In my last column, I suggested that being a manager of UX is no better—and no worse—than being a great designer or user researcher, but the roles are very different. In fact, as the book The First 90 Days  points out, the skills that make you successful as an individual contributor are not the same skills you need as a leader.
Still, I was glad to see that a couple of people who talked with me after reading my column are being offered the opportunity to move into management roles and have decided to take the plunge. They asked me how they could make this transition a positive experience for them, their teams, and their companies. They were asking the right questions. This column discusses what attributes can help someone become a successful first-time UX manager—though these attributes are foundational elements for all managers. Read More
As User Experience matures as a discipline and grows in influence in the business community, UX leaders need to support one another by sharing their insights with their counterparts in other organizations, as well as with the educators molding the next generation of UX leaders at universities offering Human-Computer Interaction (HCI) programs. Indeed, the success of UX design and research initiatives within organizations depends significantly on how UX leaders position their teams and partner and build support with other senior leaders in their organizations. Read More
This is my first column on the management of UX. In my column, I’ll articulate what I’ve learned from my experience as a senior leader and several years in intensive senior leadership development programs.
Have you ever known a manager you felt shouldn’t manage people? Maybe you’ve worked for one. Most of us have at one point or another. On the other hand, most of us have also had great managers. What sets great managers apart from bad ones? That’s one of the questions I’ll explore in this article.
Almost weekly, I talk with a UX designer or researcher who wants to become a manager of a UX team. For some people, this is a good choice. Both they and their teams thrive. But for many, it’s honestly not the right goal, and the end result is that neither they nor their teams are happy. The book Now, Discover Your Strengths  suggests that we tend to be good at the things we love doing, and we love activities at which we excel. I find that we do our best work when we’re in a playground. (I’ll explore this idea more in my next column.) Isn’t life too short to pursue a path we don’t enjoy? Read More