Are you new to UX management, or thinking of getting into management? Then this talk is for you. After reading countless books, attending countless trainings, mentoring and being menteed, nothing quite prepared me for management like my first year. I’ll share with you what I wish they’d told me. I’ll also share my process for generating team research roadmaps, establishing team values, keeping employees motivated, and not burning out.

1. Lessons for new
managers
Liz Dressler
UX Research Manager
Google (Google Workspace)

2. Proprietary + Confidential
Proprietary + Confidential

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You’re going to be fine.

10. 01
02 Facing your team
Facing the org

11. facing the org

12. facing the org
planning

13. Tracker Woes
● They’re a pain to keep updated
Pro
ject
Pro
ject
lea
d
Des
crip
tion
Pri
orit
y
Rel
ate
d
wor
k
We
eks
T
Shi
rt
size
Pri
orit
y
v2
Sta
rt
dat
e
End
dat
e
Pro
toc
ol
Rep
ort
Not
es
… … … … … … … … … … … … …
… … … … … … … … … … … … …
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● They’re too granular
● They’re inflexible
● Their complexity prevents buyin

14. Quarterly Planning
● Collect many research questions
Requestor Research Question
Name Question
Name Question
Name Question
Name Question

15. Quarterly Planning
● Collect many research questions
● Stack rank
Requestor Research Question Priority
Name Question P0
Name Question P1
Name Question P2
Name Question P2

16. Quarterly Planning
● Collect many research questions
● Stack rank
Requestor Research Question Priority
Name Question P0
Name Question P1
Name Question P2
Name Question P2
● Draw a cut line

17. Quarterly Planning
● Collect many research questions
● Stack rank
Requestor Research Question Priority
Name Question P0
Name Question P1
Name Question P2
Name Question P2
● Draw a cut line
● Make the case for headcount

18. Headcount

19. Research Roadmap

20. facing the org
influencing

22. Insight Alignment Product Excellence
● Standardized processes
○ Usability
○ Pilots
○ Alpha
○ Beta
● Measurement frameworks eg, HEART
○ Happiness
○ Engagement
○ Adoption
○ Retention
○ Task Success
● Issue prioritization frameworks

23. facing the org
understanding the org

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Understand how
decisions get made.

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Understand how
decisions get made.
Make friends with
influencers.

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Understand how
decisions get made.
Make friends with
influencers.

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Understand how
decisions get made.
Make friends with
influencers.
Learn what people care
about.

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Stakeholder interview
● What’s the history o this
project?
● What issue are we trying o
solve?
● What is going well? Poorly?
● What does success for this
project or eam look like?
Failure?
● What keeps you up at night?
● What do other execs think
about?
Understand how
decisions get made.
Make friends with
influencers.
Learn what people care
about.

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Understand how
decisions get made.
Make friends with
influencers.
Learn what people care
about.
Focus the work on
business objectives.
OKR Project Lead
OKR 1 Project X Name
OKR 2 N/A Name
OKR 3 Project Y Name
N/A Project Z Name
Do you
understand
why?
Yes!

30. facing the team

31. facing the team
being human

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Actually care

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Actually care
Demonstrate openness

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Actually care
Demonstrate openness
Start safe

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Actually care
Demonstrate openness
Start safe
Follow up

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Actually care
Demonstrate openness
Start safe
Follow up
Take notes

37. facing the team
giving feedback

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Giving Feedback
directly from Radical Candor
C - Context (Describe the situation)
O - Observation (Describe what was said or done)
R - Result (What happened as a result?)
E - nExt stEps (What do you expect for the future?)

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At least 50% of feedback
should be positive. It goes
over better after you’ve built
up some confidence.
Feedback tips

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At least 50% of feedback
should be positive. It goes
over better after you’ve built
up some confidence.
You don’t have to tackle it all
at once.
Feedback tips

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At least 50% of feedback
should be positive. It goes
over better after you’ve built
up some confidence.
You don’t have to tackle it all
at once.
Affirm they can reach the
highest standards, and you’re
on their side.
Feedback tips

42. facing the team
growing people

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Track growth!
Job Expectation
Example of meeting (or not
meeting) expectation Improvement opportunity
Expectation 1 Example 1 Opportunity 1
Expectation 2 Example 2 Opportunity 2
Recap of improvement opportunity Progress since checkin
Opportunity 1 Example 1
Opportunity 2 Example 2
Q1
Q2

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Career Chat
Dream me in 5 years?
Motivations behind career pivots?
An awesome day at work?
My superpower?
Where is my role (not) fulfilling?
What do I want more of?
What will I do next week?

45. Recap
1. Actually care about people
2. Use CORE for feedback
3. Give more positive feedback than negative
4. Set measurable goals
5. Career chats are for them
Facing the org Facing your team
1. Keep your tracker simple
2. Plan publicly
3. Focus on foundational
4. Respect the big scope
5. Understand how the business works

46. bonus round

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No one is that
important, and nothing
matters that much.

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No one is that
important, and nothing
matters that much,
except this dog,
Marshmallow, your
loved ones, and your
wellbeing.

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Your glass can only hold so much
Your glass can only hold
so much.

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It’s ok to drop the ball.

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Proprietary + Confidential
It’s going to be fine.

52. Thank you!
https://www.linkedin.com/in/lizdressler/