwin
6.
© 2010-2011 Kim
Goodwin
7.
© 2010-2011 Kim
Goodwin
8.
Youʼre a leader
if you can enlist others as © 2010-2011 Kim Goodwin
9.
© 2010-2011 Kim
Goodwin
10.
© 2010-2011 Kim
Goodwin
11.
© 2010-2011 Kim
Goodwin
12.
Becoming & being
a UX leader Behaviors Style & context Changing cultures Models of change Individual change Vision Homework & wrap-up © 2010-2011 Kim Goodwin
13.
© 2010-2011 Kim
Goodwin
14.
determines whether people
see you as a leader © 2010-2011 Kim Goodwin
15.
© 2010-2011 Kim
Goodwin
16.
© 2010-2011 Kim
Goodwin
17.
They are what
volunteers see They are what we can control © 2010-2011 Kim Goodwin
18.
1. Can I
trust you? 2. Do you value me? 3. Do I believe in the idea? 4. Do I believe in your ability? © 2010-2011 Kim Goodwin
19.
Honesty is the
#1 quality people require in a leader Based on surveys of over 75,000 people internationally in late ʻ80s & ʻ90s Kouzes & Posner © 2010-2011 Kim Goodwin
20.
Be fair Act with
integrity Be honest with me Put the teamʼs interests before your own Take responsibility for your own mistakes & flaws Stick to your stated values (especially when itʼs hard) Keep your promises Keep my confidences Give credit where itʼs due Be there when I need you Tell me what I need to know © 2010-2011 Kim Goodwin Look out for me
21.
Warmth is like
the aesthetic usability effect © 2010-2011 Kim Goodwin For more on relationship between warmth & perception, see Hartman, 1999
22.
Listen to me Seriously
consider my views Explain your reasoning Assume Iʼm competent Give me opportunities Encourage and support me Help me achieve goals, even if they mean leaving Treat me as more than a cog in the machine Acknowledge my efforts and sacrifices Be interested in me Look out for my interests © 2010-2011 Kim Goodwin Ask for my views and ideas Understand me and my needs
23.
You can get
away with just one or the other ... for a while © 2010-2011 Kim Goodwin
24.
Other-centered Not about tangible
rewards Challenging © 2010-2011 Kim Goodwin On intrinsic motivation, see: Edward Deci (1969); Deci & Ryan on self-determination theory; Daniel Pink (Drive)
25.
leader + environment
+ volunteer + situation © 2010-2011 Kim Goodwin
26.
values + behavioral
preferences © 2010-2011 Kim Goodwin
27.
© 2010-2011 Kim
Goodwin
28.
© 2010-2011 Kim
Goodwin adapted from Blake & Mouton
29.
What criteria do
you use for decisions? © 2010-2011 Kim Goodwin
30.
Where is your
comfort zone? Most models based on Jungian psychology © 2010-2011 Kim Goodwin
31.
Get energy
E (external) I (internal) Process information S (facts & observations) N (abstractions & ideas) Make decisions F (based on feelings) T (based on thinking) Prefer to organize life J (structured & scheduled) P (flexible & open) © 2010-2011 Kim Goodwin For a free approximation of your probable type, try: http://www.humanmetrics.com/cgi-win/JTypes2.asp
32.
If you are
: You may be seen by opposite types as : E (extraverted) Tiring; too fond of “forced fun” I (introverted) Unfriendly or remote S (facts & observations) Dense N (abstractions & ideas) Hand-wavy F (feeling-based decisions) Irrational or overindulgent T (logic-based decisions) Uncaring J (structured & scheduled) Inflexible P (open & flexible) Unproductive or disorganized © 2010-2011 Kim Goodwin
33.
© 2010-2011 Kim
Goodwin
34.
situational leadership © 2010-2011
Kim Goodwin concept introduced as “life cycle” leadership by Hersey & Blanchard, 1969
35.
© 2010-2011 Kim
Goodwin
36.
Skill
Experience Relationship needs Communication style Learning style Confidence Position power Goals © 2010-2011 Kim Goodwin
37.
Degree of task
structure Importance of outcome Proactive / reactive nature Degree of commitment required Degree of commitment that exists © 2010-2011 Kim Goodwin
38.
© 2010-2011 Kim
Goodwin
39.
© 2010-2011 Kim
Goodwin adapted from Hersey & Blanchard
40.
© 2010-2011 Kim
Goodwin adapted from Vroom & Yetton (1973), Vroom & Jago (1988)
41.
If youʼre talking
to: Try to: E (extraverted) Offer teamwork situations I (introverted) Allow for solo work S (facts & observations) Use concrete examples N (abstractions & ideas) Paint the big picture F (feeling-based decisions) Talk about emotional consequences T (logic-based decisions) Outline logical reasoning J (structured & scheduled) Share targets & timelines P (open & flexible) Emphasize where exploration fits © 2010-2011 Kim Goodwin
42.
© 2010-2011 Kim
Goodwin
43.
© 2010-2011 Kim
Goodwin
44.
© 2010-2011 Kim
Goodwin
45.
© 2010-2011 Kim
Goodwin
46.
Leadership need or
situation: My worst / least effective behavior is: It happens when / because I: My best / desired behavior is: I could behave that way more often if I: © 2010-2011 Kim Goodwin
47.
© 2010-2011 Kim
Goodwin
48.
Are you the
right person to: Have this conversation? Lead this initiative? Lead UX in this company? Sometimes the answer is no. © 2010-2011 Kim Goodwin
49.
Delivering feedback Handling criticism Negotiating Mediating
conflicts © 2010-2011 Kim Goodwin
50.
1. observed behavior 2.
results of behavior 3. any explanation of results 4. discussion of potentially more effective behavior When you <did this>, <this happened> because <of this>. © 2010-2011 Kim Goodwin
51.
Feedback on your
behavior: Accept it as a gift Help the giver share it more effectively Disagreement with a decision: Find any value in the critique Present the tradeoffs & ask what theyʼd do © 2010-2011 Kim Goodwin
52.
Know your goals
& what you wonʼt give up Negotiate directly with the right person Where thereʼs a disconnect: Discuss goals & alternate ways to accomplish them Narrow the effect of disagreeable terms Avoid negotiating against yourself © 2010-2011 Kim Goodwin
53.
Talk to people
individually first Understand goals & limits Educate on behavior style if needed Help them frame things constructively When you____I feel____because____. My goal is____. Can you think of other ways to accomplish my goal? © 2010-2011 Kim Goodwin
54.
© 2010-2011 Kim
Goodwin
55.
The big picture
on © 2010-2011 Kim Goodwin
56.
© 2010-2011 Kim
Goodwin
57.
3-5 years minimum Commitment
at all levels Old culture has deep roots © 2010-2011 Kim Goodwin
58.
Failure to understand
that itʼs a long process Overly narrow focus or approach: Executive edicts Education Process Leadership issues: Ineffective Insufficient commitment © 2010-2011 Kim Goodwin Champion leaves
59.
Unfreeze Must shake
people loose Crisis, vision, evidence are all levers Transition Change is a long, messy journey Break things into manageable steps Refreeze Let the new culture put down roots © 2010-2011 Kim Goodwin Rewards, stories, evidence help cement the change Kurt Lewin, 1951
60.
© 2010-2011 Kim
Goodwin
61.
1. Establish urgency 2.
Develop a guiding coalition 3. Develop a vision 4. Communicate the vision 5. Enable action 6. Get short-term wins 7. Donʼt let up 8. Make change stick © 2010-2011 Kim Goodwin John Kotter, Leading Change
62.
© 2010-2011 Kim
Goodwin
63.
© 2010-2011 Kim
Goodwin Lawrence, Dyck, Maitlis & Mauws, 2006
64.
Primary
Secondary Attention Organizational structure Reactions to crises Systems & processes Role modeling Facilities design Rewards Stories & myths Personnel decisions Formal statements © 2010-2011 Kim Goodwin Edgar Schein
65.
Who will be
hardest to unfreeze? What levers might work? Who needs to be in your coalition? Why? Who should play the 4 change leadership roles? What values, attitudes & behaviors need changing? What systems & processes need to be changed or invented? What opportunities are there for short-term wins? © 2010-2011 Kim Goodwin Edgar Schein
66.
Organizational change is
based on lots of © 2010-2011 Kim Goodwin
67.
© 2010-2011 Kim
Goodwin
68.
© 2010-2011 Kim
Goodwin Alexander Horniman, Darden School of Business
69.
© 2010-2011 Kim
Goodwin Kubler-Ross, 1969
70.
Deny need for
change Discount the messenger Discount their ability to change Discount othersʼ ability to change May not share helpful information Focus on “unfreezing” approaches: Evidence of problems Their personal frustrations Vision © 2010-2011 Kim Goodwin
71.
Think theyʼre doing
a good job Admitting need for change is admitting failure You are challenging their self-image To move people past anger: Accept anger (within reason) Provide a way out Avoid blame © 2010-2011 Kim Goodwin
72.
Look for easy,
superficial changes This is quicksand! To overcome bargaining: Ask how the solution will address deeper problems Revisit the end goal © 2010-2011 Kim Goodwin
73.
Need for change
is understood The easy way isnʼt working Problem seems overwhelming Help people see: A clear path Manageable milestones How they can affect their future Examples of success © 2010-2011 Kim Goodwin
74.
Need is understood
Path is clear Focus on: Providing clarity Removing obstacles Making sure youʼre ready for them to act © 2010-2011 Kim Goodwin
75.
© 2010-2011 Kim
Goodwin
76.
Everyone agrees that
change requires © 2010-2011 Kim Goodwin
77.
Through leveraging multi-platform
synergies, we will develop and deploy industry-leading, scalable, and usable systems that drive customer satisfaction and increase market share. © 2010-2011 Kim Goodwin
78.
“A great man
is one sentence ... and it is always a sentence with an active verb.” Clare Boothe Luce American Congresswoman (1940s), ambassador, playwright © 2010-2011 Kim Goodwin Library of Congress, Prints & Photographs Division Carl Van Vechten Collection, LC-USZ62-116604
79.
they just have
to communicate & rally people behind it © 2010-2011 Kim Goodwin
80.
The experience of:
Used to: Users & customers Inspire change in the organization UXers Develop a desirable environment Colleagues or clients Hire & coach designers; working with UXers build trust & respect © 2010-2011 Kim Goodwin
81.
Scenarios, sketches, storyboards,
prototypes ... of course! Also collaborative games: Magazine cover Design the product box © 2010-2011 Kim Goodwin
82.
What do UXers
need to be successful & happy? Responsibility & authority Role in the organization Kinds of projects Relationships with colleagues Opportunities for growth Shared values © 2010-2011 Kim Goodwin
83.
What would make
it a great place to work? What matters to different types of people? For big groups: affinity & dot-voting © 2010-2011 Kim Goodwin
84.
Define based on:
What colleagues or clients need The role & perception you want © 2010-2011 Kim Goodwin
85.
Knowledge & skills Behaviors Attitudes Responsibilities Authority
© 2010-2011 Kim Goodwin
86.
© 2010-2011 Kim
Goodwin
87.
and a few
concluding thoughts © 2010-2011 Kim Goodwin
88.
Which kind of
vision(s) do you need? Who needs to be involved in creating it? Who needs to be inspired by it? © 2010-2011 Kim Goodwin
89.
Obstacles to change Unfreezing
techniques Coalition members 4 change leadership roles Short-term wins © 2010-2011 Kim Goodwin
90.
Especially the ones
who will start a landslide! Behavior style Skill vs. commitment Stage of grieving © 2010-2011 Kim Goodwin
91.
Examine: Values Behavior
style Unmet needs Ineffective behaviors Identify: Ways to “hack” your weaknesses Other leaders to complement you © 2010-2011 Kim Goodwin
92.
Do your volunteers:
Understand a shared goal? Make progress toward accomplishing it? Seek your help? Give you feedback? Stay around for a long time? In case youʼre oblivious: ask & have someone else ask © 2010-2011 Kim Goodwin
93.
Postpone them if
you canʼt be effective Get used to having less control Build in “backstage” time © 2010-2011 Kim Goodwin
94.
1. Can I
trust you? 2. Do you value me? 3. Do I believe in the idea? 4. Do I believe in your ability? © 2010-2011 Kim Goodwin
95.
let me know
what you think kimgoodwin@mac.com @kimgoodwin © 2010-2011 Kim Goodwin