Usability Coach Y Shek

Becoming a Usability Coach: Proving Success One Champion at a Time

UPA 2007 ConferenceJune 14, 2007 Austin, Texas

Yvonne Shek | nForm User [email protected]

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Introduction :: 5 minutes

Introduction

Yvonne is a Senior Consultant at nForm User Experience. She has nine years of experience in web usability, information architecture, user research, and user experience consulting.

The human case for coaching The traditional approach to management has its roots in an autocratic, military-style “command-and-control” model that works well in the environment for which is was designed: WAR.

But in most business settings, it has serious unintended consequences.

- Crane & Patrick

Presentation :: 35 minutes

- Chronic problem

- Business acumen

- The frustrating thing

- New challenges

- Transformational Coaching: What | Why | Who | When | How

- How: Integrating Coaching into UX Practice

Chronic problem (of reach and effectiveness)

Getting buy-in from client / manager

Client:

• “Make sure you talk about what it is that you do in your SOW”

• “Please tell everyone in the meeting what you are doing here”

Manager:• “Tell me again: why you are in my group? I

mean, shouldn’t Usability be in Marketing or something?”

• “Can you write a summary of your deliverables for our intranet?”

Cost-Justifying Usability

• From macro- to micro- justifications

• Measurements to make a case for

• Different organizations and scenarios

• Case studies

• View from the other side of the table

Bias, R. G. & Mayhew, D. J. (2005). Cost-Justifying Usability (Second Edition) – An Update for the Internet Age. San Francisco: Elsevier Inc.

Business acumen (so you got yourself an MBA)

The frustrating thing (about having some experience)

1997-1998

This is not a new problem that we are facing. It is more like a problem that would not go away.

What we thought would happen and what really happened...

What we thought would happen

In 1999-2000, what I thought about the future...

Hig

hs

+ L

ow

s

M.Sc. HCI Grad, 1992 – worked a fewyrs in the HCI field

UX within consultingfirm and web designshop

Vendor team for telco redesign project to be launched in Q42000

Juiced to go!Finally – a morechallenging project!

Project is going wellbut there are someclient pockets thatneed to be educated

Hope to educatethis client and others over longterm commitments

We worked through issues and we launched the darn thing in timefor Christmas! The future is lookinggood!

We would really liketo continue to workwith this telco,because now, afterworking with them, they “get it”

If this were only truefor our financialclient! Ugh.

Let’s keep sellingourselves, our services, and our approach!

Most of our currentclients are getting it.We need to branchout to the other industries that tendto be “behind” andtalk to them aboutROI

THEN, we will havea great mix of clientsand industries

I am guessing myEmployer would have gone publicby this time!

By this time, I thinkwe will have infil-trated most industries – well, their online proper-ties anyway!

Our UX team would and should be wellknown in the community

Maybe I will write abook then – I will probably be famousby this time! (And rich when I cash out my options!)

After my book...Great success. I amprobably a UXguru by now

Clients all over the place will want to hire my team!

Technology-wise,I think we will be alldriving electric cars!

I might be invited to bethe keynoteat UPA 2007?

Ev

en

ts

1999 2000 2001 2002 2003-2004 2005-2006 2007

Our Profile:• Female, 23 – 30 yrs• Lives in New York City• 60-hour weeks• 0 - 2 yrs with consulting company

Goals / Motivations:• Do good work• Help others learn• Evangelize clients• Get rich, famous, or both

What really happened

Looking back, from the other side of the table...

Hig

hs

+ L

ow

s

MBA grad, 1995

Starting UX groupat large telco

Starting off with acomplete web redesign to be launched in Q42000

I have the budgetto hire vendors andmy own internal team

Juiced to go!

Hired and workedhard with Vendor forredesign... They aregood to work withbut they tend to butt heads with“business” a little bit

We worked through issues andwe launched the darn thing in timefor Christmas!

Not much work forthe vendor for nextyear though...

This was an UGLYyear. ‘Nuf said!

The Company wasstill in the red at thebeginning of thisyear

I wanted achange, so I jumpedship, and now I work for the “other”telco in town

After the carnage oflast year (UX team), I now have a slightlydifferent role as a Senior Manager,Products.

I got promoted to Director level – andactually have a newUX team! The team is smaller than the pre-carnage team, but they are experienced with a few new additions.

I am also startingto look for vendors.However, if they tryto sell me their services as if I don’tget it, I am going toscream!! Just do your jobs, and show me VALUE.

I am starting to buildsome great relation-ships within my team, and with a few select vendors.

These are peoplewho don’t preach tome. They try hard tounderstand my business and talkwith me like a peer.

Some of these people, I consideras friends.

Things are looking good.But there arealways rumorsof a recessionor what not.

I am managing carefully... IfI EVER lose my team again,I will have torely solely on my trustedadvisors...

Ev

en

ts

1999 2000 2001 2002 2003-2004 2005-2006 2007

Client Profile:• Female, 35 – 40 yrs• Lives in New York City• 50-hour weeks• 5 to 10 yrs with current company

Goals / Motivations:• Do good work and learn• Instill process• Build my team within the org• Build my name within the org

New challenges (so what are you going to do with Web 2.0?)

Add this to the mix...

Agile

“Now what?!”

Transformational Coaching (why so many arrived here)

Transformational Coaching

• WHAT: What is transformational coaching?• WHY: Why would we do this?• WHO: Choosing a Champion• HOW: The 5 planes of user experience coaching

(and how to integrate UX into it)• WHEN: Timing strategy

Transformational Coaching | WHAT?

“the art of assisting people to enhance their effectiveness, in a way they feel helped.” Crane & Patrick, 2007

Ref 4, Page 31

Who wins with UX Coaching?• You, because you will have an internal advocate.

Someone with influence.

• Your Coachee because s/he will be able to make valuable contributions to his/her organization (or to your own org) – and look good!

• Both learn and grow in the process. It is a life-changing process.

Transformational Coaching | WHY?

Dimension Past (not conducive to coaching) Present (conducive to coaching)

Competitive environment

Local Regional and/or Global

Technology Incremental Relentless

Organization Growth through satisfying customers

Surviving meetings and exceeding expectation

Structure + Systems Hierarchical, central authority Networks with distributed authority

Culture Turf protection, conflict, command & control

Shared purpose, collaboration, empowerment

Leadership Manager, boss, decision maker, supervisor, traffic cop, delegator

Leader, coach, facilitator, servant, role model, visionary

Leader’s core skills Telling, directing, controlling Questioning, influencing, role modeling

Transformational Coaching | WHY? Because the only constant is change,and the time is right

Ref 4: page 18 adapted

Client:• “I got promoted because of our work together.

This promotion really belongs to the team. Thank you for your contribution to my success.”

• “I am going to recommend your company to my friends and colleagues.”

Manager:• “I think we should sell our usability

services more often! Your work with this client is no longer a one-of. It looks like a long-term relationship!”

Transformational Coaching | WHY? | From Buy-in to Advocacy

Agile

Survival 2.0

Transformational Coaching | WHY?

1. Understands the domain and its stakeholders

2. Understands and works well with people

3. Listens, listens some more, then talks

4. Is open and flexible to ideas

5. Takes risks

6. Makes decisions based on evidence *

7. Is an advocate of sorts

8. Values value

9. Asks a lot of questions

10. Has low ego needs

Transformational Coaching | WHO? Choosing a Champion

Ref 11

1. When foot-in-the-door worked out (when you are hot)

2. Budget allocation or review

3. When they are ready for it organizationally

4. When they are listening

5. After a massive failure or organization shake up *

6. Organizational or project benchmark

7. When you have time and energy

8. Purely opportunistic

9. When group decides

10. When you are not stuck in Review-Approve Land **

Transformational Coaching | WHEN? Timing Strategy


The organizational shake up:

Alan Mullaly. Mandated to shake things up at Ford.

Coaching Steps

Modeling,Training,

Simulation

Trust andHonesty

GROW: Goal,Reality, Option,

Will

Relationshipbuilding

Mind shift from doing to being

(authentic)

Teaching Usability through doing

Creating a high-performance UCD environment

Project Foundation + Alignment

Gestalt Consulting, Listening, Planning together

Gestalt Consulting

Strategic Usability Steps Abstract

Concrete

Transformational Coaching | HOW? 5 Planes of UX Coaching

Refs 1, 5, 6,

Modeling,Training,

SimulationTeaching UX through doing


Trust andHonesty


WillProject Foundation + Alignment




(authentic)Gestalt Consulting

Coaching Steps Strategic Usability Steps

Goal maps to DiscoverySeek first to understand (Covey)

Tools:• Competitive

Analysis• Analytics• Examining

secondary research

1st Plane 1 of 3

Refs 5, 6, 12

Modeling,Training,



Trust andHonesty








Reality + Option maps to ResearchSeek first to understand (Covey)

Tools:• Usability Testing

(shock from Morae)• Heuristic

evaluation• Card sort• Interviews &

surveys• Ethnography• Recommendations

1st Plane 2 of 3

Refs 5, 6, 12

Modeling,Training,



Trust andHonesty








Option + Willmaps to Alignment

Accelerator Workshop:• Design the Box• Backcasting• Alignment modeling• Using personas• Kano analysis• Experience mapping• Project mapping

1st Plane 3 of 3

Refs 5, 6, 12

2nd Plane

Modeling,Training,

SimulationTeaching Usability through doing


Trust andHonesty








Modeling, Training, Simulation all map to Teaching

Any and all tools can be taught. First through showing, then through practice.

One of the most concrete things to teach is usability testing.

Refs 5, 6, 12

Letting go (with the right Champion)

Risk: Changing your practice and revenue model

3rd Plane

Modeling,Training,



Trust andHonesty








Gestalt: A collection of physical, biological, psychological

or symbolic entities that creates a unified

concept, configuration or pattern which is greater

than the sum of its parts.

“Synergize” according to Covey.

Tools + Methods:• Teach by being• Many methods + tools• Whole is > the Σ of the parts• Cares about the “whole

person” (when you know about her wedding plans)

Refs 5, 6, 12

4th Plane

Modeling,Training,



Trust andHonesty








Trusted professionalOn many matters, not just directly on project issues or

deliverables. This could include other projects, approaches,

processes, ways to succeed, etc.

Tools + Methods:• Gestalt Consulting• Deep listening• Planning together• Giving talks together• When you are involved in

Hiring, Inspiring, Firing

5th Plane

Modeling,Training,



Trust andHonesty








Trusted advisorOn more and deeper matters, including all aspects of life,

such as vocational, personal, and interpersonal.

"Find your voice and inspire others to find theirs." (Covey)

Tools + Methods:• Team building• Organizational behavior

and change management• Counseling• When you know where he

is interviewing for a job

Ref 2

1. When foot-in-the-door worked out (you are hot)

2. Budget allocation or review

3. When they are ready for it organizationally

4. When they are listening

5. After a massive failure or organizational shake up

6. Organizational or project benchmark

7. When you have time and energy

8. Purely opportunistic

9. When group decides

10. When you are not stuck in Review-Approve Land


Transformational Coaching | Coaching + Co-design

Please, please, please, please, please, please,please, please.

?Imbalance of power

The “usual” scenario of the Review-Approve process:

Adapted from: Jess McMullin, “Project Touchstones”, IA Summit 2007, Las Vegas, NV

www.slideshare.net/jessmcmullin/project-touchstones/

Transformational Coaching | Coaching + Co-design

What it means to sit on the same side of the boardroom table

CollaborationExercise :: 5 minutes

Exercise

Design a House 1 minute – Draw a House that you would like to live in.

2 minutes – Pair up. Review + Approve.

Person whose birthday is next, is the Approver. Approvers, hide

your drawings.

Review and Approve the house that the Designer drew. Is it the

right house for you? How well does it match the house that you, the

Approver, drew?

2 minutes – Draw a house together.

Case Study :: 15 minutes

LearnAlberta.ca

Coaching an organization through a project and beyond

We were brought in to take some notes...

What the client was looking for:• “We cannot nail things down... Can you

help us capture our thoughts and issues?”

What we did:• Alignment workshops: Experience

Mapping• Why and What questions• Half-day workshops over a couple of

months

Option + Will maps to Alignment (1st Plane 3 of 3)

What we did | Alignment Workshops


Time passes...

Kim starts at Learn Alberta- As Web Coordinator- Our main client contact- Process teaching

What we did | Alignment Diagrams | Swimlane Doc


Time passes...

Modeling, Training, Simulation all map to Teaching (2nd Plane)

What we did | Wireframes, Prototype, UtestsCo-design /Participation

Co-design /Participation Co-design /

Participation

Project Gateway

Started with:

1. Explore (faceted browse)

2. Search All

3. Search Within

Project Gateway

Ended with:

1. Explore X

2. Search All X3. Search Within √

LearnAlberta.ca

Location: Alberta Government Home > Education > LearnAlberta.ca

Contact Us Help

Search Site Map

Refine Search

SEARCH

Search for:Aboriginal Issues in Canadian Politics

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Time passes...

Gestalt: Teaching together, strategize content of talk (3rd Plane)

What we did | Talk on “Validation Approach”

What we did | Talk on “Validation Approach”

Gestalt: Teaching together, strategize content of talk (3rd Plane)

What we did | Relationship + Team Building

Trusted Professional/Advisor: Planning together, Hiring, etc. (4th + 5th Planes)

The Heart of Coaching :: 10 minutes

The Heart of Coaching

“I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” – Maya Angelou

Transformational Coaching | WHAT?

“the art of assisting people to enhance their effectiveness, in a way they feel helped.” Crane & Patrick, 2007

Command and Control Approach

Is imprinted

The Heart of Transformation

Transformational Components:

1. Changing mindsets

2. All that ego stuff

3. Becoming more centered

4. A matter of personal + generational style

5. Leadership by example + Self disclosure

The Heart of Transformation1. Changing Mindsets

BOSS COACH

Pushes / Drives Lifts / Supports

Tells / Directs / Lectures Asks / Requests / Listens

Talks at people Engages in dialogue with people

Controls through decisions Facilitates by empowering

Knows the answer Seeks the answer

Triggers insecurity using fear to achieve compliance

Stimulates creativity using purpose to inspire commitment

Points to errors Celebrates learning

Problem solver / Decision maker Collaborator / Facilitator

Delegates responsibility Models accountability

Creates structure and procedures Creates vision and flexibility

Does things right Does the right things

Knowledge is power Vulnerability is power

Focused on the bottom line Focused on process that creates the bottom-line results

Ref 4: Page 123

The Heart of Transformation2. All that ego stuff

An Ego-Driven State A Centered State

Self-conscious Arrogant Self-aware Humble

Separate Hurried Connected Patient

Busy mind Talks a lot Quiet mind Listens a lot

Righteous (always right)

Seeks approval Learning / Beginners mind

Seeks truth

Wanting attention Getting Paying attention Giving

Fixing others Protective Accepting others Purposeful

Invested in image Controlling Authentic / Real Nurturing

Takes things personally

Triggered / Angry Detached Grateful

Resistant Being perfect Reflective Being “in process”

Denial / Stuck Follows external authority

Accepting / Open to change

Follows innate wisdom

Locked into expectations

Not making mistakes

Open to interpretation

Not telling lies

Ref 4: Page 141

The Heart of Transformation3. Becoming more centered

Thinking State(Beliefs & Attitudes)

Feeling State(Emotional Response)

Behaviors(Actions & Reactions)

ROI (Results, Outcomes, Impacts)

“I’m resourceful”

Worthy

Enough

Confident, inspired, eager, optimistic

Graceful, creative, purposeful, responsive

Joy, peace, bliss, resiliency

“I’m grateful”

Appreciative

Unique & precious

Generous, empowered, abundant, positive

Contribute, give, support, thanks

Fulfillment, intimacy, safety, partnership

“I’m curious”

Wonderment Interested & inviting

Open, accepting, fascinated, surprised

Ask questions, attentive listening, disclosing, respectful

Learning, connecting, trust, rapport

♦ CHOICE ♦

“I’m separate”

You vs. Me

Judgment & comparing

“Better than” (arrogant)

“Less than” (resentful)

Critical, judging, blame, defend, protect stuff

Tension, distance, withdrawal, compliance

“I am my role”

Take it personally

Win or Lose

Insecure, threatened, suspicious, afraid

Attributions, resistance, attack, sabotage

Conflict, struggle, politics, war

“I’m powerless”

I can’t

I am stuck / helpless

Depressed, out of control, alone, despair

Frozen, negative, reactionary

Victim, sinking, others control you, giving up

HIG

HE

R S

TA

TE

S ►

◄ L

OW

ER

ST

AT

ES

Ref 4: Page 143


Collaborating Creating

Strengths

Team player

Sensitive

Flexible

Patient

Weaknesses

Non confronting

Overly compliant

Overly emotional

Can’t say no

Strengths

Enthusiastic

Creative

Spontaneous

Dynamic

Weaknesses

Poor follow-through

Impulsive

Misses details

Poor planner

Clarifying Conducting

Strengths

Systematic

Objective

Thorough

Accurate

Weaknesses

Data bound

Risk averse

Tedious

Perfectionist

Strengths

Independent

Initiator

Disciplined

Organized

Weaknesses

Autocratic

Insensitive

Impatient

Poor listener

EM

OT

IVE

NE

SS

►

Ref 4: Page 149

High

Low

HighLow ASSERTIVENESS ►

4. A matter of style (personal context for coaching)

The Heart of Transformation4. Generational style (cultural context for coaching)

Traditionalists“The silent generation”

Boomers“Yuppies”

Gen X

Birth years 1925 - 1945 1946 - 1964 1965 - 1980

Conditioning years 30’s – 40’s 50’s – 60’s 70’s – 80’s

World Frame Depression, WWII

Struggle and sacrifice

Delayed gratification

Sexual revolution

Economic expansion

Abundance, spending

MTV, AIDS epidemic

Cynical

Grim economic reality

Family Structure Nuclear Divorced Latch key kids

Who/what to trust Doctors Feelings Technology

Music favored Swing

Old standards

Elevator music

Rock & Roll

Jazz

New Age

Rap, Punk

Heavy Metal

Alternative

Work ethic Work hard

Pay dues

Keep head down

“I am my job”

Climb the ladder

Build career

Workaholics

“Work is my life”

Distrust big business

Nine to five

Independence

“Work gives me a life”

Attitude toward authority

Respect it Question it Challenge it

Ref 4: Pg.155

The Heart of Transformation4. Generational style, continued

Traditionalists“The silent generation”

Boomers“Yuppies”

X’ers “Yiffies”

Management style favored

Command and control Collaborative Entrepreneurial

Loyalty to My company My profession My family

Organizational structure favored

Formal

Hierarchical

Informal

Accessible

Unconventional

Connected network

How job is valued Stability, Security Career growth Stepping stone

How communication is perceived

No news is good news Any news is good news Need news, straight talk, and feedback

How organizational life is dealt with

Dedicated

Committed

Social contract

Disillusioned

Downsized

Broken agreement

Realistic

Risk takers

No agreement

What is resented Change

Lack of respect

Control

Slackers

Corporate politics

Boomers clogging the system

What is valued Stability

Respect

Trust

Hard work

Loyalty

Variety

Achievement

Actualization

Career

Flexibility

Learning

Quality of life

Involvement

Stimulation

Fun

Ref 4: Pg.155


5. Leadership by example + Self-Disclosure

“What you do speaks so loud that I cannot hear what you say.”

- Ralph Waldo Emerson

Conclusion :: 5 minutes

UX Coaching going forward

1. Leverage UX toolset, current behaviors and opportunities

2. Put your heart into it

3. Be in process, share, and offer UX Coaching on your website and bio

What UX Coaching is all about

A monk was asked what his life was like before he became enlightened. He replied, “I chopped wood and carried water.” When asked what it was like after enlightenment, he responded, “I chop wood and carry water.” It is not what we do that changes, it is how we do it and the fact that we do it.

Ref 4: Pg.218

Q&A+Feedback :: 15 minutes

FeedbackWhat you liked:• Engaging presentation• Keep “coach” or

“coaching” in the title

How I can improve:• Include examples from

“Good to Great”• Title: “Creating a UX

Champion, one at a time”• Talk about coaching peers

References1. Jesse James Garrett (2002). The Elements of User Experience: User-Centered Design for

the Web. New Riders Press.2. David H. Maister, Charles H. Green, & Robert M. Galford (2000). The Trusted Advisor. New

York: Touchstone Rockefeller Center. 3. Deborah J. Mayhew & Randolph G. Bias (2005). Cost-Justifying Usability (Second Edition)

– An Update for the Internet Age. San Francisco: Elsevier Inc.4. Thomas G. Crane & Lerrisa Nancy Patrick (2002). The Heart of Coaching: Using

Transformational Coaching to Create a High-Performance Culture (Second Edition). San Diego: FTA Press.

5. John Whitmore (2002). Coaching for Performance: Growing People, Performance and Purpose (Third Edition). London: Nicholas Brealey Publishing.

6. Lois J. Zachary (2000). The Mentor’s Guide: Facilitating Effective Learning Relationships. New Jersey: Jossey-Bass Inc., an imprint of Wiley.

7. Stephen R. Covey (1990). The Seven Habits of Highly Effective People. The Free Press. 8. Stephen R. Covey (2004). The 8th Habit. From Effectiveness to Greatness. The Free Press.9. Jeffery Pfeffer & Robert I. Sutton (2006). Hard Facts, Dangerous Half-Truths And Total

Nonsense: Profiting From Evidence-Based Management. Harvard Business School Press. 10. David H. Maister (2001). Practice what you Preach: What managers must do to create a

high achievement culture. The Free Press.11. Seth Godin’s blog: http://sethgodin.typepad.com/seths_blog/2007/06/coachable.html12. UX Methods website: http://www.uxmethods.com/

Thank you!Yvonne Shek | nForm User [email protected]

Presentation at nform.ca/blog or slideshare.net

Usability Coach Y Shek

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Transcript of Usability Coach Y Shek