Finding Your Context/Leader Fit / Kim Goodwin

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3 questions I hear the most (about UX leadership) @kimgoodwin

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What if I don’t want to be a leader? 1 @kimgoodwin

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Leadership is not management @kimgoodwin

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Leadership is influencing others to achieve shared goals @kimgoodwin

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Most “design” Corporate goals Terms of service Security policies Revenue models Technology stack Employee training Employee incentives Algorithms & training data user experience @kimgoodwin

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@kimgoodwin

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delivering great UX make the organization better at @kimgoodwin

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• Clarifying vision & goals • Inﬂuencing values & culture • Building skills & systems @kimgoodwin

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Management is optional. Leadership is not. @kimgoodwin

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How do I influence other people? 2 @kimgoodwin

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New leaders may need skills @kimgoodwin

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Often, the problem is context @kimgoodwin

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Sometimes we can work with the context @kimgoodwin

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Decision styles @kimgoodwin

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Dynamic Stable Simpliﬁed from Cameron & Quinn 2011, based on earlier works Internal External Competing Values Framework @kimgoodwin

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Adhocracy Dynamic External Minimize “process” @kimgoodwin

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Dynamic Internal Clan Maximize involvement @kimgoodwin

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Stable Internal Hierarchy Formalize process @kimgoodwin

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Market Dynamic External Emphasize metrics @kimgoodwin

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Dynamic Stable Internal External All have pros & cons for UX. How can you flex? @kimgoodwin

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@kimgoodwin

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@kimgoodwin

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We’re all more suited to certain contexts

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Company or team life stages Childhood Learn how to survive Adolescence Shape who they’ll be Adulthood Prosper (health & wealth) @kimgoodwin

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They require leaders to be great at: Instigating • Vision • Persuasiveness Building • Systems thinking • Delegation Optimizing • Evidence focus • Relationships See also: Simon Wardley “pioneers, settlers, town planners” concept @kimgoodwin

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Growing UX capability is similar • Interest • Survival • Value • Scale • Pervasiveness • Efficiency @kimgoodwin

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Instigating UX involves • Diagnosing organizational culture • Generating vision • Selling vision at multiple levels • Getting resources • Offering hope

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• Finding quick wins to prove value • Identifying gaps in skill & process • Designing teams & processes • Hiring strong people • Giving them clear goals Building UX capability involves

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• Improving the right metrics • Improving efficiency • Growing new leaders • Building long-term relationships …without losing sight of the vision Optimizing UX involves

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Continuous Change Cycle systems individuals cognition behavior Lawrence, Dyck, Maitlis & Mauws, 2006 educators shape intuition evangelists sell ideas architects establish systems autocrats dictate practices

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Instigating Building Optimizing Never zero!

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instigator- builder- optimizers

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instigator- builder- optimizers

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Struggle to scale up Leaders in the wrong context…

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Get bored & disengaged Leaders in the wrong context…

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Struggle with lack of systems, loss of vision Leaders in the wrong context…

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What is your best context?

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How do I know if I'm succeeding? (With colleagues, and with the organization?) 3

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Are you a leader? Your “packmates” will show you

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Do they: • Share ideas • Admit mistakes • Ask for help • Express concerns

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If not, be more trustworthy • Keep promises • Give credit • Admit failures • Treat failures as data

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People can only judge behavior

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Do they: • Invite you to join • Seem happy to help you • Give you the beneﬁt of the doubt

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If not, show you care • Spend time • Ask about life • Acknowledge personal impact • Value their time

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Are you making the organization better?

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1. Do you have the capability you need?

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% of potential projects you can handle Proof point projects All projects in core business Key projects in core business Projects in support functions

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Is UX a mindset, not just a function?

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% of employees creating intentional experiences

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Some of Dev & PM All of Dev & PM Other customer- facing functions Employee-facing functions

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If low %, work on • Demonstrating value • Making alliances • Building skills

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Is the organization better at its purpose?

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Leading indicators Stated values Business results

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Leading indicators • Task time • Time on site • Engagement numbers Can be misleading indicators: Too easily confused with real goals

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Objectives & key results Decreased costs • Support calls • Product returns Increased revenue • Conversion rates • Upsells

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Unless we measure what we value, we will continue to overvalue what we measure

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@KimGoodwin | © 2009-2019 Inﬂuencing & adapting to organizational culture After using Facebook today, how much did you feel: …close to the people you care about? …valued by other people? …appreciative of people who aren’t like you? @kimgoodwin Human-centered measures would be:

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The real test of our success? Do they do what’s good for people, even when it’s inconvenient?

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Leadership is the hardest design problem

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Choose the right context for you… @kimgoodwin

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…and use the decision style that works there @kimgoodwin

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Leadership is a conscious, daily practice

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Consulting & speaking: kimgoodwin@me.com Random tweets: @kimgoodwin Instagram: @kim.goodwin