I am looking for the right person join my team as Director of User Experience Design.
I am in the process of creating one integrated multi-disciplinary experience design practice (the organization used to have several separate compartmentalized/specialized departments). To become one team, I’ve consolidated the existing groups (40 people) and identified four main areas of oversight for our service so we can divide and conquer. For each of these areas, a director of UX design will oversee a team that will focus on a core aspect of our offering, developing subject matter expertise over time and establishing a long-term design vision.
This role has two core responsibilities: 1. To support and grow a team of talented UX people 2. To define and steward an experience vision for the aspect of the service they focus on.
In a year’s time this person will have taken a group of folks with information architecture, interaction design, content strategy, graphic design and other core skills and expertise, and successfully turned them into a team that acts as a unit.
They’ll have contributed to creating a work environment that fosters productive design practices, including training and practicing critiquing, presenting, storytelling, sketching and facilitation. The team will be capable of designing solutions that adequately translate into device-agnostic experiences employing a foundation of modular, responsive design.
Individuals on the team will have a clear picture of what their role responsibilities entail and what opportunities for growth, improvement and career advancement are available to them. They will be confident in the UX design director’s leadership and management skills, knowing they can be counted on to act in the best interest of the team and its members.
Executive leadership will trust the UXD director’s long-term design vision and have an understanding of how it aligns to the overall department and company-wide strategies and pursuits. That vision will be easily articulated by any member of the Experience Design team and used as a reference point to direct long-term design decisions.
The organization will have become accustomed to modeling approaches of varying fidelity as a method to explore design solutions and feedback cycles with users as a foundation for incremental improvements. This will signal a particular focus of the UX Design team on delivery over deliverables, solutions over documents.
Moreover, the quality of users’ experiences will be markedly improved by a concerted effort to establish a cohesive design system that unifies the service offering, addressing the core issues users experience. Given the breadth and depth of our offering, this will have been made possible through the establishment of a strong foundation of design standards and guidelines combined with a robust design practice and a team of individuals empowered and prepared to make decisions.
Are you that person? If so, please apply today.
Update: We are in the middle of updating our HR recruiting tool so if you have any difficulty with this process please email email@example.com
I have joined a new company in the past six months and have the great pleasure and opportunity to bring together a few different teams to make up an experience design practice of 40 people tasked with overseeing the UX of all of our company’s digital services. It is precisely the kind of challenge I salivate for so I have been re-energized by this opportunity and incredibly eager and invested in successfully making it happen.
As a manager there are many things I try and do to establish and keep clear goals in mind as well as a simple and direct line of communication across the team. This month we are finally going to make the deeper structural changes needed to integrate this team and organize ourselves so among many other things I sent this email to the team.
I’m posting it here because I thought it could be interesting to see how I try to articulate my intentions for the team and what I’m trying to portray. I’d love to see how other people do this so I thought I’d start. Note that this is not the only time I am expressing these things; I’ve talked about all of them at different times before and will talk about many of them and others again many other times. Learning doesn’t happen on single exposure.
— beginning —
Priorities should help us make decisions about what to pay attention to and what not to pay attention to. Priorities are not projects. Priorities are not deliverables. Priorities should be criteria for decision-making, the WHYs, not the WHATs. As a rule of thumb, more than two priorities are too much for a person. The larger the criteria set to make a decision, the harder the decision becomes; as a tool to make decisions, priorities should be top-of-mind and not in any way overlapping or conflicting.
Having said that, as we start this new phase with an integrated team I would like us to work off of shared goals so we know where we are all going long-term and have specific priorities on a quarterly basis to help us focus our decisions. For the first quarter this year, this is our team’s priority:
Support the team transition into one unified experience design practice
That’s the only one. As you commit to a project, talk to other people, make decisions and define next steps for things, I want you to ask yourself, is this supporting the team transition into a unified experience design practice?
This includes, being flexible with the ambiguity we will experience during this transition such as work on projects or activities that you haven’t worked on before, work with people you haven’t worked with before, work on areas of our product you are not familiar with, take an active role in ensuring communication is clear, and so on. I am asking you to embrace the opportunities that will be presented and really do what is the best for us as a team; you will be doing these things with many unknowns until we get more established.
See someone struggling with a new thing? Help them.
See someone doing something that is just completely wrong? Try and understand why. And help them.
Having difficulty getting something done or dealing with someone? Ask for help.
Conversely, don’t take the established things for granted. This is the time to question why we have operated in certain ways, done things in a certain fashion and revisit decisions we have made but struggled with since. But please take this seriously; this is not about complaining. This is about identifying an opportunity or a problem and pursuing a resolution. It assumes follow-through. If you identify something and alert someone else of it, follow up and see where it goes. The goal is to improve things for us all not to make problems for others.
Annoyed about how much time you spend creating documents? Question if the level of detail is adequate. Then address that.
Disappointed that a particular process is cumbersome or has no clear path forward? Contact the responsible person and present the problem/opportunity. Take some responsibility for resolving it.
Reached a dead-end for trying to figure out a solution to something? Escalate the problem. Ask for help.
Tried everything and everyone and have no idea what to do next? Come talk to me.
There is room for failure. We can try our best and fail in our execution and still learn from the experience of failing. As long as you use this priority as your compass and reflect on why and how you are making decisions to help with that, I am confident any and all failures will be the best failures we could possibly get. In fact, I welcome your notes about things you are trying, failing or succeeding, and what you’re learning in the process.
Our team’s mission is to ensure the quality of users’ experiences with our services is the best possible. None of us can accomplish this goal individually. We can’t do that without being a team. This is why this is our one and only priority.
I’m delighted to be working with you and having the opportunity to build this team together. Let’s get this year started and make this team the best team you’ve worked with.
— end —
Next week I’ll be giving a talk and participating in a panel at the Design Management Institute’s Design/Management Thinking “Make It Happen” conference in Seattle. I’m excited about this event because they’ve framed it as:
We know quite well the value of Design to business, and Design Thinking to problem solving. But what remains a bit fuzzy for many organizations is the distance between thinking and doing—the proverbial gap between strategic intent and execution. Or, how to make it happen. This year’s design thinking conference will focus on closing the gap—and moving from design thinking to design doing.
What one actually does. I enjoy the conversations about design thinking but they tend to lead to a lot of hand waving and I have found many designers and specially young managers struggling to grasp just what it is they need to do (not just talk about) to produce the positive outcomes discussed in this context.
My talk, which could not have been more appropriately timed, will be a journey through my work at Comcast between 2004 and 2011. I’m going to talk about how the UXD practice was established, how it grew, changed and evolved over the years, and what impact it’s had in the company culture and products.
What aspects of this journey would YOU be interested in hearing about? DMI is recording the video for this session so you’ll have the opportunity to see it later in case you can’t make it to Seattle. Please let me know what points in this story you’d find most useful learning about or any questions you may have.
I’ll post a summary after I’m back. Thank you!
Simple, straightforward and embraces all dimensions that are relevant about meetings. I love how she used the hand-washing analogy. If you’re interested, join the Facebook page.
I translated it to Portuguese, just to exercise my language muscles. Download the PDF: