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Similar to Kim Goodwin on UX Leadership 2011 04
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Kim Goodwin on UX Leadership 2011 04
- 3. the set of values & norms that drive actions
© 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
- 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)
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- 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