Over the last 15 years, I’ve had a recurring conversation with senior UX professionals: “I want to progress in UX, but I’m not sure I really want to manage teams.” It seems to many that the one way up is the management track—and in many organizations, this is the only upward path for UX professionals.
In my long and varied career working on staff within companies and for clients in agencies and consultancies, I have seen many roles in User Experience that need a senior, mature person—some with people-management responsibilities; others that continue to focus on product design. These roles include the following:
UX Project Lead
Each of these UX professionals plays a specific role within an organization. For senior UX professionals, their quandary is to work out which role is required when and what role suits them best. Read More
Throughout my career as a user experience designer, I have continually asked myself three questions:
What should my deliverables be?
Will my deliverables provide clarity to me and their audience?
Where do my deliverables and other efforts fit within the spectrum of UX design?
I have found that, if I do not answer these questions prior to creating a deliverable, my churn rate increases and deadlines slip.
When attempting to answer the third question, I use a framework I discovered early in my career: The Five Competencies of User Experience Design.PDF This framework comprises the competencies a UX professional or team requires. The following sections describe these five competencies, outline some questions each competency must answer, and show the groundwork and deliverables for which each competency is responsible. Read More
Setting up a UX practice inside any organization—whether small or large—can be a challenge. As a UX leader, to ensure you keep the highest-performing individual contributors on your team, you should make sure they have a clear understanding of what they must do to expand their careers within your organization. While leaders often have a clear growth path inside a company, it is often less clear how individual contributors can nurture their professional career.
For example, in some companies, the only way to advance from an interaction designer, visual designer, UX researcher, or other individual-contributor discipline is to become a manager. But, for individual contributors whose talents are less as people managers and more as superstars in their discipline, who love what they’re doing, and who want to continue to be the best at what they do, their way forward is unclear. Read More