How Elle Designs for Humans
Every project is different – that’s what the last decade has taught me. They have ranged from 24 hour hackathon projects, large scale efforts, two-week sprint initiatives, a new checkbox or dropdown selector added to the product, or a prototyped new feature trying to get stakeholder buy-in. No matter what shape or form the end result has taken, the process to get there is something I’ve stayed true to.
The Process
The Problem
Starting with the "Why"
Through research, we can attempt to answer these questions. Using these questions as a guide or a north-star, we can save time and money through the power of just sticking to answering these at first. Sometimes, as I’ve experienced, we can’t talk to real users. Internal stakeholders might be really hush-hush about a feature or there’s not enough time and we need get a fix out fast. This is where the power of Secondary Research comes into play. We can use knowledge we’ve already gained from past projects, watch YouTube videos of users using an existing, potentially competing products, we can understand industry patterns used in similar situations, or use that fine-tuned gut of ours. It’s not always an ideal situation, but it does provide a strong foundation where if we do get a chance to speak and interact with real users, we can skip the basics and really dig into our problem. On one project, I took myself to a Crossfit class so that when I did get to interview Crossfit gym owners, we could jump right into the more complex topics and be able to speak the same language.
Secondary Research
Through research, we can attempt to answer these questions. Using these questions as a guide or a north-star, we can save time and money through the power of just sticking to answering these at first. Sometimes, as I’ve experienced, we can’t talk to real users. Internal stakeholders might be really hush-hush about a feature or there’s not enough time and we need get a fix out fast. This is where the power of Secondary Research comes into play. We can use knowledge we’ve already gained from past projects, watch YouTube videos of users using an existing, potentially competing products, we can understand industry patterns used in similar situations, or use that fine-tuned gut of ours. It’s not always an ideal situation, but it does provide a strong foundation where if we do get a chance to speak and interact with real users, we can skip the basics and really dig into our problem. On one project, I took myself to a Crossfit class so that when I did get to interview Crossfit gym owners, we could jump right into the more complex topics and be able to speak the same language.
Primary Research
Speaking of interviewing real users, this is the fun part! As designers, sometimes we can insert our pain points or needs into the problem and solve for that. This especially happens when we, ourselves, are current users of a product or software. Getting the opportunity to speak to real users can break the assumptions you might have had going into it. Having open and honest conversations about the problem and understanding how it impacts a variety of people helps us design a solution that helps a variety of people. (See what I did there?) Walking a mile in the user’s shoes:
- Going to that Crossfit gym and seeing how using a phone with shaky, sweaty hands doesn’t allow for micro-gestures.
- Having to book a scooter in the pouring down rain makes you want the process as fast as possible.
- Seeing how many patients a nurse has to administer meds to in a single day will make you want to utilize bulk options or prioritize to-do lists.
Not every project has the budget, timeline, or access to users that allows for this, but it’s pretty incredible when it does. Putting it all together Once we have all of these data points, there’s so many ways to to organize the information. We can build a:
- Competitive Analysis
- UX Audit of existing solution (if this exists)
- Thematic Analysis
- Affinity Mapping
- Empathy Map
- User Persona
Just as we have our original problem in mind, we now also have more tools in our tool belt and our north star becomes even brighter and easier to follow. Every step of the design process, we can turn back to our user persona(s) and constantly ask if we’re solving for “Gerrie’s” pain point.
Design, Iterate, Test
From here, we’re gonna enter into a cycle of:
- Design
- Iterate
- Test
- Design
- Iterate
- Test
- ...
In my opinion, the moment you stop iterating is the day your competitor wins and your users lose out. As designers, we have the unique opportunity to change the world and better people’s lives through the rectangles we move around on the screen... I think that’s pretty awesome.
To me, a results-driven culture signifies a focus on outcomes and the tangible impact of one’s efforts rather than merely the processes or effort expended. It’s about achieving meaningful goals that align with the organization’s mission and vision, while also being adaptable and agile in the methods used to achieve those results. Measuring my own success in such an environment involves a multi-faceted approach:
- Clear Objectives: At the outset of any project or initiative, I set clear, SMART (Specific, Measurable, Achievable, Relevant, Time-bound) objectives. This ensures that both I and the team have a clear understanding of what success looks like.
- Feedback Loops: Regular check-ins with stakeholders, peers, and team members help gauge progress and make necessary adjustments. Feedback, both positive and constructive, is invaluable in steering towards desired outcomes.
- Quantitative Metrics: I rely on data-driven insights to evaluate the success of a project. This could be in the form of key performance indicators (KPIs), user engagement metrics, conversion rates, or any other relevant measures that indicate whether the objectives are being met.
- Qualitative Assessment: Beyond numbers, it’s crucial to gauge the quality of outcomes. This includes factors like user satisfaction, team morale, and stakeholder contentment.
- Continuous Learning:For me, success is also about growth and learning. Every project, whether it achieves its objectives flawlessly or faces challenges, offers lessons. I always take the time to reflect on these lessons to continually improve.
In any results-driven culture, I believe that my proactive approach to setting clear objectives, constant evaluation, and continuous learning would align well, ensuring that I contribute effectively to the organization’s goals.
Whenever I’ve joined a new team, earning the trust of my colleagues has always been a top priority. Here’s what I’ve done:
- Listening Actively: Before making any changes or suggestions, I spend time actively listening to team members. By understanding their perspectives, concerns, and aspirations, I demonstrate genuine interest in their opinions and show that I value their expertise.
- Consistent Deliverables: I make sure to consistently deliver on my promises and meet deadlines. By showing that I can be counted on to complete tasks and projects as expected, I establish reliability.
- Open Communication: I believe in transparent communication. Whether it’s good news or challenges, I share it promptly with the team. This open dialogue ensures that everyone is on the same page and fosters an environment of mutual respect.
- Asking for Feedback: I actively seek feedback on my work and approach. By showing that I’m open to critique and willing to adapt, I demonstrate humility and a commitment to continuous improvement.
- Supporting Others: Whenever possible, I extend my support to team members, be it by helping with a task, offering a listening ear, or collaborating on a project. By doing so, I show that I’m not just there for my own objectives but for the success of the team as a whole.
- Admitting Mistakes: No one is perfect, and I’m no exception. When I make a mistake, I own up to it, apologize if necessary, and most importantly, take corrective actions. This shows that I’m accountable and human, which goes a long way in building trust.
Through these methods, I aim to demonstrate my commitment, reliability, and collaborative spirit, gradually earning the trust and respect of my peers.
Throughout my career, I have always valued and championed diversity, understanding that true innovation and growth stem from a mixture of perspectives, experiences, and backgrounds. In my previous roles, I’ve taken several proactive steps to promote inclusivity:
- Cultural Celebrations: I initiated monthly cultural celebration days, where team members shared stories, foods, and traditions from their backgrounds. This not only fostered understanding but also built a sense of community and appreciation.
- Inclusive Feedback Channels: Recognizing that people communicate differently based on their cultural and personal backgrounds, I implemented multiple feedback mechanisms, such as anonymous surveys, open forums, and one-on-one check-ins, ensuring all voices were heard and valued.
- Collaborative Workshops: I organized team-building workshops focusing on topics like unconscious bias, cross-cultural communication, and inclusive leadership. These sessions were instrumental in raising awareness and equipping the team with tools to foster a more inclusive environment.
- Flexible Working Hours: Understanding that we had team members across various time zones and with different personal commitments, I advocated for and implemented flexible working hours, ensuring everyone could maintain a work-life balance while contributing effectively to the team.
- Mentorship Programs: I introduced a mentorship program where seasoned team members were paired with newer ones, ensuring the latter felt supported, understood, and had someone to guide them through their initial phases.
Inclusion is not just a buzzword for me; it’s a principle I live and work by. I’m always eager to learn from and contribute to diverse cultures, ensuring every team member feels valued, heard, and empowered.
Absolutely, managing operations on a creative and design team is not only an area of expertise for me but also a passion. Over the past 10 years, I have had the privilege to oversee operations for several design teams, ensuring that projects are executed efficiently, resources are allocated effectively, and that the team remains inspired and aligned with the organization’s goals. I’ve implemented processes to foster creativity while meeting deadlines, streamlined communication between designers and other departments, and ensured that our creative outputs always meet the highest standards. I believe that behind every great design team is a strong operational backbone, and I pride myself on being able to provide that structure while nurturing the creative spirit.
Yes, I have extensive experience with several project management software platforms. Over the past 10 years, I’ve utilized tools such as Trello, Asana, JIRA, and Monday.com for various projects. My experience spans from creating task boards, setting priorities, and assigning tasks, to tracking progress and ensuring timely completion of milestones. Additionally, I’ve integrated these tools into cross-functional team workflows, ensuring clear communication and efficient collaboration across teams.