Kim Goodwin on UX Leadership 2011 04

Be fairAct with integrityBe honest with mePut the teamʼs interests before your ownTake responsibility for your own mistakes & ﬂawsStick to your stated values (especially when itʼs hard)Keep your promisesKeep my conﬁdencesGive credit where itʼs dueBe there when I need youTell me what I need to know © 2010-2011 Kim GoodwinLook out for me

Listen to meSeriously consider my viewsExplain your reasoningAssume Iʼm competentGive me opportunitiesEncourage and support meHelp me achieve goals, even if they mean leavingTreat me as more than a cog in the machineAcknowledge my efforts and sacriﬁcesBe interested in meLook out for my interests © 2010-2011 Kim GoodwinAsk for my views and ideasUnderstand me and my needs

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

If you are : You may be seen by opposite types as :E (extraverted) Tiring; too fond of “forced fun”I (introverted) Unfriendly or remoteS (facts & observations) DenseN (abstractions & ideas) Hand-wavyF (feeling-based decisions) Irrational or overindulgentT (logic-based decisions) UncaringJ (structured & scheduled) InﬂexibleP (open & ﬂexible) Unproductive or disorganized © 2010-2011 Kim Goodwin

If youʼre talking to: Try to:E (extraverted) Offer teamwork situationsI (introverted) Allow for solo workS (facts & observations) Use concrete examplesN (abstractions & ideas) Paint the big pictureF (feeling-based decisions) Talk about emotional consequencesT (logic-based decisions) Outline logical reasoningJ (structured & scheduled) Share targets & timelinesP (open & ﬂexible) Emphasize where exploration ﬁts © 2010-2011 Kim Goodwin

1. observed behavior2. results of behavior3. any explanation of results4. discussion of potentially more effective behaviorWhen you <did this>, <this happened> because <of this>. © 2010-2011 Kim Goodwin

Feedback on your behavior: Accept it as a gift Help the giver share it more effectivelyDisagreement with a decision: Find any value in the critique Present the tradeoffs & ask what theyʼd do © 2010-2011 Kim Goodwin

Know your goals & what you wonʼt give upNegotiate directly with the right personWhere thereʼs a disconnect: Discuss goals & alternate ways to accomplish them Narrow the effect of disagreeable terms Avoid negotiating against yourself © 2010-2011 Kim Goodwin

Talk to people individually ﬁrst Understand goals & limits Educate on behavior style if neededHelp 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

Failure to understand that itʼs a long processOverly narrow focus or approach: Executive edicts Education ProcessLeadership issues: Ineffective Insufﬁcient commitment © 2010-2011 Kim Goodwin Champion leaves

Unfreeze Must shake people loose Crisis, vision, evidence are all leversTransition Change is a long, messy journey Break things into manageable stepsRefreeze Let the new culture put down roots © 2010-2011 Kim Goodwin Rewards, stories, evidence help cement the change Kurt Lewin, 1951

1. Establish urgency2. Develop a guiding coalition3. Develop a vision4. Communicate the vision5. Enable action6. Get short-term wins7. Donʼt let up8. Make change stick © 2010-2011 Kim Goodwin John Kotter, Leading Change

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

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

Deny need for change Discount the messenger Discount their ability to change Discount othersʼ ability to change May not share helpful informationFocus on “unfreezing” approaches: Evidence of problems Their personal frustrations Vision © 2010-2011 Kim Goodwin

Think theyʼre doing a good job Admitting need for change is admitting failure You are challenging their self-imageTo move people past anger: Accept anger (within reason) Provide a way out Avoid blame © 2010-2011 Kim Goodwin

Need for change is understood The easy way isnʼt working Problem seems overwhelmingHelp people see: A clear path Manageable milestones How they can affect their future Examples of success © 2010-2011 Kim Goodwin

“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

The experience of: Used to:Users & customers Inspire change in the organizationUXers Develop a desirable environmentColleagues or clients Hire & coach designers;working with UXers build trust & respect © 2010-2011 Kim Goodwin

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

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

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Kim Goodwin on UX Leadership 2011 04

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