This document provides an overview of a workshop on UX leadership. It includes exercises for participants to share background information and UX challenges. It discusses key skills for UX practitioners and leaders such as hard skills, soft skills, and tactics for using brain, eyes/ears, mouth, hands, and heart. Examples are provided on defining problems, stakeholder mapping, and fitting UX into development processes. The overall message is that UX leadership requires a combination of skills, engaging stakeholders, and building small successes.

1. Are you kidding me?

2. 2
Before We Start

3. 3
Big Data Here
Agency /
Consultancy
30%
Education
Institution
8%
Government
Agency
6%
Freelancer
2%
Startup /
Tech Firm
12%
In-house
Team
42%
Types of Organization

4. Years of Experience practicing UX
4
Big Data Here
I'm not a
practitioner
18%
Less than
a year
11%
1 - 3 years
30%
4 - 6 years
18%
More than
7 years
23%

5. Exercise 1: Know You, Know Me
1. Pick a moderator
2. Share some background information with your
team
a. What is the UX team in your organization responsible
for? Who are in the UX team?
b. Where is the UX team in your organization structure?
(an organization chart could be helpful)
c. What are the UX challenges in your organization?
5
10
min

6. • My boss has no clue what UX is
• People think that appealing UI equals good user
experience
• When talking about UX research, people think it costs a lot
and is a waste of time
• The UXer is the only one who cares about UX
• No matter how hard the UXer works, the UXer is still the
bottle neck
• People treat the UXer like a “stamp of approval”
• Last minute change is not an old story
6
Scars that UXers Bear

7. 7
Agenda
• Share!
• Share!!
• Share!!!

8. UX Leadership

9. “Leaders are people who influence others to
accomplish shared goals. Whether explicitly or
by tacit example, they establish and foster
values, help people envision a future direction,
and support them in getting there.”
9
- Kim Goodwin

10. 10
UX Practitioners
Development Processes
UX Maturity
Organization Type
Company Culture
Being Part of the Organization

11. UX Leadership ≠ UX Management
11

12. UXers Should Be Equipped with Leadership
12

13. 13
user centered design
usability testing
user research
user experience design
information architecture
user tasks analysis
user flows design
prototyping
front-end development
visual design
contextual interview
card sorting
participatory design
diary study
service design
ethnography study
interaction design
mobile design
Hard Skills

14. 14
communication
visionary
collaborative
innovative
organized
flexible
influential
advocate
trustworthy
knowledgeable
motivating
decisive
clear
approachable
open
energetic
engaged
inspirational
Soft Skills

15. Tennis Pro vs. UXer

16. Brain
Identifies weaknesses
and reacts
Mouth
Engages the team to build a
shared vision of success
Hand
Creates successful,
reproducible attacks
Heart
Passion drives perfection
Eyes & Ears
Observe the opponent to
determine the best strategy

17. 17
Leadership equals…
Hard Skills
user centered design
usability testing
user research
user experience design
information architecture
user tasks analysis
user flows design
prototyping
front-end development
visual design
contextual interview
card sorting
participatory design
diary study
service design
ethnography study
interaction design
mobile design
Soft Skills
communication
visionary
collaborative
innovative
organized
flexible
influential
advocate
trustworthy
knowledgeable
motivating
decisive
clear
approachable
open
energetic
engaged
inspirational

18. Heart
Drives passionate
ownership

19. “Choose a job you love, and
you will never have to work a
day in your life.”
知之者不如好之者，好之者不
如樂之者
19
- Confucius

20. Ownership & Empathy
20
GE Healthcare Adventure Series

21. Attitude + Aptitude = Altitude
21

22. Example: Hand-Made Quick Start Guide
22

23. Example: Testing the Quick Start Guide
23

24. Standard UX Focus
1.
Know 2.
Try 3.
Love 4.
Buy
Standard Marketing Focus
24

25. E2E Customer Experience Journey in Trend
1.
Know 2.
Try 3.
Love 4.
Buy
25

26. Exercise 2: Reaching Out
26

27. Exercise 2: Reaching Out | Mike’s Story
27

28. Exercise 2: Reaching Out | Mike’s Story
Final
Work
28

29. Exercise 2: Reaching Out
• What would you do if you were Mike?
29
20
min

30. 30
Heart | Tactics

31. 31

32. Eyes & Ears
Observes and
understands the audience

33. What Are UXers in Trend Doing Everyday?
Research Design Coordination/Communication
33
10%
40%
50%

34. Get to Know Your Stakeholders
34
CEO
GM
Executives
Business sponsor
Sales
Marketer
Legal
Project manager
Product manager
Architect
RD
QA
Support
Front-end developer
Visual designer
Content provider
Customers

35. Collaborate Closely
LOW HIGH
35
Stakeholder Types
HIGH
Interest
Influence Power
LOW
Non-supportive Key Player
Marginal Supportive
Keep Satisfied
Keep Informed
Monitor RD

36. 36
Dominance
⽀支配型
Influence
⼈人際型
Steadiness
穩定型
Compliance
謹慎型
Challenge
Action
Collaboration
Stability
DISC

37. 37

38. Exercise 3: Create Your Stakeholder Diagram
38

39. Exercise 3: Create Your Stakeholder Diagram
• Think of a project
• Put your stakeholders into the diagram
• Explain how you work with them, in regard to relationships
and working models
• What works and what does not work
39
20
min

40. Eyes & Ears | Tactics
• Know who influences power and the personalities of your
stakeholders
• Start from the right stakeholder or project
• Don’t fall in love with your own design. Listen Listen Listen
40

41. Brain
Identifies the problem

42. “If I had only one hour to save
the world, I would spend fifty-five
minutes defining the
problem, and only five
minutes finding the solution.”
42
- Albert Einstein

43. 43

44. Define the Problem
44
Design

45. 45
Tips
• Is it a real problem?
• Is it worth solving?

46. How To Define a Problem
• Interview the target audience
• Collect data
• Analyze data
46

47. Data – Who, Where, What
47
People
• Customers
• Researcher
• Support
• Marketing team
• …
External Data
• Gartner’s report
• Reviews
• …
Internal Data
• Past research
data
• Usability testing
result
• MKT survey
• Web analytics
• C.SAT
• Support data
• …

48. Exercise 4: Defining the Problem
48

49. Exercise 4 – Defining the Problem
Requirement:
The Technical Support site needs work. Improve its UX.
• Who will you talk to?
• What kind of data will you collect and analyze?
• How will you make the requirement clearer and more
accurate?
49
20
min

50. 50
Brain | Tactics
Shaped UXer

51. Mouth
Engages to build a shared
vision

52. The furthest distance in the world
is not between life and death,
but when I present a design
and you don’t buy in
52

53. But Did You…
• take business goals into consideration?
• align the design goals with the business goals?
• talk about the same target users with your
stakeholders?
• define measurable UX goals clearly?
• put your stakeholders in the customers’ shoes?
53

54. It's NOT about the UXer
54

55. 55
Business Alignment

56. 56
Transparency
Involvement
Collaboration
Alliance

57. 57
Mouth | Tactics
Get your butt out of your seat! Now!

58. Hand
Sculpts and reproduces
successes

59. Fit In Development Process
Trend Agile “Design” & Development Process
59

60. 60
Build Role Models
Conduct Field Studies Synthesize Together Visualize the Findings (CJM)

61. 61
Interview and Field Study

62. Brain Dump and Translate Findings Together
62

63. Explore Unmet Customer Needs
63

64. Reproduce for Win-Win-Win
64

65. Reproduce for Win-Win-Win
65

66. Hands | Tactics
• Build small successes with your team, and also with your
so-called opponents
• Build role models and steps so that everyone can see the
steps towards the vision you have
• Reproduce many hands-on possibilities for win-win-win
66

67. 67
Leadership equals…
Hard Skills Soft Skills

68. Brain
Identifies the problem
Eyes & Ears
Observes and understands the audience
Mouth
Engages to build a shared vision
Hand
Sculpts and reproduces successes
Heart
Drives passionate ownership

69. Thank You
Hsin Eu
Mike Chou
Pei Chen
Yuyi Hsu