Claim Your Power by Pulling Your Head Out of the Pixels

Transcript

1. Claim Your Power Pulling Your Head Out of the Pixels @cornett Larry Cornett Brilliant Forge LLC
2. Brilliant Forge My journey
3. Brilliant Forge Ph.D. Psychology
4. Brilliant Forge Designer & Researcher
5. Brilliant Forge Sr. Designer
6. Brilliant Forge Design Consultant
7. Brilliant Forge Lead Designer Manager Sr. Manager Director
8. Brilliant Forge VP Product VP Design Sr. Director
9. Brilliant Forge Startup Advisor
10. Brilliant Forge Founder & CEO
11. Brilliant Forge Leadership Coach & Career Advisor
12. Brilliant Forge Lucasfilm
13. Brilliant Forge Me Lucasfilm
14. Brilliant Forge What is power?
15. Brilliant Forge
16. Brilliant Forge Influence Respect Pride Impact Fulfillment
17. Brilliant Forge The Big Table
18. Brilliant Forge The Big Table Influence
19. Brilliant Forge The Big Table Right decisions, right time
20. Brilliant Forge The Big Table Design brought in after
21. Brilliant Forge The Big Table Design asked to leave
22. Brilliant Forge The Big Table Design leaders left out
23. Brilliant Forge The Big Table Design not invited
24. Brilliant Forge The Big Table Design re-org decisions
25. Brilliant Forge The Big Table That all changes
26. Brilliant Forge Design Research Psychology Research Brilliant Forge Earning a Seat
27. Brilliant Forge Product Business Design Marketing Operations Engineering Financials Sales PR Research Psychology Research Sales Marketing Brilliant Forge Earning a Seat
28. Brilliant Forge Product Business Design Marketing Operations Engineering Financials Sales PR Research Psychology Research Sales Marketing Brilliant Forge Earning a Seat
29. Brilliant Forge Product Business Design Marketing Operations Engineering Financials Sales PR Research Psychology Research Sales Marketing Brilliant Forge Earning a Seat
30. Brilliant Forge When is power lost?
31. Brilliant Forge When is power lost? Strategic What matters Big picture “Design things” Trivial Unimportant
32. Brilliant Forge
33. Brilliant Forge How does it manifest?
34. Brilliant Forge “Many of us know that the organisations we work for provide a terrible user experience. But we believe we are powerless to bring about change.” “When we would propose this, we’d get these funny looks. They’d always push back and tell us to come back later, when it was time for design to clean things up.” “Product has the power to prioritize, the ability to put into motion “What’s first?” “What’s next” and “What for?” The tactical steps for strategy. UX has no such power.” “All the things I’m learning as a Product Mngr feels like it’s all the gaps missing from UX. On the flip side, the UX and design that I bring to product management makes me wonder how others are able to do the job without it.” “Engineering won’t listen to me” “The GM told me to
 make the button blue” “They made the decision without me” “I wasn’t invited to the planning meeting” “I have two days to make it look nice” “It isn’t anything like what I designed” “The majority of design education is still focused on craft and aesthetics. And laughably, still done within art schools. So you’re encouraging kids to learn how to express themselves, be creative, be passionate, and other bullshit like that.” “When they enter the workplace and find out their job is to solve actual problems it’s kind of like watching a cat try to operate a doorknob. They haven’t been adequately trained to do this. So they fall into the role of surface decorators and subservience.”
35. Brilliant Forge Why does it matter?
36. Brilliant Forge What is possible What is resourced What makes money
37. Brilliant Forge Money and Creation
 are power
38. Brilliant Forge Creating Experiences that Delight
39. Brilliant Forge Experiences that Delight Profitable Creating
40. Brilliant Forge
41. Brilliant Forge Creating Profitable Experiences that Delight
42. Brilliant Forge Creating Profitable Experiences that Delight Business Design Engr Product Design Design Product Biz Engr Prod Biz Engr
43. Brilliant Forge Bigger roles Deeper knowledge Broader involvement Earlier influence
44. Brilliant Forge Timing of involvement More influence Better preparation No surprises Greater impact
45. Brilliant Forge How do you earn that seat?
46. Brilliant Forge Understand and contribute to everything Not just Design
47. Brilliant Forge “You don’t talk like a designer”
48. Brilliant Forge C-level Exec Leader Mgmt Decision-making Tables Engineer Product Business Design Marketing Etc CTO CPO CEO Design CMO CFO COO CIO CXO?
49. Brilliant Forge Global C-level Jobs CFO 2,871 CEO 1,506 CTO 914 COO 681 CMO 503 CIO 361 CPO 84 CXO 0
50. Brilliant Forge C-level Exec Leader Mgmt Earning those seats IC Engineer Product Business Design Marketing Etc CTO CPO CEO CMO CFO COO CIO CXO
51. Brilliant Forge C-level Exec Leader Mgmt Earning those seats IC Engineer Product Business Design Marketing Etc CTO CPO CEO CMO CFO COO CIO CXO Knowledge Responsibility Influence Control
52. Brilliant Forge C-level Exec Leader Mgmt Earning those seats IC Engineer Product Business Design Marketing Etc CTO CPO CEO CMO CFO COO CIO CXO Easier Harder Knowledge Responsibility Influence Control
53. Brilliant Forge Design leaders who’ve claimed their power
54. Brilliant Forge “Build and nurture relationships across the company, and listen carefully.” Irene Au Design Partner Khosla Ventures
55. Brilliant Forge Ishantha Lokuge Chief Product Officer Shutterfly “The key to succeeding as a design leader is to elevate the impact of design to a strategic level. It should materially drive the business and delight customers. When design leaders demonstrate this clearly through metrics, executives reciprocate and invite design leaders to take a seat at the table.”
56. Brilliant Forge “Designers who lead today, do so because they practice a learning mindset, consistently invest in themselves, and seek mentorship at every opportunity. They did not become leaders because a title entitled them to it.” Mike Tschudy Chief Product Officer Dishcraft Robotics
57. Brilliant Forge “As we shoulder new responsibilities and take bigger design leadership roles, we are falling short. I see us paying too much attention to the ‘design’ part of the role and not enough to ‘leadership’ – defending our own interests without deeper understanding of the businesses and broader contexts we must operate in. I’m concerned that if we don’t step it up on the actual leadership part, we’re in danger of losing the seat at the table.” Kate Aronowitz Design Partner Google Ventures
58. Brilliant Forge Luke Wroblewski Product Director Google “You can’t have a siloed design-centric, engineering- centric, etc. view of the world. You have to be willing to embrace different disciplines by understanding them enough to work effectively with them and be appreciative of what they are doing and how.”
59. Brilliant Forge Deep knowledge Broad influence Audacious ambition
60. Brilliant Forge It’s not an
 OR
61. Brilliant Forge Design
 AND Product
62. Brilliant Forge Design
 AND Business
63. Brilliant Forge Your team needs you in a position of Power
64. Brilliant Forge Companies need Design in a position of Power
65. Brilliant Forge The world needs compassionate people in positions of Power
66. Brilliant Forge
67. Thank you @cornett Larry Cornett Brilliant Forge LLC