SlideShare a Scribd company logo
Leading UX




UX London, April 2011
        © 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin
the set of values & norms that drive actions



 © 2010-2011 Kim Goodwin
Adaptive
Accepting of (reasonable) risk
Accepting of (reasonable) failure
Committed to quality
Willing to prioritize
Other-focused


           © 2010-2011 Kim Goodwin
required for effective culture



© 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin
Youʼre a leader if you can enlist others as




     © 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin
Becoming & being a UX leader
 Behaviors
 Style & context
Changing cultures
 Models of change
 Individual change
 Vision
Homework & wrap-up

             © 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin
determines whether people see you as a leader




        © 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin
They are what volunteers see


         They are what we can control

© 2010-2011 Kim Goodwin
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
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
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
Warmth is like the aesthetic usability effect




            © 2010-2011 Kim Goodwin




                                 For more on relationship between warmth & perception, see Hartman, 1999
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
You can get away with just one or the other ... for a while




            © 2010-2011 Kim Goodwin
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)
leader + environment + volunteer + situation




        © 2010-2011 Kim Goodwin
values + behavioral preferences

© 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin




                          adapted from Blake & Mouton
What criteria do you use for decisions?




© 2010-2011 Kim Goodwin
Where is your comfort zone?

Most models based on Jungian psychology




  © 2010-2011 Kim Goodwin
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 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
© 2010-2011 Kim Goodwin
situational leadership




© 2010-2011 Kim Goodwin




                          concept introduced as “life cycle” leadership by Hersey & Blanchard, 1969
© 2010-2011 Kim Goodwin
Skill
                          Experience
                          Relationship needs
                          Communication style
                          Learning style
                          Confidence
                          Position power
                          Goals
© 2010-2011 Kim Goodwin
Degree of task structure
                          Importance of outcome
                          Proactive / reactive nature
                          Degree of commitment required
                          Degree of commitment that exists



© 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin




                          adapted from Hersey & Blanchard
© 2010-2011 Kim Goodwin




                          adapted from Vroom & Yetton (1973), Vroom & Jago (1988)
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
© 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin
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
© 2010-2011 Kim Goodwin
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
Delivering feedback
Handling criticism
Negotiating
Mediating conflicts




           © 2010-2011 Kim Goodwin
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
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
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
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
© 2010-2011 Kim Goodwin
The big picture on




        © 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin
3-5 years minimum
Commitment at all levels
Old culture has deep roots




          © 2010-2011 Kim Goodwin
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
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
© 2010-2011 Kim Goodwin
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
© 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin




                          Lawrence, Dyck, Maitlis & Mauws, 2006
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
Organizational change is based on lots of




        © 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin




                          Alexander Horniman, Darden School of Business
© 2010-2011 Kim Goodwin




                          Kubler-Ross, 1969
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
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
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
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
Need is understood
 Path is clear

Focus on:
 Providing clarity
 Removing obstacles
 Making sure youʼre ready for them to act




            © 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin
Everyone agrees that change requires




        © 2010-2011 Kim Goodwin
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
“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
they just have to communicate & rally people behind it




       © 2010-2011 Kim Goodwin
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
Scenarios, sketches, storyboards, prototypes ... of course!


Also collaborative games:
 Magazine cover
 Design the product box




           © 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
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
Define based on:
 What colleagues or clients need
 The role & perception you want




           © 2010-2011 Kim Goodwin
Knowledge & skills
Behaviors
Attitudes
Responsibilities
Authority




            © 2010-2011 Kim Goodwin
© 2010-2011 Kim Goodwin
and a few concluding thoughts




        © 2010-2011 Kim Goodwin
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
Obstacles to change
Unfreezing techniques
Coalition members
4 change leadership roles
Short-term wins



          © 2010-2011 Kim Goodwin
Especially the ones who will start a landslide!


 Behavior style
 Skill vs. commitment
 Stage of grieving




            © 2010-2011 Kim Goodwin
Examine:
 Values
 Behavior style
 Unmet needs
 Ineffective behaviors


Identify:
  Ways to “hack” your weaknesses
 Other leaders to complement you
           © 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
Postpone them if you canʼt be effective
Get used to having less control
Build in “backstage” time




          © 2010-2011 Kim Goodwin
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
let me know what you think

kimgoodwin@mac.com                @kimgoodwin



        © 2010-2011 Kim Goodwin

More Related Content

What's hot

ITSM (IT Service Management) & ITIL V3 Foundation
ITSM (IT Service Management) & ITIL V3 FoundationITSM (IT Service Management) & ITIL V3 Foundation
ITSM (IT Service Management) & ITIL V3 Foundation
PrudentialSolutions
 
COBIT 5 as an IT Management Best Practices Framework - by Goh Boon Nam
COBIT 5 as an IT Management Best Practices Framework - by Goh Boon NamCOBIT 5 as an IT Management Best Practices Framework - by Goh Boon Nam
COBIT 5 as an IT Management Best Practices Framework - by Goh Boon Nam
NUS-ISS
 
Cracking the CMDB Enigma
Cracking the CMDB EnigmaCracking the CMDB Enigma
Cracking the CMDB Enigma
Axios Systems
 
Why CMDB - 7 Fundamental Use Cases
Why CMDB - 7 Fundamental Use CasesWhy CMDB - 7 Fundamental Use Cases
Why CMDB - 7 Fundamental Use Cases
David Messineo
 
Establishing a Business Process Management Center of Excellence - Impact 2012
Establishing a Business Process Management Center of Excellence  - Impact 2012Establishing a Business Process Management Center of Excellence  - Impact 2012
Establishing a Business Process Management Center of Excellence - Impact 2012
Prolifics
 
CMDB - Strategic Role in IT Services - Configuration Management Moves Front a...
CMDB - Strategic Role in IT Services - Configuration Management Moves Front a...CMDB - Strategic Role in IT Services - Configuration Management Moves Front a...
CMDB - Strategic Role in IT Services - Configuration Management Moves Front a...
Evergreen Systems
 
UX STRAT USA: Leah Buley, "The Role of UX / CX in Business"
UX STRAT USA: Leah Buley, "The Role of UX / CX in Business"UX STRAT USA: Leah Buley, "The Role of UX / CX in Business"
UX STRAT USA: Leah Buley, "The Role of UX / CX in Business"
UX STRAT
 
Digital transformation
Digital transformationDigital transformation
Digital transformation
shivani12380
 
The Anatomy of XLA: eXperience Level Agreements
The Anatomy of XLA: eXperience Level AgreementsThe Anatomy of XLA: eXperience Level Agreements
The Anatomy of XLA: eXperience Level Agreements
ITSM Academy, Inc.
 
Coaching and Celebrating Accessibility Champions
Coaching and Celebrating Accessibility ChampionsCoaching and Celebrating Accessibility Champions
Coaching and Celebrating Accessibility Champions
Ted Drake
 
[UX Series] 1 - UX Introduction
[UX Series] 1 - UX Introduction[UX Series] 1 - UX Introduction
[UX Series] 1 - UX Introduction
Phuong Hoang Vu
 
How to Grow & Gain Traction
How to Grow & Gain TractionHow to Grow & Gain Traction
How to Grow & Gain Traction
Erik Bernskiöld
 
Fundamentals of Information Architecture Workshop
Fundamentals of Information Architecture WorkshopFundamentals of Information Architecture Workshop
Fundamentals of Information Architecture Workshop
Kate Simpson
 
ServiceNow Configuration Management Database
ServiceNow Configuration Management Database ServiceNow Configuration Management Database
ServiceNow Configuration Management Database
Jade Global
 
Why Digital Transformation is not an IT Transformation
Why Digital Transformation is not an IT Transformation Why Digital Transformation is not an IT Transformation
Why Digital Transformation is not an IT Transformation
Vishal Sharma
 
Workshop digital transformation strategy digital road-map training
Workshop digital transformation strategy digital road-map trainingWorkshop digital transformation strategy digital road-map training
Workshop digital transformation strategy digital road-map training
Miodrag Kostic, CMC
 
Cmdb service catalog 20110809
Cmdb   service catalog 20110809Cmdb   service catalog 20110809
Cmdb service catalog 20110809
Sarwono Sutikno, Dr.Eng.,CISA,CISSP,CISM,CSX-F
 
UX Research by Lisandra Maioli
UX Research by Lisandra MaioliUX Research by Lisandra Maioli
UX Research by Lisandra Maioli
Lisandra Maioli
 
IT Service Management.pdf
IT Service Management.pdfIT Service Management.pdf
IT Service Management.pdf
ArisenTechnologies1
 
ICCIT Council × GDSC: UX / UI and Figma
ICCIT Council × GDSC: UX / UI and FigmaICCIT Council × GDSC: UX / UI and Figma
ICCIT Council × GDSC: UX / UI and Figma
GDSC UofT Mississauga
 

What's hot (20)

ITSM (IT Service Management) & ITIL V3 Foundation
ITSM (IT Service Management) & ITIL V3 FoundationITSM (IT Service Management) & ITIL V3 Foundation
ITSM (IT Service Management) & ITIL V3 Foundation
 
COBIT 5 as an IT Management Best Practices Framework - by Goh Boon Nam
COBIT 5 as an IT Management Best Practices Framework - by Goh Boon NamCOBIT 5 as an IT Management Best Practices Framework - by Goh Boon Nam
COBIT 5 as an IT Management Best Practices Framework - by Goh Boon Nam
 
Cracking the CMDB Enigma
Cracking the CMDB EnigmaCracking the CMDB Enigma
Cracking the CMDB Enigma
 
Why CMDB - 7 Fundamental Use Cases
Why CMDB - 7 Fundamental Use CasesWhy CMDB - 7 Fundamental Use Cases
Why CMDB - 7 Fundamental Use Cases
 
Establishing a Business Process Management Center of Excellence - Impact 2012
Establishing a Business Process Management Center of Excellence  - Impact 2012Establishing a Business Process Management Center of Excellence  - Impact 2012
Establishing a Business Process Management Center of Excellence - Impact 2012
 
CMDB - Strategic Role in IT Services - Configuration Management Moves Front a...
CMDB - Strategic Role in IT Services - Configuration Management Moves Front a...CMDB - Strategic Role in IT Services - Configuration Management Moves Front a...
CMDB - Strategic Role in IT Services - Configuration Management Moves Front a...
 
UX STRAT USA: Leah Buley, "The Role of UX / CX in Business"
UX STRAT USA: Leah Buley, "The Role of UX / CX in Business"UX STRAT USA: Leah Buley, "The Role of UX / CX in Business"
UX STRAT USA: Leah Buley, "The Role of UX / CX in Business"
 
Digital transformation
Digital transformationDigital transformation
Digital transformation
 
The Anatomy of XLA: eXperience Level Agreements
The Anatomy of XLA: eXperience Level AgreementsThe Anatomy of XLA: eXperience Level Agreements
The Anatomy of XLA: eXperience Level Agreements
 
Coaching and Celebrating Accessibility Champions
Coaching and Celebrating Accessibility ChampionsCoaching and Celebrating Accessibility Champions
Coaching and Celebrating Accessibility Champions
 
[UX Series] 1 - UX Introduction
[UX Series] 1 - UX Introduction[UX Series] 1 - UX Introduction
[UX Series] 1 - UX Introduction
 
How to Grow & Gain Traction
How to Grow & Gain TractionHow to Grow & Gain Traction
How to Grow & Gain Traction
 
Fundamentals of Information Architecture Workshop
Fundamentals of Information Architecture WorkshopFundamentals of Information Architecture Workshop
Fundamentals of Information Architecture Workshop
 
ServiceNow Configuration Management Database
ServiceNow Configuration Management Database ServiceNow Configuration Management Database
ServiceNow Configuration Management Database
 
Why Digital Transformation is not an IT Transformation
Why Digital Transformation is not an IT Transformation Why Digital Transformation is not an IT Transformation
Why Digital Transformation is not an IT Transformation
 
Workshop digital transformation strategy digital road-map training
Workshop digital transformation strategy digital road-map trainingWorkshop digital transformation strategy digital road-map training
Workshop digital transformation strategy digital road-map training
 
Cmdb service catalog 20110809
Cmdb   service catalog 20110809Cmdb   service catalog 20110809
Cmdb service catalog 20110809
 
UX Research by Lisandra Maioli
UX Research by Lisandra MaioliUX Research by Lisandra Maioli
UX Research by Lisandra Maioli
 
IT Service Management.pdf
IT Service Management.pdfIT Service Management.pdf
IT Service Management.pdf
 
ICCIT Council × GDSC: UX / UI and Figma
ICCIT Council × GDSC: UX / UI and FigmaICCIT Council × GDSC: UX / UI and Figma
ICCIT Council × GDSC: UX / UI and Figma
 

Similar to Kim Goodwin on UX Leadership 2011 04

ACB Recruiting Presentation 07272009
ACB Recruiting Presentation 07272009ACB Recruiting Presentation 07272009
ACB Recruiting Presentation 07272009
Wakeman79
 
Leadership training program comparison
Leadership training program comparisonLeadership training program comparison
Leadership training program comparison
Gordon Training International
 
What Do I Do Now? How to prepare for - and take advantage of - possible job c...
What Do I Do Now? How to prepare for - and take advantage of - possible job c...What Do I Do Now? How to prepare for - and take advantage of - possible job c...
What Do I Do Now? How to prepare for - and take advantage of - possible job c...
Scott Brown
 
Feel More Confident as a Manager, Mentor and Coach
Feel More Confident as a Manager, Mentor and CoachFeel More Confident as a Manager, Mentor and Coach
Feel More Confident as a Manager, Mentor and Coach
Profiles Asia
 
Managing Conflict for Leaders
Managing Conflict for LeadersManaging Conflict for Leaders
Managing Conflict for Leaders
Paul Gibbons
 
The Transpective Group Apqc Realizing Change March 2005 Houston Texas
The Transpective Group Apqc Realizing Change March 2005 Houston TexasThe Transpective Group Apqc Realizing Change March 2005 Houston Texas
The Transpective Group Apqc Realizing Change March 2005 Houston Texas
Bob Elliott
 
Assertiveness skills
Assertiveness skillsAssertiveness skills
Assertiveness skills
Gia Tri Tien
 
A Facilitation Technique The Art Of Questionning Helen Wythe
A Facilitation Technique The Art Of Questionning Helen WytheA Facilitation Technique The Art Of Questionning Helen Wythe
A Facilitation Technique The Art Of Questionning Helen Wythe
FacilitrixHelen aka Helen Wythe, BA; CPF; CTF; OSW
 
APPNATION IV - Building The Social Enterprise
APPNATION IV - Building The Social EnterpriseAPPNATION IV - Building The Social Enterprise
APPNATION IV - Building The Social Enterprise
Masha Geller
 
AN IV SF Building the Social Enterprise
AN IV SF Building the Social EnterpriseAN IV SF Building the Social Enterprise
AN IV SF Building the Social Enterprise
APPNATION
 
Beginning the journey to self awareness with Insights Discovery
Beginning the journey to self awareness with Insights DiscoveryBeginning the journey to self awareness with Insights Discovery
Beginning the journey to self awareness with Insights Discovery
Susan Lloyd MBA MA BSC(Hons) MCIPR MCIPD
 
Nola Hennessy
Nola HennessyNola Hennessy
Nola Hennessy
Informa Australia
 
Using your work to change your world!
Using your work to change your world!Using your work to change your world!
Using your work to change your world!
Scott Odigie
 
HR Journey of Perin
HR Journey of PerinHR Journey of Perin
From Customer Emotions to Actionable Insights, with Peter Dorrington
From Customer Emotions to Actionable Insights, with Peter DorringtonFrom Customer Emotions to Actionable Insights, with Peter Dorrington
From Customer Emotions to Actionable Insights, with Peter Dorrington
Seth Grimes
 
Multi-dimensional measures of Servant-Leaders
Multi-dimensional measures of Servant-LeadersMulti-dimensional measures of Servant-Leaders
Multi-dimensional measures of Servant-Leaders
Trompenaars Hampden-Turner
 
Board Ceo Relationship
Board Ceo RelationshipBoard Ceo Relationship
Board Ceo Relationship
Charles C. Weathers Sr.
 
Building & Sustaining a Coaching Culture - Bill Medd, Legacy Bowes Group
Building & Sustaining a Coaching Culture - Bill Medd, Legacy Bowes GroupBuilding & Sustaining a Coaching Culture - Bill Medd, Legacy Bowes Group
Building & Sustaining a Coaching Culture - Bill Medd, Legacy Bowes Group
MBHomeBuilders
 
Leading Change―Even If You’re Not in Charge
Leading Change―Even If You’re Not in ChargeLeading Change―Even If You’re Not in Charge
Leading Change―Even If You’re Not in Charge
TechWell
 
Consulting toolkit delivering the presentation
Consulting toolkit   delivering the presentationConsulting toolkit   delivering the presentation
Consulting toolkit delivering the presentation
chrisdoran
 

Similar to Kim Goodwin on UX Leadership 2011 04 (20)

ACB Recruiting Presentation 07272009
ACB Recruiting Presentation 07272009ACB Recruiting Presentation 07272009
ACB Recruiting Presentation 07272009
 
Leadership training program comparison
Leadership training program comparisonLeadership training program comparison
Leadership training program comparison
 
What Do I Do Now? How to prepare for - and take advantage of - possible job c...
What Do I Do Now? How to prepare for - and take advantage of - possible job c...What Do I Do Now? How to prepare for - and take advantage of - possible job c...
What Do I Do Now? How to prepare for - and take advantage of - possible job c...
 
Feel More Confident as a Manager, Mentor and Coach
Feel More Confident as a Manager, Mentor and CoachFeel More Confident as a Manager, Mentor and Coach
Feel More Confident as a Manager, Mentor and Coach
 
Managing Conflict for Leaders
Managing Conflict for LeadersManaging Conflict for Leaders
Managing Conflict for Leaders
 
The Transpective Group Apqc Realizing Change March 2005 Houston Texas
The Transpective Group Apqc Realizing Change March 2005 Houston TexasThe Transpective Group Apqc Realizing Change March 2005 Houston Texas
The Transpective Group Apqc Realizing Change March 2005 Houston Texas
 
Assertiveness skills
Assertiveness skillsAssertiveness skills
Assertiveness skills
 
A Facilitation Technique The Art Of Questionning Helen Wythe
A Facilitation Technique The Art Of Questionning Helen WytheA Facilitation Technique The Art Of Questionning Helen Wythe
A Facilitation Technique The Art Of Questionning Helen Wythe
 
APPNATION IV - Building The Social Enterprise
APPNATION IV - Building The Social EnterpriseAPPNATION IV - Building The Social Enterprise
APPNATION IV - Building The Social Enterprise
 
AN IV SF Building the Social Enterprise
AN IV SF Building the Social EnterpriseAN IV SF Building the Social Enterprise
AN IV SF Building the Social Enterprise
 
Beginning the journey to self awareness with Insights Discovery
Beginning the journey to self awareness with Insights DiscoveryBeginning the journey to self awareness with Insights Discovery
Beginning the journey to self awareness with Insights Discovery
 
Nola Hennessy
Nola HennessyNola Hennessy
Nola Hennessy
 
Using your work to change your world!
Using your work to change your world!Using your work to change your world!
Using your work to change your world!
 
HR Journey of Perin
HR Journey of PerinHR Journey of Perin
HR Journey of Perin
 
From Customer Emotions to Actionable Insights, with Peter Dorrington
From Customer Emotions to Actionable Insights, with Peter DorringtonFrom Customer Emotions to Actionable Insights, with Peter Dorrington
From Customer Emotions to Actionable Insights, with Peter Dorrington
 
Multi-dimensional measures of Servant-Leaders
Multi-dimensional measures of Servant-LeadersMulti-dimensional measures of Servant-Leaders
Multi-dimensional measures of Servant-Leaders
 
Board Ceo Relationship
Board Ceo RelationshipBoard Ceo Relationship
Board Ceo Relationship
 
Building & Sustaining a Coaching Culture - Bill Medd, Legacy Bowes Group
Building & Sustaining a Coaching Culture - Bill Medd, Legacy Bowes GroupBuilding & Sustaining a Coaching Culture - Bill Medd, Legacy Bowes Group
Building & Sustaining a Coaching Culture - Bill Medd, Legacy Bowes Group
 
Leading Change―Even If You’re Not in Charge
Leading Change―Even If You’re Not in ChargeLeading Change―Even If You’re Not in Charge
Leading Change―Even If You’re Not in Charge
 
Consulting toolkit delivering the presentation
Consulting toolkit   delivering the presentationConsulting toolkit   delivering the presentation
Consulting toolkit delivering the presentation
 

More from Kim Goodwin

Designing how we design - UXCamp Ottawa 2014 closing keynote
Designing how we design - UXCamp Ottawa 2014 closing keynoteDesigning how we design - UXCamp Ottawa 2014 closing keynote
Designing how we design - UXCamp Ottawa 2014 closing keynote
Kim Goodwin
 
Hiring for the perfect fit - Warm Gun 2014 - opening keynote
Hiring for the perfect fit - Warm Gun 2014 - opening keynote Hiring for the perfect fit - Warm Gun 2014 - opening keynote
Hiring for the perfect fit - Warm Gun 2014 - opening keynote
Kim Goodwin
 
Journey mapping as insight tool - a healthcare case study UXLX 2012
Journey mapping as insight tool - a healthcare case study UXLX 2012Journey mapping as insight tool - a healthcare case study UXLX 2012
Journey mapping as insight tool - a healthcare case study UXLX 2012
Kim Goodwin
 
Storytelling by Design (scenarios talk at Confab 2011)
Storytelling by Design (scenarios talk at Confab 2011)Storytelling by Design (scenarios talk at Confab 2011)
Storytelling by Design (scenarios talk at Confab 2011)
Kim Goodwin
 
Making Personas Work (Without Breaking the Bank) - UX London 2011
Making Personas Work (Without Breaking the Bank) - UX London 2011Making Personas Work (Without Breaking the Bank) - UX London 2011
Making Personas Work (Without Breaking the Bank) - UX London 2011
Kim Goodwin
 
Designing A Unified Experience - Bringing Interaction, Visual, and Industrial...
Designing A Unified Experience - Bringing Interaction, Visual, and Industrial...Designing A Unified Experience - Bringing Interaction, Visual, and Industrial...
Designing A Unified Experience - Bringing Interaction, Visual, and Industrial...
Kim Goodwin
 

More from Kim Goodwin (6)

Designing how we design - UXCamp Ottawa 2014 closing keynote
Designing how we design - UXCamp Ottawa 2014 closing keynoteDesigning how we design - UXCamp Ottawa 2014 closing keynote
Designing how we design - UXCamp Ottawa 2014 closing keynote
 
Hiring for the perfect fit - Warm Gun 2014 - opening keynote
Hiring for the perfect fit - Warm Gun 2014 - opening keynote Hiring for the perfect fit - Warm Gun 2014 - opening keynote
Hiring for the perfect fit - Warm Gun 2014 - opening keynote
 
Journey mapping as insight tool - a healthcare case study UXLX 2012
Journey mapping as insight tool - a healthcare case study UXLX 2012Journey mapping as insight tool - a healthcare case study UXLX 2012
Journey mapping as insight tool - a healthcare case study UXLX 2012
 
Storytelling by Design (scenarios talk at Confab 2011)
Storytelling by Design (scenarios talk at Confab 2011)Storytelling by Design (scenarios talk at Confab 2011)
Storytelling by Design (scenarios talk at Confab 2011)
 
Making Personas Work (Without Breaking the Bank) - UX London 2011
Making Personas Work (Without Breaking the Bank) - UX London 2011Making Personas Work (Without Breaking the Bank) - UX London 2011
Making Personas Work (Without Breaking the Bank) - UX London 2011
 
Designing A Unified Experience - Bringing Interaction, Visual, and Industrial...
Designing A Unified Experience - Bringing Interaction, Visual, and Industrial...Designing A Unified Experience - Bringing Interaction, Visual, and Industrial...
Designing A Unified Experience - Bringing Interaction, Visual, and Industrial...
 

Recently uploaded

一比一原版阿肯色大学毕业证(UCSF毕业证书)如何办理
一比一原版阿肯色大学毕业证(UCSF毕业证书)如何办理一比一原版阿肯色大学毕业证(UCSF毕业证书)如何办理
一比一原版阿肯色大学毕业证(UCSF毕业证书)如何办理
bo44ban1
 
一比一原版布兰登大学毕业证(BU毕业证书)如何办理
一比一原版布兰登大学毕业证(BU毕业证书)如何办理一比一原版布兰登大学毕业证(BU毕业证书)如何办理
一比一原版布兰登大学毕业证(BU毕业证书)如何办理
wkip62b
 
Divertidamente SLIDE.pptxufururururuhrurid8dj
Divertidamente SLIDE.pptxufururururuhrurid8djDivertidamente SLIDE.pptxufururururuhrurid8dj
Divertidamente SLIDE.pptxufururururuhrurid8dj
lunaemel03
 
LGBTQIA Pride Month presentation Template
LGBTQIA Pride Month presentation TemplateLGBTQIA Pride Month presentation Template
LGBTQIA Pride Month presentation Template
DakshGudwani
 
NHL Stenden University of Applied Sciences Diploma Degree Transcript
NHL Stenden University of Applied Sciences Diploma Degree TranscriptNHL Stenden University of Applied Sciences Diploma Degree Transcript
NHL Stenden University of Applied Sciences Diploma Degree Transcript
lhtvqoag
 
一比一原版马里兰大学毕业证(UMD毕业证书)如何办理
一比一原版马里兰大学毕业证(UMD毕业证书)如何办理一比一原版马里兰大学毕业证(UMD毕业证书)如何办理
一比一原版马里兰大学毕业证(UMD毕业证书)如何办理
9lq7ultg
 
一比一原版亚利桑那大学毕业证(UA毕业证书)如何办理
一比一原版亚利桑那大学毕业证(UA毕业证书)如何办理一比一原版亚利桑那大学毕业证(UA毕业证书)如何办理
一比一原版亚利桑那大学毕业证(UA毕业证书)如何办理
21uul8se
 
一比一原版(UoN毕业证书)纽卡斯尔大学毕业证如何办理
一比一原版(UoN毕业证书)纽卡斯尔大学毕业证如何办理一比一原版(UoN毕业证书)纽卡斯尔大学毕业证如何办理
一比一原版(UoN毕业证书)纽卡斯尔大学毕业证如何办理
f22b6g9c
 
Discovering the Best Indian Architects A Spotlight on Design Forum Internatio...
Discovering the Best Indian Architects A Spotlight on Design Forum Internatio...Discovering the Best Indian Architects A Spotlight on Design Forum Internatio...
Discovering the Best Indian Architects A Spotlight on Design Forum Internatio...
Designforuminternational
 
一比一原版美国哥伦比亚大学毕业证Columbia成绩单一模一样
一比一原版美国哥伦比亚大学毕业证Columbia成绩单一模一样一比一原版美国哥伦比亚大学毕业证Columbia成绩单一模一样
一比一原版美国哥伦比亚大学毕业证Columbia成绩单一模一样
881evgn0
 
modular-kitchen home plan civil engineering.pdf
modular-kitchen home plan civil engineering.pdfmodular-kitchen home plan civil engineering.pdf
modular-kitchen home plan civil engineering.pdf
RashmitaSwain3
 
一比一原版(CSU毕业证书)查尔斯特大学毕业证如何办理
一比一原版(CSU毕业证书)查尔斯特大学毕业证如何办理一比一原版(CSU毕业证书)查尔斯特大学毕业证如何办理
一比一原版(CSU毕业证书)查尔斯特大学毕业证如何办理
67n7f53
 
ADESGN3S_Case-Study-Municipal-Health-Center.pdf
ADESGN3S_Case-Study-Municipal-Health-Center.pdfADESGN3S_Case-Study-Municipal-Health-Center.pdf
ADESGN3S_Case-Study-Municipal-Health-Center.pdf
GregMichaelTapawan
 
Best Digital Marketing Strategy Build Your Online Presence 2024.pptx
Best Digital Marketing Strategy Build  Your Online Presence 2024.pptxBest Digital Marketing Strategy Build  Your Online Presence 2024.pptx
Best Digital Marketing Strategy Build Your Online Presence 2024.pptx
pavankumarpayexelsol
 
Heuristics Evaluation - How to Guide.pdf
Heuristics Evaluation - How to Guide.pdfHeuristics Evaluation - How to Guide.pdf
Heuristics Evaluation - How to Guide.pdf
Jaime Brown
 
International Upcycling Research Network advisory board meeting 4
International Upcycling Research Network advisory board meeting 4International Upcycling Research Network advisory board meeting 4
International Upcycling Research Network advisory board meeting 4
Kyungeun Sung
 
CocaCola_Brand_equity_package_2012__.pdf
CocaCola_Brand_equity_package_2012__.pdfCocaCola_Brand_equity_package_2012__.pdf
CocaCola_Brand_equity_package_2012__.pdf
PabloMartelLpez
 
一比一原版马来西亚世纪大学毕业证成绩单一模一样
一比一原版马来西亚世纪大学毕业证成绩单一模一样一比一原版马来西亚世纪大学毕业证成绩单一模一样
一比一原版马来西亚世纪大学毕业证成绩单一模一样
k4krdgxx
 
一比一原版(Vancouver毕业证书)温哥华岛大学毕业证如何办理
一比一原版(Vancouver毕业证书)温哥华岛大学毕业证如何办理一比一原版(Vancouver毕业证书)温哥华岛大学毕业证如何办理
一比一原版(Vancouver毕业证书)温哥华岛大学毕业证如何办理
ijk38lw
 
定制美国西雅图城市大学毕业证学历证书原版一模一样
定制美国西雅图城市大学毕业证学历证书原版一模一样定制美国西雅图城市大学毕业证学历证书原版一模一样
定制美国西雅图城市大学毕业证学历证书原版一模一样
qo1as76n
 

Recently uploaded (20)

一比一原版阿肯色大学毕业证(UCSF毕业证书)如何办理
一比一原版阿肯色大学毕业证(UCSF毕业证书)如何办理一比一原版阿肯色大学毕业证(UCSF毕业证书)如何办理
一比一原版阿肯色大学毕业证(UCSF毕业证书)如何办理
 
一比一原版布兰登大学毕业证(BU毕业证书)如何办理
一比一原版布兰登大学毕业证(BU毕业证书)如何办理一比一原版布兰登大学毕业证(BU毕业证书)如何办理
一比一原版布兰登大学毕业证(BU毕业证书)如何办理
 
Divertidamente SLIDE.pptxufururururuhrurid8dj
Divertidamente SLIDE.pptxufururururuhrurid8djDivertidamente SLIDE.pptxufururururuhrurid8dj
Divertidamente SLIDE.pptxufururururuhrurid8dj
 
LGBTQIA Pride Month presentation Template
LGBTQIA Pride Month presentation TemplateLGBTQIA Pride Month presentation Template
LGBTQIA Pride Month presentation Template
 
NHL Stenden University of Applied Sciences Diploma Degree Transcript
NHL Stenden University of Applied Sciences Diploma Degree TranscriptNHL Stenden University of Applied Sciences Diploma Degree Transcript
NHL Stenden University of Applied Sciences Diploma Degree Transcript
 
一比一原版马里兰大学毕业证(UMD毕业证书)如何办理
一比一原版马里兰大学毕业证(UMD毕业证书)如何办理一比一原版马里兰大学毕业证(UMD毕业证书)如何办理
一比一原版马里兰大学毕业证(UMD毕业证书)如何办理
 
一比一原版亚利桑那大学毕业证(UA毕业证书)如何办理
一比一原版亚利桑那大学毕业证(UA毕业证书)如何办理一比一原版亚利桑那大学毕业证(UA毕业证书)如何办理
一比一原版亚利桑那大学毕业证(UA毕业证书)如何办理
 
一比一原版(UoN毕业证书)纽卡斯尔大学毕业证如何办理
一比一原版(UoN毕业证书)纽卡斯尔大学毕业证如何办理一比一原版(UoN毕业证书)纽卡斯尔大学毕业证如何办理
一比一原版(UoN毕业证书)纽卡斯尔大学毕业证如何办理
 
Discovering the Best Indian Architects A Spotlight on Design Forum Internatio...
Discovering the Best Indian Architects A Spotlight on Design Forum Internatio...Discovering the Best Indian Architects A Spotlight on Design Forum Internatio...
Discovering the Best Indian Architects A Spotlight on Design Forum Internatio...
 
一比一原版美国哥伦比亚大学毕业证Columbia成绩单一模一样
一比一原版美国哥伦比亚大学毕业证Columbia成绩单一模一样一比一原版美国哥伦比亚大学毕业证Columbia成绩单一模一样
一比一原版美国哥伦比亚大学毕业证Columbia成绩单一模一样
 
modular-kitchen home plan civil engineering.pdf
modular-kitchen home plan civil engineering.pdfmodular-kitchen home plan civil engineering.pdf
modular-kitchen home plan civil engineering.pdf
 
一比一原版(CSU毕业证书)查尔斯特大学毕业证如何办理
一比一原版(CSU毕业证书)查尔斯特大学毕业证如何办理一比一原版(CSU毕业证书)查尔斯特大学毕业证如何办理
一比一原版(CSU毕业证书)查尔斯特大学毕业证如何办理
 
ADESGN3S_Case-Study-Municipal-Health-Center.pdf
ADESGN3S_Case-Study-Municipal-Health-Center.pdfADESGN3S_Case-Study-Municipal-Health-Center.pdf
ADESGN3S_Case-Study-Municipal-Health-Center.pdf
 
Best Digital Marketing Strategy Build Your Online Presence 2024.pptx
Best Digital Marketing Strategy Build  Your Online Presence 2024.pptxBest Digital Marketing Strategy Build  Your Online Presence 2024.pptx
Best Digital Marketing Strategy Build Your Online Presence 2024.pptx
 
Heuristics Evaluation - How to Guide.pdf
Heuristics Evaluation - How to Guide.pdfHeuristics Evaluation - How to Guide.pdf
Heuristics Evaluation - How to Guide.pdf
 
International Upcycling Research Network advisory board meeting 4
International Upcycling Research Network advisory board meeting 4International Upcycling Research Network advisory board meeting 4
International Upcycling Research Network advisory board meeting 4
 
CocaCola_Brand_equity_package_2012__.pdf
CocaCola_Brand_equity_package_2012__.pdfCocaCola_Brand_equity_package_2012__.pdf
CocaCola_Brand_equity_package_2012__.pdf
 
一比一原版马来西亚世纪大学毕业证成绩单一模一样
一比一原版马来西亚世纪大学毕业证成绩单一模一样一比一原版马来西亚世纪大学毕业证成绩单一模一样
一比一原版马来西亚世纪大学毕业证成绩单一模一样
 
一比一原版(Vancouver毕业证书)温哥华岛大学毕业证如何办理
一比一原版(Vancouver毕业证书)温哥华岛大学毕业证如何办理一比一原版(Vancouver毕业证书)温哥华岛大学毕业证如何办理
一比一原版(Vancouver毕业证书)温哥华岛大学毕业证如何办理
 
定制美国西雅图城市大学毕业证学历证书原版一模一样
定制美国西雅图城市大学毕业证学历证书原版一模一样定制美国西雅图城市大学毕业证学历证书原版一模一样
定制美国西雅图城市大学毕业证学历证书原版一模一样
 

Kim Goodwin on UX Leadership 2011 04

  • 1. Leading UX UX London, April 2011 © 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
  • 8. Youʼre a leader if you can enlist others as © 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
  • 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
  • 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