UX/UI Assymetrical Warfare

Humility

I’m not very good at accepting compliments for my work. Really, I’m quite bad at it. It’s not that it happens all the time, but when I do receive a compliment I find the experience almost embarrassing. While I do enjoy hearing positive feedback and even constructive criticism about my work, I find flat-out compliments to be somewhat unnerving.

This may very well have been bred into my by my father who was focused and determined in his work and usually shrugged off praise as something that could obscure his focus and determination. He’d respond to a compliment with a kind thank you, but wouldn’t dwell and would move on with his work. Working alongside my dad taught me that the best reward you can get from your work is that you did the job correctly and to a high level of satisfaction; it’s quite okay to exceed expectations, just don’t gloat about it. Humility was key for my dad—there was no gloating, no bragging, no one-upmanship—with just the satisfaction of a job well done. 

At the internet startup, the leadership was all about complimenting each other. And they lapped up any compliments that came from the staff. During company meetings the first 5-10 minutes was spent with the executive team slapping each other on their backs in front of 80 employees who were the ones directly responsible for executing whatever action was worthy of the accolades. There was not one shred of humility among the executive team. Every compliment was theirs to own, every criticism deflected to their team. Suggestions and feedback were met with “we know more than you” and ignored. The truly tragic part of this is that I’m fairly certain that the executive team simply did not know how to be humble; their entire existence was built around self-preservation and insecurity in their own abilities. And they didn’t know how to pay a compliment.

While I struggle with accepting compliments personally, I know how strong a compliment can be when given appropriately and genuinely. A simple “great job” is usually enough when someone has, indeed, done a great job. We need to compliment our staff to keep them satisfied and motivated; we also need to learn humility for ourselves. Humility is a fantastic human trait that can have a positive effect in the workplace—and it’s a great trait to teach by example. Share the compliments, accept the compliment, then get back to work.

Useless Metrics

All businesses utilize some level of metrics—statistics that give measurable and quantifiable insight into the health of the business—be it sales, site hits, active users or other. Metrics provide businesses with the targeted data needed to retool, update and operate in the most successful manner necessary for their client base.

It was regularly drilled into the team at the internet startup that metrics were key. Metrics should drive how we create, build, and reposition our service. This was a top-down mandate brought on by the executive staff in an attempt to gather only board-friendly data for the board. The funny thing about metrics is that the numbers are not always what you want—or even expect—them to be. Our problem was that we were asked to measure the wrong things, for the wrong reasons, and, more often than not, threw out the measurements entirely based on preconceived notions.

Case in point: those of us on the UX/UI team used Google Analytics—a free service with a deep dive into front-end metrics—to determine the actions of real users, whether intended or unintended. We could see how users defaulted to counterintuitive actions when the action they needed was nonworking on nonexistent. We were able to use these metrics to better hone the product to better serve our clients. At one point, while designing a new set of charting features, we realized that 92% of users switched to a chart view that showed their earnings—this was backed up by user feedback requesting that chart view be front and center. We used this metric as the basis for setting the default chart view to earnings.

This wasn’t okay with the CEO; he requested that we change the default view back to the earlier setting. When we presented our metrics (as he’d mandated) he responded with “Well, metrics don’t matter in this case.” Why? Because it didn’t represent a number he wanted to see and the number didn’t match his personal view of how users interact with the site. Against statistical evidence, and user demand, we returned the default view to his preference. Given, the end result to the user is that they only needed to make one more click to get to the information they wanted to see, but by ignoring users’ needs and preferences we created more frustration and animosity towards the company from our user base.

All businesses use metrics, and that’s a good thing. We need to have a quantitative understanding of how our business is performing. However, we have to accept that the good comes with the bad and respond accordingly. Mandating measures, but being selective in their use will only cripple your product. Along with listening to your clients and employees, metrics present both positive and negative feedback for your business; it’s how we respond to that feedback that can make our businesses grow and prosper.

“Agile” but no agility

Every few years a new project management philosophy comes along and takes the business world by storm. “Agile” was the hot new thing a few years ago and has since become commonplace in many companies, especially startups and creative agencies.

I had previously written about agile development at the internet startup. I was much more hopeful then, thinking that our grasp of agile was strong. Turns out I was quite wrong, which I can see clearly now that I’m working at an agency that uses agile development the way it was intended to be: agile.

Successful agile development relies on allowing team members to shoulder the responsibility of taking care of their projects. Meetings and sizings are kept to a minimum with much more emphasis placed on shorter check-ins and project review. Agile can be a great way to move projects along through multiple phases and ongoing revision. It’s not the only way to manage projects—nor is it necessarily the best way—but it can be a very practical and useful way to manage in certain companies and agencies.

The internet startup embraced agile development for the wrong reason: the CEO heard through his network of associates that it was the way to go. Unfortunately, he mandated agile development without an understanding of how agile works, and with engineering leads who couldn’t properly convey the management style to the team. In short order, “agile” at the startup became synonymous with the project management software we were using: at first Rally, then Pivotal Tracker. While these are both powerful web applications in their own right, they’re only tools best used by those who understand the practice. What we ended up with was a complete bastardization of project management philosophies: waterfall without project or functional requirements, run like agile without the emphasis on personal responsibility. It was barely-controlled chaos, at best.

The bottom line is that it really doesn’t matter how your company manages projects, as long as projects are managed efficiently and effectively, and completed within deadlines at the quality level required. These requirements vary greatly from company to company so it’s important to find the best management system for your team. However, don’t settle for trends or buzzwords—find the best solution for your team and embrace it. It doesn’t matter what it’s called, it just matters that it works.

How do you value your company?

There are many ways to quantify the value of your company, like profit margin, amount of venture capital investment, or market capitalization. These are all common valuations, and, unless your only requirement for your company is to be a cash register for you and your investors, they’re all flawed. Why? If you place the bottom line of returns above your products, your clients and your employees, then your company will be a hollow shell of its true potential.

If Steve Jobs (I know, I know…but I don’t bring him up all that much) came back to Apple with the sole vision of churning out anything possible to increase the bottom line, today Apple would have had a diversionary focus, pushing out a diluted product line of dubious quality. Given, he was tasked with making Apple more profitable, but he turned the focus back to the company’s roots: to create a limited line of very focused, highly-designed, high-quality products. The Cult of Apple was all him: they hired a team of highly-qualified and motivated employees to create products that consumers love—that they, in fact, covet with a particular rabidity given to few companies. In turn, the value of Apple has increased at an exponential rate in the past decade.

One of the most frustrating aspects of working for the internet startup was that even though most of my team knew better, we were pushed to create a compromised product and unable to fix the glaring inconsistencies and errors that had been built into the product since launch. Day in and day out, we did our best to polish a flawed product because the executive focus was on the bottom line. More specifically, the focus was on their bottom line with highly inflated salaries and cheerful presentations to the board. The net effect of their decisions to stick with only choices that generated more cash for themselves was a failed product maintained by underpaid, unmotivated employees, and a disillusioned client base that heading for the exits in droves. This was not creating value for the company, rather, it was creating wealth for a select few at the expense of many, while decreasing the value of the company on a daily basis.

While it’s true that very few companies will ever see the overwhelming success of Apple, any company can follow their lead. Stop thinking about the company’s bottom line—or your bottom line—as how you determine its value and instead think about making your products or services the best they can be. Continually improve those products and services. Listen to your clients and put that feedback above your own self-interests. Hire great people, pay them what they require, let them do their jobs and, above all: listen to them. Do these things and there will be no limit to the value of your company.

3 Steps to being a Great Manager

This is something that all employers and managers should read…and live.

I used to wonder why I was so lucky to have such remarkable, talented, experienced people want to work for me. I realized that a big part of it boiled down to what was in that note:

1. I got the right people in the right roles.

2. I let them be amazing.

3. I got the crap out of the way (people really liked this!).

From FastCompany.com: How To Make Your Employees Feel Like Superheroes, by Patty Azzarello.

Who do you work for?

No, I don’t mean the name of your company and I’m not getting into the bigger philosophical discussion of why you work. What I mean is, to whom are you ultimately responsible to produce great work, improve your efficiency and set goals for innovation and growth? Chances are if you’re a lower- or mid-level employee, you’ll probably point to your team lead or boss. If you’re a team lead or boss, you may point to a corporate executive. If you’re a corporate executive, you’ll probably point up the ladder to the CEO. And if you’re the CEO, then who do you work for? Do you point to the board of directors, your team of venture capitalists, your bankers, your shareholders…or your customers?

Careful, there’s only one correct answer.

In the mid 1990’s, I worked for a small and successful design firm in Seattle. We had an annual retreat during which we’d close the office for the day and take a trip somewhere to discuss our team, our work, our clients, and set goals for the next 12 months. One year, the event facilitator asked us to raise our hands in response to the question: “Who here is a businessperson?” I was surprised to see that I was the only person who had not raised their hand. I was thinking of “businessperson” in archaic, subjective terms: like, someone who wears ties and buys and sells things. What I realized was that I—a graphic designer—was indeed a businessperson (minus the tie), just like everyone else at my company, and just like everyone else who has a job, regardless of title or status. Every time I designed, created and produced work for our clients was another form of buying and selling. Every interaction I had with a client reinforced the business relationship between client and company. This was a pivotal moment in my career—the stark realization that I was not a designer, but a businessperson, working to please and maintain clients—and a necessary part of our company’s bottom line. I’ve embraced that title ever since.

When I started working for the internet startup, I imagined the goal would be the same as it was at every other company I’d worked for in my 20 year career. It didn’t take long before I was disillusioned with conflicting interests: projects that ignored user feedback and goals that served the bottom line of the investors, at the—literal—expense of the users. I soon realized that the entire company worked for the CEO, at his whim, despite our better judgement. The CEO, in turn, worked for the Board, which was made up entirely of VC partners who funded the entire operation and their only concern was the return on their investment. The money came from the Board, so we were beholden to them. The company was unprofitable, so the users’ needs—the clients’ needs—were ignored. We didn’t work for our clients; we worked for our underwriters with blatant disregard for our customers.

If we focused first on creating a great product that served the needs of our clients, the company would probably have been highly profitable by now. Instead, the focus was on pleasing the Board and the fickle whims of the CEO. Of course, it’s a two-way street and the Board should have been clear about the mission of the company and allowed it to succeed. The Board’s only focus was in increasing their return and this focus was enforced by the CEO. When the bottom line is increasing returns for a select few, rather than better caring for your customers who will return loyalty, increased business and referrals, that’s a major disservice to your clients, a lot of great corporate talent wasted, and a failed business plan.

The answer to the question should be simple: “I work for my customers.” If it’s anything else, then you should talk to your boss, or CEO, or the board of directors. 

Crush this.

During my tenure at an internet startup, there were a number of words and phrases that were used ad nauseam. While none of these are new or unique to this particular company, they were all favorite colloquialisms of the CEO and executive staff, used indiscriminately at company meetings and in company-wide emails. I’ve sworn to never, ever use them, with the exception of this post, as I record them for all to enjoy.

“crush/-ing/-ed”

• Used in context: “The marketing team is crushing it with their daily volume of tweets!!” or “The sales team totally crushed our sales goals last month!!!!!”
• Usage caveat: Always stated with emphasis—with a fist-pump (if spoken), or with redundant exclamation points (if written).
• Description: Used to describe with dramatic presentation, and used so often in our weekly company meetings that my coworkers and I considered turning it into a drinking game. Every time the CEO or VP’s said the phrase we’d do a shot of bourbon. The game never happened, as we realized we’d be three sheets to the wind within the first 15 minutes. Please note that usage of this phrase has absolutely nothing to do with the actual physical crushing of anything.

“killed”

• Used in context: “Sales absolutely killed it this month!!” or “We totally killed in tweet volume yesterday!!!”
• Usage caveat: Always stated with emphasis—with a fist-pump (if spoken), or with redundant exclamation points (if written).
• Description: Along with “crush it”, was used for dramatic presentation of sales and/or marketing numbers. Please note that use of this word had absolutely nothing to do with the actual killing of anything.

“the real deal”

• Used in context: “We’re bringing in an outside designer to work on our marketing site—he’s the real deal!!!”
• Usage caveat: Always stated with emphasis—with raised eyebrows (if spoken), or with redundant exclamation points (if written).
• Description: Used to emphasize the yet-to-be-determined reputation of a new employee or vendor, while simultaneously undermining and disparaging the reputation of employees and/or vendors current filling that role.

“props”

• Used in context:“Props to the sales team for a killer month!!!”
• Usage caveat: Always stated with emphasis—with a pious hand held over one’s heart or ironic salute (if spoken), or with redundant exclamation points (if written).
• Description: Short for “proper respect”, it is hijacked hip-hop slang misused by management to offer words of praise in a public venue utilizing a trite and unsupportive manner.

“learnin’s”

• Used in context:“Let’s go around the table and share our learnin’s for the day.”
• Usage caveat: Usually uttered while primarily focused on checking email on a Blackberry.
• Description: A whimsical use of the uneducated American vernacular in an attempt to force discussion in a meeting where no agenda or topic of discussion has been offered.

I could go on, with such gems as “rocking”, “rad” and “BOOM”, but simply compiling this list is depressing me. I don’t think it’s too prudish to wish for those in management to be able to communicate using words which reflect usage of a vocabulary at a slightly elevated level. I’m not requesting the Queen’s English, rather, just a level slightly higher than that of obnoxious frat boy.

Scooters ≠ Culture

Razor scooters do not create corporate culture, nor do ping pong tables, catered breakfasts or a variety of snacks in the kitchen. It’s an unfortunate mistake that many companies make: confusing tangible quantities with an intangible quality. Having been in leadership positions in companies for the past 15 years, I’ve heard familiar rumblings coming from some of my peers, statements that usually begin with something like “Why are employees complaining about culture when we offer them so many great things!” Sadly, they’re missing the point, by miles.

Unlike commodities, corporate culture isn’t bought or sold. Rather, it’s a quality of life issue based on workplace conditions, intra-office communications, support for personnel, and work/life balance. Strong, positive corporate culture creates confident, productive, and—dare I say—happy employees. Best of all, corporate culture shouldn’t have to cost anything. Think of it: the best motivational tool that’s effective and free. Of course, just because it’s free doesn’t mean it’s easy.

In prior workplaces, my leads have asked for ways to improve corporate culture. In every instance the number one suggestion was in regards to intra-office communication, especially regarding leadership-to-employee communication. Basically, employers need to stop simply speaking to employees and start listening to them. Employers invest a lot into each employee; treating them with respect and hearing their thoughts and concerns is the best thing employers can do to get a strong return on their investment.

Some of the simplest gestures may be more effective than grand gestures that are poorly executed. Offering a catered breakfast or lunch is a great perk, and certainly one that employees will respond favorably towards. However, the gesture alone does not improve culture. If not backed up with interaction—having leads arrive early, sit and chat with employees, help set up and clean up afterwards—then the gesture is wasted, no better than a trade show tchotchke: something free, of little value, and easily forgotten. Rather than a fully catered breakfast, have the CEO arrive in the office with a huge bag of bagels and spreads, sending out an email to everyone saying “I brought in bagels—meet me in the kitchen for a tasty snack!” People will flock to the kitchen to enjoy the food, and, more importantly, will enjoy the direct interaction with their boss. It’d only cost a few bucks, far less than a catered breakfast, but would have a more long-lasting, positive effect on corporate culture.

Here’s the rub: it’s a lot easier to buy things for the workplace and call them culture than it is to fundamentally change culture-influencing behavior. It’s a common mistake made by many leads to think that taking the easy way out will make major improvements in morale. The fact is, changing the behavior of management to be better listeners and actively engage their teams will vastly improve workplace culture. Better yet, it doesn’t have to cost anything more than a few minutes of time each day.

This is not to say that the workplace environment shouldn’t be creative, fun or engaging. If razor scooters and ping pong tables are something that you’d like to offer your employees as a way to bring some fun and whimsy into the office, then go for it. But don’t forget to listen to their needs and concerns and let their voices be heard. It takes time to raise capital, build products and grow clientele, and it also takes time to build corporate culture. Taking that time will result in a more productive, happier workforce.