Successfully reported this slideshow.

Demystifying success ia_summit2015

3

Share

Loading in …3
×
1 of 24
1 of 24

Demystifying success ia_summit2015

3

Share

Download to read offline

Description

As information architects and UX practitioners we bring order and structure to other people’s problems. We have a problem of our own to tackle. How do we know if we are doing a good job? How can managers evaluate an IA’s performance? How do we define success so that we have a target to aim for? Like most knowledge work, there has been little progress in developing objective success criteria.

Gail demonstrates how to establish objective performance criteria for IAs and UXers, and how to focus on the business value of your contributions. She shares a framework you can use to create a shared understanding of success between you and your boss. This framework is based on management case studies, measurement tools, and knowledge worker productivity research.

Transcript

  1. 1. #ias15 Demystify Success for IAs and UXers Gail Swanson | April 24, 2015
  2. 2. #ias15 Too many highly skilled people aren’t succeeding at work.
  3. 3. #ias15 70% of U.S. workers are not engaged at work. State  of  the  US  Workplace  Report  -­‐Gallop  2015  
  4. 4. #ias15 “Although it is implicitly assumed that the ratings measure the performance of the ratee, most of what is being measured by the ratings is the unique rating tendencies of the rater.” How  People  Evaluate  Others  in  OrganizaCons,  edited  by  Manuel  London  2001  
  5. 5. #ias15 Knowledge Work “non-routine” problem solving that requires a combination of convergent, divergent, and creative thinking.” Knowledge  Worker  Roles  and  AcCons  –  Results  of  Two  Empirical  Studies   Reinhardt,  W.;  Schmidt,  B.;  Sloep,  P.;  Drachsler,  H.  (2011)  
  6. 6. #ias15 Information Architecture: Designing and integrating information spaces/systems •  We deliver ideas •  Our work is often invisible until the end •  The outcomes hypothetical or unknown
  7. 7. #ias15 Relationships are hard What you want to do What the team needs
  8. 8. #ias15 Don’t wait for your manager •  57% learned their leadership skills through trial and error. •  89% possess at least one leadership skill “blind spot.” Finding  the  First  Rung,  ScoV  Erker,  Ph.D.,  and  Bradford  Thomas  
  9. 9. #ias15 A shared understanding of success The Goal
  10. 10. #ias15 A New Vocabulary BE Assertive Collaborative Confident Resourceful A Leader Innovative DO High Client Satisfaction Improve Product Performance Follow Processes Resolve Conflict Retain Talent Deliver On Time Concrete and objective
  11. 11. #ias15 A Conversation Framework
  12. 12. #ias15 Behavior Expectations Work Independently Collaborate Initiate Change Follow Process Analyze Execute Focus Broadly Specialize
  13. 13. #ias15 Balanced Responsibilities Prioritize your focus areas. NEW BUSINESS STRATEGY DESIGN DIRECTION TEAM PERFORMANCE Production of defined work Process building Shaping & defining work Production Oversight Planning Business Development Talent Development
  14. 14. #ias15 Oversight The expectations for inspection and review Peer Reviews Manager Approvals Inspecting others work Ownership of process Level of rigor
  15. 15. #ias15 Workload Self managed Director managed % of billable or project time Assignments Process of assigning work
  16. 16. #ias15 Hard Skills Current level of expertise Skills you need to acquire for advancement Your capabilities
  17. 17. #ias15 Soft Skills Efficient communication Persuasive delivery Group motivation Conflict resolution Negotiation Relationship building Techniques needed to achieve results
  18. 18. #ias15 Leadership Build your organization’s network Team Building/Hiring Build industry clout Public speaking Organization Subject Matter Expert The social aspects of business
  19. 19. #ias15 Measured Results •  Observable, detectible impact •  Business value
  20. 20. #ias15 Conversation Framework 1.  Behavior Expectations 2.  Balanced Responsibilities 3.  Oversight 4.  Workload 5.  Skills 6.  Leadership 7.  Measured Results
  21. 21. #ias15 ManpowerGroup Talent Shortage Survey 2014 We must get better at nurturing talent or it will be tougher to do the work we love.
  22. 22. #ias15 If we keep making assumptions that good workers know what to do to succeed, we will keep getting what we’ve always gotten: A homogenous workforce where the talented workers keep moving around, dissatisfied.
  23. 23. #ias15 Start this conversation where you are now.
  24. 24. #ias15 Thank You! Gail Swanson gail.swanson@practicallyUX.com

Description

As information architects and UX practitioners we bring order and structure to other people’s problems. We have a problem of our own to tackle. How do we know if we are doing a good job? How can managers evaluate an IA’s performance? How do we define success so that we have a target to aim for? Like most knowledge work, there has been little progress in developing objective success criteria.

Gail demonstrates how to establish objective performance criteria for IAs and UXers, and how to focus on the business value of your contributions. She shares a framework you can use to create a shared understanding of success between you and your boss. This framework is based on management case studies, measurement tools, and knowledge worker productivity research.

Transcript

  1. 1. #ias15 Demystify Success for IAs and UXers Gail Swanson | April 24, 2015
  2. 2. #ias15 Too many highly skilled people aren’t succeeding at work.
  3. 3. #ias15 70% of U.S. workers are not engaged at work. State  of  the  US  Workplace  Report  -­‐Gallop  2015  
  4. 4. #ias15 “Although it is implicitly assumed that the ratings measure the performance of the ratee, most of what is being measured by the ratings is the unique rating tendencies of the rater.” How  People  Evaluate  Others  in  OrganizaCons,  edited  by  Manuel  London  2001  
  5. 5. #ias15 Knowledge Work “non-routine” problem solving that requires a combination of convergent, divergent, and creative thinking.” Knowledge  Worker  Roles  and  AcCons  –  Results  of  Two  Empirical  Studies   Reinhardt,  W.;  Schmidt,  B.;  Sloep,  P.;  Drachsler,  H.  (2011)  
  6. 6. #ias15 Information Architecture: Designing and integrating information spaces/systems •  We deliver ideas •  Our work is often invisible until the end •  The outcomes hypothetical or unknown
  7. 7. #ias15 Relationships are hard What you want to do What the team needs
  8. 8. #ias15 Don’t wait for your manager •  57% learned their leadership skills through trial and error. •  89% possess at least one leadership skill “blind spot.” Finding  the  First  Rung,  ScoV  Erker,  Ph.D.,  and  Bradford  Thomas  
  9. 9. #ias15 A shared understanding of success The Goal
  10. 10. #ias15 A New Vocabulary BE Assertive Collaborative Confident Resourceful A Leader Innovative DO High Client Satisfaction Improve Product Performance Follow Processes Resolve Conflict Retain Talent Deliver On Time Concrete and objective
  11. 11. #ias15 A Conversation Framework
  12. 12. #ias15 Behavior Expectations Work Independently Collaborate Initiate Change Follow Process Analyze Execute Focus Broadly Specialize
  13. 13. #ias15 Balanced Responsibilities Prioritize your focus areas. NEW BUSINESS STRATEGY DESIGN DIRECTION TEAM PERFORMANCE Production of defined work Process building Shaping & defining work Production Oversight Planning Business Development Talent Development
  14. 14. #ias15 Oversight The expectations for inspection and review Peer Reviews Manager Approvals Inspecting others work Ownership of process Level of rigor
  15. 15. #ias15 Workload Self managed Director managed % of billable or project time Assignments Process of assigning work
  16. 16. #ias15 Hard Skills Current level of expertise Skills you need to acquire for advancement Your capabilities
  17. 17. #ias15 Soft Skills Efficient communication Persuasive delivery Group motivation Conflict resolution Negotiation Relationship building Techniques needed to achieve results
  18. 18. #ias15 Leadership Build your organization’s network Team Building/Hiring Build industry clout Public speaking Organization Subject Matter Expert The social aspects of business
  19. 19. #ias15 Measured Results •  Observable, detectible impact •  Business value
  20. 20. #ias15 Conversation Framework 1.  Behavior Expectations 2.  Balanced Responsibilities 3.  Oversight 4.  Workload 5.  Skills 6.  Leadership 7.  Measured Results
  21. 21. #ias15 ManpowerGroup Talent Shortage Survey 2014 We must get better at nurturing talent or it will be tougher to do the work we love.
  22. 22. #ias15 If we keep making assumptions that good workers know what to do to succeed, we will keep getting what we’ve always gotten: A homogenous workforce where the talented workers keep moving around, dissatisfied.
  23. 23. #ias15 Start this conversation where you are now.
  24. 24. #ias15 Thank You! Gail Swanson gail.swanson@practicallyUX.com

More Related Content

Related Books

Free with a 30 day trial from Scribd

See all

Related Audiobooks

Free with a 30 day trial from Scribd

See all

×