Hà Phan
@hpdailyrant
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If
#UX
is serious about building the right thing, it must be well versed in research & synthesis to guide its own idealism
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This is what I mean by leadership with ZERO principles. Imagine stealing from creatives and then claiming that perhaps they don’t need to exist anymore. What’s even more sickening is sycophants who applaud this.
OpenAI's Mira Murati: "some creative jobs maybe will go away, but maybe they shouldn't have been there in the first place"
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TikTok’s CEO post Congressional hearing. This guy is unflappable. If you compare him to Musk, then Musk is a man child.
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Experience is not about skills. Anyone can acquire skills. Experience is about having many frames of reference to inform your instincts when you’re taking a risk. It’s about knowing when to be patient and how to maximize your influence.
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I received this as part of my onboarding. I wish more companies would do this instead of giving you useless swag. This book is solid - well explained and laid out. Feels like a handbook for your job. It’s great to see that someone managed to explain stuff we’ve practiced.
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There’s this gap between strategy and design, where abstract thinking & problem framing takes place. It used to be filled by hard core UX’ers who translate mental models into system models. That skill is so fundamental, often missing, under appreciated and misunderstood.
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I always find it crazy when the C-suite goes on a retreat then comes back with a list of initiatives. It happens at every company. It’s like the people furthest away from the problem decides on what to build.
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I’ve always wanted to take a year off to pursue personal projects. I can afford several years. But I worry no one will hire me after.
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An engineer said yesterday that he appreciated the air gap I provide between our team and the org so that he never feels rushed and can do his best work.
Deadlines don’t produce great work. Purpose, clarity and empowering the team does.
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Biggest gap in skills for Product, UX and leadership is information architecture. Without information architecture you make decisions that lead to redundancies, enormous UX, tech and data debt. IA provides the foundation to good UX and scalability.
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About 7 years or so ago I noticed that UI folks outnumbered UX folks in the market. Now it’s the reverse. It’s hard to find people with good UI skills, people who can really nail the craft side, who zoom in at the 1000% level and can create the visual language for the platform.
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Welp, I have joined the
#GreatResignation
. I need time to recover from burnout & to be intentional about the next chapter. I’ve begun talking to a few companies. Interesting problems are more important than title. Will take some time to blog about my last 4 years.
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What I realized over the years is that I’ve been largely disappointed in tech leadership. Most of them don’t stand for anything. There is no courage, no principles, no values and worst of all, no reflection.
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When I worked at GoPro, many of the designers flowcharted systems - onboarding systems, edge cases around wireless control, cloud synching, and intersections between platforms (camera, mobile, cloud, desktop, etc). I’ve come to expect this level of thinking from designers.
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I wish more companies would do this. Think of all the $$$ the company would save by not having to maintain features w/minimal value. Think of the reduction to cognitive load for users not having to deal with “so whats.”
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It took me a long time to understand that it does you no good to point out things that are wrong or isn’t working in a company. Read that several times. The way I went about being influential is to show impact by proving out big bets, and/or to solve really hard problems.
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True story. When I was a UX designer a decade ago, I worked w/a PM who went through 4 UX Designers. I was the only one who lasted. During
#Halloween
I said to him, “Why don’t you dress up as a UX Designer since you pretend to be one year round.”
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Well… I will be headed to Zillow next as Principal Designer for the Design Tech and AI team. This is one of those jobs that you can make your own as you evolve process & practice. First time in a decade that I’ll work for a company on my same time zone.
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My pet peeve is designers who rush to high fidelity at early exploration and providing only 1 beautiful solution before fully understanding IA, requirements, scaling, behaviors, etc. This is the Dribbble-izatiom of Design. There is a lot of unlearning that designers need to do.
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This is disgusting. Any company that requires a candidate to do any take home exercise like this should pay them at least a week’s pay, as if they’re hiring a consultant at a rate double the hourly rate of the position, bc that’s what freelancers charge.
I recently interviewed at Eight Sleep and it was the most demanding take home I've ever had. Their brief: "Create an in-app experience for a new product, integrating the existing app and flagship product." Even linked their design system and font family to use.
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I’ve been seeing lots of designer portfolios where visual design is really lacking. These days, whatever version designer you’re calling yourself, you have to be able to execute polished visual design, you know, form follows function. That’s like the wax-on, wax-off part.
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Young designer: Is this it? The meetings, the OKRs, the talking about MVPs, metrics for the next 15, 20 years for values that are essentially “make money and hurt people?”
Me: Yeah that’s it.
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Design is an argument for how things should be. So a big part of a designer’s growth is to find their voice and make others believe it. Make sure it is not pure theatrics, but a sound argument that takes into consideration the risks, the outcome, values and counter arguments.
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When you’re joining a team that’s already built a thing from zero to one, never assume you know better than them. I don’t care if you’re a fucking genius. Stay humble and seek their context. You have to earn their trust.
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Today is my last day at Mural. I’m really going to miss my design team. Starting a new job at Ford on Mon as Experience Strategy Director for EV Charging. Brand new team. Wasn’t looking but simply an opportunity I couldn’t turn down. Love the message in this welcome package.
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That old adage “If I had asked people what they wanted, they would’ve said, ‘faster horses” doesn’t mean not to talk to users, but to understand their motivation. The motivation here is that people wanted to get to their destination faster. Design to the motivation not the need.
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As a product leader, I try to make PMs think more like a UX Designer and information architect. As a design leader, I try to make my designers to think more like PMs.
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Hey guys. Give me a like or respond to this tweet. I’m running a test.
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Information architecture is a skill that I often find missing in Product and UX. People understand it at the basic level of navigation, or within their walled gardens, but they don’t get the micro context behaviors, of carrying intent and capturing that data across the platform.
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This a.m. I updated my profile with “cancer survivor.” The dark moments I kept to myself, the science of robotic surgery, the humanity of care, the first moments home when I sat in the sun, being the living proof as an outlier... These have all become a part of my story.
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What if Product is actually part of Design org? Product would actually report into a Design leader. It’s like the rebranding of UX, but a lot more (such as biz outcomes). It’s not just changing job titles. It would force Product to understand IA & conceptualize systems.
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This is amazing. Some solid research work. THIS is UX.
I’m going to geek out on this thread more than normal b/c new Science paper is WTF bananas awesome, and I don’t want it to get lost in the news cycle. In criminal justice policy, there’s a bad habit of solving problems by increasing punishment. 1/
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People don’t understand that it requires a great deal of discipline to design super simple experiences . When this experience is successful, then everyone attempts to hang more baubles on it. By doing so they add bloat and complexity. They kill its magic.
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A team who understands the problem deeply and can map behaviors from a system point of view will always see 10 steps ahead. A team who only sees features has only a task list and no vision.
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Today is my first day at Mural. My role is Dir of Design, Personalization. I’m back on the design side but still working on a data product.
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This is probably going to get me in trouble, but a functional prototype is probably worth more than 100 brainstorming / design thinking workshops, but this is only possible if design & engineering collaborate more fluidly.
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Me most days:
- Why?
- Tell me your hypothesis
- I don’t understand. Please explain.
- What’s the actionable outcome?
- What’s first?
- What’s the trade offs?
- How can we help?
- Was I too direct?
- How’s the team’s morale?
- This might be cool, but a distraction
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A lot of people asked me why I went back to being an IC.
1. About same pay, less stress
2. I hate admin people management work
3. The Principal role is the best role to drive strategy if the co. has innovation culture, and if you trust your manager, it’s a great place to be.
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Sometimes I think my job is to create artifacts and go to meetings to explain everything 10 times and then co-create with people only to arrive exactly at the recommendation I made over a month ago.
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I saw this at Home Depot today. It’s a standing work table and built like a work bench with drawers and it’s on wheels. It’s $300. Seriously want to buy it and use it as my work desk.
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What is this thing where PMs present designers’ work at meetings w/execs? That is not ok. People should present their own work.
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This is bc Apple’s mindset and culture is design-centered vs Google’s culture is engineering-centered. Steve Jobs always told the story around the user/customer, not the capability.
Apple’s ability to tell a clear story about how they will help normal people like you get stuff done is night and day compared to Google.
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Being a good system thinker requires exposure to different models of complex systems, which is why I always say that you can teach people methods & skills, but you can’t teach people to connect the dots they cannot yet see.
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2 things I see a lot w/designers. Conquering these 10x impact.
1. They lack confidence to lead/drive. In some cases, the designer is a better strategic thinker than the PM, yet they wait for permission.
2. They can’t translate their intuition into biz framing or hypotheses.
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A designer on my search team used to say that the level of fidelity in the design is based on the question that you want to ask. I thought that was brilliant. The artifact is a way to focus the conversation.
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A designer came to me asking how to work with her new Associate level PM and where the boundaries are. to be honest, there are areas of overlap based on the expertise of the PM and designer. To be honest, I told her to backseat product manage her PM. Here's my response...
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Heard this quote yesterday: “Don’t trust my map. Trust my compass, my values.” I think the mistake that leaders make is that they try to work on the perfect map, but really, people will trust you bc of your clear compass, then you let people help you find the way.
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My premise has always been fuck the frameworks, the how-tos, the silos, the process, etc, develop good thinking skills to ask & demonstrate good questions and build healthy teams so that you can learn together & from each other. Then you can attack any problem.
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There are different kinds of debt in a software company: Tech debt, data debt, UX debt, operational debt, culture and human debt (which shows up as attrition). All of these have hidden or delayed costs, which grinds everything down and impedes growth.
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Good research doesn’t necessarily translate to good product. A novice will mistaken an extensibility problem for a need for new features or new product. Adding features without a plan to scale the system or connect the dots with data is essentially multiplying UX debt.
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A sign of maturity in your career is that you can unblock problems for yourself and for others. The more complex, the harder it is to unblock, and the key to unblock is often human relationships, communication and critical thinking. This is why complaining gets you nowhere.
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I’ve had these practices for most of my career, and they are:
- Never turn down an opportunity to interview.
- Put yourself in impossible situations where you’re forced to learn.
- You should have at least 1 case study every 2 years.
- Document your case studies as you go.
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If the entire job is getting more water into a leaky bucket at a faster pace, I’m out. I’d much prefer to build a better bucket.
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I think corporate culture encourages performative smartness. I really hate that shit. I can be the most quiet person at meetings. I believe in intentional show over tell.
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I repeat, “There is no such thing as knowing all the requirements before you begin designing.”
Good user research should highlight the biggest needs, but there’s no such thing as knowing all requirements before you begin designing. Co-designing or reviewing early concepts with users & experts helps clarify & build upon initial requirements.
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There are some awesome designers out there doing PM work and carrying the team, but they rarely get credit for it.
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As someone who is completely self taught, I wonder if anyone can teach you UX. Someone can teach you craft, usability testing, etc. But they can’t teach you how to discover better questions, how to work w/people, who you should bet on, how to make sense of complexity,
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Product Management is really a thought leadership role. You have to lay the foundation for decision making and prioritization. If you don’t clearly know your whys and the context from which you steer, you’re just floundering around.
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I don’t know how it is for others, but having led Product for a few years now, my perspective is you improve product experience by making engineers care about the UX. When engineers care about the UX, then designers better bring their game.
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My goal is to remove as much UI as possible. The more UI you have the more decisions users have to make. Sometimes you hear the argument that “it doesn’t hurt,” but the useless features take away from the usefulness of the experience because they add cognitive noise.
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You know what I can’t stand? Indecision. Indecision often looks like bureaucracy — lots of meetings & activities that lead to no additional clarity. Indecision to me demonstrates lack of conviction, vision and inertia. When leaders are decisive their teams have a lot of clarity.
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I’ve been recruited for several design leadership roles and a few look interesting but require a portfolio and I ain’t got time for that.
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A designer friend told me that many designers in his co. cannot map a customer journey. If you can’t do that, then that means you don’t truly understand UX, that you can’t articulate context & intent from various touch points, and that you likely can only solve local requirements
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I keep hearing from designers - that PMs send them wire frames without research and expect them to start the Figma work. If this happened to me, I’d reground the problem, rewrite or vet the business brief, and start discovery as if the wire frames didn’t exist.
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Someone on my team said, “I just want to make good things with good people.” This is all I ever wanted. Hearing this warms my heart.
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I saw this video where a female social worker became a certified mechanic at 38, bc thru her social work, she saw that so many of her low income clients had broken down cars. So she started a non-profit to provide car repairs for low income folks. Research creates conviction.
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Prototype a lot, learn how to conduct your own research, learn to distill insights from data and behaviors. That’s it. Build to learn and build to ask questions yield a lot more clarity than decks.
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My mother complains that it is getting more difficult for her to manage her own healthcare bc “everything now is self serve.” Software doesn’t replace the care of real humans especially when patients are in cognitive decline or in a vulnerable state.
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Design is the first visual evidence of strategy or lack thereof.
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What frustrates me is often people only see the UI. It’s irresistible. But it’s the information architecture and engine underneath that makes something useful. Just bc you have UI doesn’t mean you have a product.
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So I have 3/4 of lung capacity, bc I had part of my lung removed last year due to cancer. You’re not wearing a mask to protect yourself. You’re wearing one to protect people like me. It’s not political. It’s about being a decent human being.
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CT Scan is clean. Third year cancer free. It’s not a big deal anymore, but it makes me pause and appreciate life.
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“There is a form of agile that is practiced in many companies that is complete bullshit.” It’s not agile. It’s a new form of waterfall.
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A lot of people asked me why I left Ford:
- Our org was not positioned to thread the needle to value.
- Massive bureaucracy & inefficient from every angle
- Too many “lifers”
- Completely underwhelmed by the team’s leadership
- Too much theater
- Massive tech debt
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Something I wished I learned when I was younger and that is - communicate positively. That doesn’t mean you kiss ass, but it does mean you assume good intent, clarify vs doubt, provide solutions over problems. It means you re-articulate the position to prove or disprove.
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Sometimes I think UX’ers are like PMs who lacks visibility on biz & strategy insights and PMs are biz people w/amateur UX skills. Don’t @ me.
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Amazon got hacked. Hackers are adding Amazon Hub Centers to your addresses to ship things to. I discovered one on my addresses. Remove any addresses you don’t recognize.
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I don’t know about you guys but I’m exhausted. I’m barely hangin on. People say, “Take the next 4 days to recharge.” Heck, I feel like I need 4 weeks or 4 months.
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We often view UX through the lens of efficiency, usability and aesthetics, but perhaps the best UX is to enable humans to be the best humans.
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This woman talks through how she taught her son how to clean the toilet. In essence she taught him how to think about how the space is used by different people. This whole process is UX thinking. I’m not joking.
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I’ve been studying the UX of hospitals - the procedures, workflows, instruments & patient care. Frankly I’m amazed. The best UX is the human touch & connection. We’ve forgotten promoting human behaviors like caring and compassion in an authentic way.
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I’m so fucking tired. I’m tired of the monotony of pandemic life, tired of hate crimes, tired of modeling good values as a leader. Most of all I’m fucking tired of stupid people. The sheer amount of energy spent to combat stupidity is astounding.
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There’s 2 types of work:
1. There’s work that rewards you.
2. There’s work that changes you.
My focus is always
#2
. I want work that is meaningful, leaves me wondering at the end of the day. Work that makes me feel small in the vastness of the dots I’m trying to connect.
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Why does every company think it’s at the center of the user’s universe? We are at best, a screwdriver in the user’s toolbox and not in that top tray either.
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We used to run this quarterly survey within my product teams. The survey had 4 q’s. Answers were a range.
- Are we adequately staffed?
- Are you proud of what we’re building?
- Are you clear on our mission?
- Do you feel valued?
The team would get together to discuss the results
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The biggest myth people have about confidence is that confident people know all the answers. That’s not what confidence is about. Confidence is feeling comfortable in that pocket of uncertainty, knowing you will find clarity by conquering one question at a time.
#criticalthinking
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I’ve been remote even before COVID & something I noticed is that the companies that do remote well know how to communicate, manage, & work asynchronously. Autonomy, transparency and intentionality are requirements for remote. That’s just good management but amplified for remote.
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Me: Why is it so hard for designers to work in low-fi?
Designer: The fidelity of the artifact should match the feedback they’re looking for.
Me: Low-fi enables you to quickly define trade offs for IA, jobs of each “pane,” the complexity of flows based on prioritization.
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I’m losing my religion. My friends asked me the other day about how I felt about tech and I said, “It doesn’t matter. All of it. Everything is capitalism. There is no idealism. Don’t delude yourself that you’re doing anything impactful.”
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After reviewing my presentation, my boss said, “This is why I hired you. So you can teach others how you work.”
It’s really nice to just do the thing you were always meant to do without fighting to do the right thing.
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I’ve done this enough where I know that teams get killed by lack of focus. When companies try to do too much all at once, they get a lot of nothing potatoes. Teams get burnt out purely from context switching, planning, alignment & figuring out dependencies.
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I gave notice last week at Ford. Was not a good fit. Excited for the next thing. More to come.
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