Friday, February 19th, 2021
Thursday, October 1st, 2020
I’ll be moderating this online panel next week with Emma Boulton, Holly Habstritt Gaal, Jean Laleuf, and Lola Oyelayo-Pearson.
I’m looking forward to it! Come along if you’re interested in the future of design teams.
What will the near-future look like for design teams? Join us as we explore how processes, team structures and culture might change as our industry matures and grows.
Monday, April 6th, 2020
I wrote something recently about telling the story of performance. Sue Loh emphasis the importance of understanding what makes people tick:
Performance engineers need to be an interesting mix of data-lovers and people-whisperers.
Wednesday, April 1st, 2020
Working in a big organization is shocking to newcomers because of this, as suddenly everyone has to be consulted to make the smallest decision. And the more people you have to consult to get something done, the more bureaucracy exists within that company. In short: design systems cannot be effective in bureaucratic organizations. Trust me, I’ve tried.
Who hurt you, Robin?
Thursday, May 9th, 2019
I used to get really down when people left. Over time I’ve learned not to take it as such a bad thing. I mean, of course it’s sad when someone moves on, but for them, it’s exciting. And I should be sharing in that excitement, not putting a damper on it.
Besides, people tend to stay at Clearleft for years and years—in the tech world, that’s unheard of. So it’s not really so terrible when they decide to head out to pastures new. They’ll always be Clearlefties. Just look at the lovely parting words from Harry, Paul, Ellen, and Ben:
Working at Clearleft was one of the best decisions I ever made. 6 years of some work that I’m most proud of, amongst some of the finest thinkers I’ve ever met.
(Side note: I’ve been thinking about starting a podcast where I chat to ex-Clearlefties. We could reflect on the past, look to the future, and generally just have a catch-up. Would that be self indulgent or interesting? Let me know what you think.)
So of course I’m going to miss working with Danielle, but as with other former ‘lefties, I’m genuinely excited to see what happens next for her. Clearleft has had an excellent three years of her time and now it’s another company’s turn.
In the spirit of “one door closes, another opens,” Danielle’s departure creates an opportunity for someone else. Fancy working at Clearleft? Well, we’re looking for a head of front-end development.
Do you remember back at the start of the year when we were hiring a front-end developer, and I wrote about writing job postings?
My first instinct was to look at other job ads and take my cue from them. But, let’s face it, most job ads are badly written, and prone to turning into laundry lists. So I decided to just write like I normally would. You know, like a human.
That worked out really well. We ended up hiring the ridiculously talented Trys Mudford. Success!
So I’ve taken the same approach with this job ad. I’ve tried to paint as clear and honest a picture as I can of what this role would entail. Like it says, there are three main parts to the job:
- business support,
- technical leadership, and
- professional development.
Now, I could easily imagine someone reading the job description and thinking, “Nope! Not for me.” Let’s face it: There Will Be Meetings. And a whole lotta context switching:
Within the course of one day, you might go from thinking about thorny code problems to helping someone on your team with their career plans to figuring out how to land new business in a previously uncharted area of technology.
I can equally imagine someone reading that and thinking “Yes! This is what I’ve been waiting for.”
I can picture a few scenarios where this role could be the ideal career move…
Suppose you’re a lead developer at a product company. You enjoy leading a team of devs, and you like setting the technical direction when it comes to the tools and techniques being used. But maybe you’re frustrated by always working on the same product with the same tech stack. The agency world, where every project is different, might be exactly what you’re looking for.
Or maybe you’re an accomplished and experienced front-end developer, freelancing and contracting for years. Perhaps you’re less enamoured with being so hands-on with the code all the time. Maybe you’ve realised that what you really enjoy is solving problems and evaluating techologies, and you’d be absolutely fine with having someone else take care of the implementation. Moving into a lead role like this might be the perfect way to make the best use of your time and have more impact with your decisions.
You get the idea. If any of this is sounding intriguing to you, you should definitely apply for the role. What do you have to lose?
Also, as it says in the job ad:
If you’re from a group that is under-represented in tech, please don’t hesitate to get in touch.
Monday, October 15th, 2018
Tuesday, July 10th, 2018
I really, really like the way that this straightforward accessibility guide is subdivided by discipline. As Maya wrote in the blog post announcing its launch:
Each person on a team, whether you’re a manager, designer, or developer, has a role to play. Your responsibilities are different depending on your role. So that’s how we structured the guide, with a separate section for each of five roles:
- Product management
- Content design
- UX design
- Visual design
- Front-end development
Tuesday, May 29th, 2018
The transcript of a talk that is fantastic in every sense.
Fans are organised, motivated, creative, technical, and frankly flat-out awe-inspiring.
Saturday, May 19th, 2018
Susan writes about the challenges when trying to get widespread adoption of a design system. Spoiler: the challenges aren’t technical.
Change is hard. Communication and collaboration are absolutely necessary to make a system work. And the more people you can get involved from various disciplines the better chance you have of maintaining your system.
Tuesday, April 3rd, 2018
Navigating Team Friction by Lara Hogan
Lara started as a developer, and then moved into management. Now she consults with other organisations. So she’s worked with teams of all sizes, and her conclusion is that humans are amazing. She has seen teams bring a site down; she has seen teams ship amazing features; she has seen teams fall apart because they had to move desks. But it’s magical that people can come together and build something.
Bruce Tuckman carried out research into the theory of group dynamics. He published stages of group development. The four common stages are:
- Forming. The group is coming together. There is excitement.
- Storming. This is when we start to see some friction. This is necessary.
- Norming. Things start to iron themselves out.
- Performing. Now you’re in the flow state and you’re shipping.
So if your team is storming (experiencing friction), that’s absolutely normal. It might be because of disagreement about processes. But you need to move past the friction. Team friction impacts your co-workers, company, and users.
An example. Two engineers passively-aggressively commenting each other’s code reviews; they feign surprise at the other’s technology choices; one rewrites the others code; one ships to production with code review; a senior team member or manager has to step in. But it costs a surprising amount of time and energy before a manager even notices to step in.
The Hulk gets angry. This is human. We transform into different versions of ourselves when we are overcome by our emotions.
Lara has learned a lot about management by reading about how our brains work. We have a rational part of our brain, the pre-frontal cortex. It’s very different to our amygdala, a much more primal part of our brain. It categorises input into either threat or reward. If a threat is dangerous enough, the amygdala takes over. The pre-frontal cortex is too slow to handle dangerous situations. So when you have a Hulk moment, that was probably an amygdala hijack.
We have six core needs that are open to being threatened (leading to an amygdala hijacking):
- Belonging. Community, connection; the need to belong to a tribe. From an evolutionary perspective, this makes sense—we are social animals.
- Improvement/Progress. Progress towards purpose, improving the lives of others. We need to feel that we do matters, and that we are learning.
- Choice. Flexibility, autonomy, decision-making. The power to make decisions over your own work.
- Equality/Fairness. Access to resources and information; equal reciprocity. We have an inherent desire for fairness.
- Predictability. Resources, time, direction future challenges. We don’t like too many surprises …but we don’t like too much routine either. We want a balance.
- Significance. Status, visibility, recognition. We want to feel important. Being assigned to a project you think is useless feels awful.
Those core needs are B.I.C.E.P.S. Thinking back to your own Hulk moment, which of those needs was threatened?
We value those needs differently. Knowing your core needs is valuable.
Lara has seen the largest displays of human emotion during something as small as moving desks. When you’re asked to move your desk, your core need of “Belonging” may be threatened. Or it may be a surprise that disrupts the core need of “Improvement/Progress.” If a desk move is dictated to you, it feels like “Choice” is threatened. The move may feel like it favours some people over others, threatening “Equality/Fairness.” The “Predictability” core need may be threatened by an unexpected desk move. If the desk move feels like a demotion, your core need of “Significance” will be threatened.
We are not mind readers, so we can’t see when someone’s amygdala takes over. But we can look out for the signs. Forms of resistance can be interpreted as data. The most common responses when a threat is detected are:
- Doubt. People double-down on the status quo; they question the decision.
- Avoidance. Avoiding the problem; too busy to help with the situation.
- Fighting. People create arguments against the decision. They’ll use any logic they can. Or they simply refuse.
- Bonding. Finding someone else who is also threatened and grouping together.
- Escape-route. Avoiding the threat by leaving the company.
All of these signals are data. Rather than getting frustrated with these behaviours, use them as valuable data. Try not to feel threatened yourself by any of these behaviours.
Open questions are powerful tool in your toolbox. Asked from a place of genuine honesty and curiosity, open questions help people feel less threatened. Closed questions are questions that can be answered with “yes” or “no”. When you spot resistance, get some one-on-one time and try to ask open questions:
- What do you think folks are liking or disliking about this so far?
- I wanted to get your take on X. What might go wrong? What do you think might be good about it?
- What feels most upsetting about this?
You can use open questions like these to map resistance to threatened core needs. Then you can address those core needs.
This is a good time to loop in your manager. It can be very helpful to bounce your data off someone else and get their help. De-escalating resistance is a team effort.
Listen with compassion, kindness, and awareness.
- Reflect on the dynamics in the room. Maybe somebody thinks a topic is very important to them. Be aware of your medium. Your body language; your tone of voice; being efficient with words could be interpreted as a threat. Consider the room’s power dynamics. Be aware of how influential your words could be. Is this person in a position to take the action I’m suggesting?
- Elevate the conversation. Meet transparency with responsibility.
- Assume best intentions. Remember the prime directive. Practice empathy. Ask yourself what else is going on for this person in their life.
- Listen to learn. Stay genuinely curious. This is really hard. Remember your goal is to understand, not make judgement. Prepare to be surprised when you walk into a room. Operate under the assumption that you don’t have the whole story. Be willing to have your mind changed …no, be excited to have your mind changed!
This tips are part of mindful communication. amy.tech has some great advice for mindful communication in code reviews.
Mindful communication won’t solve all your problems. There are times when you’ll have to give actionable feedback. The problem is that humans are bad at giving feedback, and we’re really bad at receiving feedback. We actively avoid feedback. Sometimes we try to give constructive feedback in a compliment sandwich—don’t do that.
We can get better at giving and receiving feedback.
Ever had someone say, “Hey, you’re doing a great job!” It feels good for a few minutes, but what we crave is feedback that addresses our core needs.
|General||Specific and Actionable|
The feedback equation starts with an observation (“You’re emails are often short”)—it’s not how you feel about the behaviour. Next, describe the impact of the behaviour (“The terseness of your emails makes me confused”). Then pose a question or request (“Can you explain why you write your emails that way?”).
observation + impact + question/request
Ask people about their preferred feedback medium. Some people prefer to receive feedback right away. Others prefer to digest it. Ask people if it’s a good time to give them feedback. Pro tip: when you give feedback, ask people how they’d like to receive feedback in the future.
Prepare your brain to receive feedback. It takes six seconds for your amygdala to chill out. Take six seconds before responding. If you can’t de-escalate your amygdala, ask the person giving feedback to come back later.
Think about one piece of feedback you’ll ask for back at work. Write it down. When your back at work, ask about it.
You’ll start to notice when your amygdala or pre-frontal cortex is taking over.
Talking one-on-one is the best way to avoid team friction.
Retrospectives are a great way of normalising of talking about Hard Things and team friction.
It can be helpful to have a living document that states team processes and expectations (how code reviews are done; how much time is expected for mentoring). Having it written down makes it a North star you can reference.
Mapping out roles and responsibilities is helpful. There will be overlaps in that Venn diagram. The edges will be fuzzy.
What if you disagree with what management says? The absence of trust is at the centre of most friction.
|Commit||Mature and Transparent||Easiest|
|Don’t Commit||Acceptable but Tough||Bad Things|
Practice finding other ways to address B.I.C.E.P.S. You might not to be able to fix the problem directly—the desk move still has to happen.
But no matter how empathic or mindful you are, sometimes it will be necessary to bring in leadership or HR. Loop them in. Restate the observation + impact. State what’s been tried, and what you think could help now. Throughout this process, take care of yourself.
Remember, storming is natural. You are now well-equipped to weather that storm.
Monday, March 19th, 2018
For any single scenario you can name it’ll be easier to create a process for it than build a culture that handles it automatically. But each process is a tiny cut away from the freedom that you want your team to enjoy.
Wednesday, December 6th, 2017
A great in-depth report from Alice on creating, running, and most importantly, selling an in-house design system. This makes a great companion piece to her Patterns Day talk.
Where internal teams seem to go wrong is not appreciating that the thing they’re building is still a product and so it needs to compete with other products on the market.
Thursday, September 14th, 2017
In my experience, “full-stack developers” always translates to “programmers who can do frontend code because they have to and it’s ‘easy’.” It’s never the other way around. The term “full-stack developer” implies that a developer is equally adept at both frontend code and backend code, but I’ve never in my personal experience witnessed anyone who truly fits that description.
Thursday, March 5th, 2015
The most ambitious project from Archive Team yet: backing up the Internet Archive.
We can do this, people! Moore’s Law and all that.
Wednesday, January 28th, 2015
Tuesday, October 7th, 2014
What a fantastic collection of creators!
Saturday, February 1st, 2014
Such a classic game, well worth playing again.
Tuesday, August 13th, 2013
See that helmet? That’s my helmet. Jim borrowed it for this video.
And now I think that the Future Friendly posse has a theme song.
Wednesday, March 21st, 2012
Jason’s rip-roaring presentation from Defcon last year.
Tuesday, July 12th, 2011
The Deatchwatch page on the Archive Team website makes for depressing reading, filled as it is with an ongoing list of sites that are going to be—or have already been—shut down. There are a number of corporations that are clearly repeat offenders: Yahoo!, AOL, Microsoft. As Aaron said last year when speaking of Museums and the Web:
Whether or not they asked to be, entire communities are now assuming that those companies will not only preserve and protect the works they’ve entrusted or the comments and other metadata they’ve contributed, but also foster their growth and provide tools for connecting the threads.
These are not mandates that most businesses take up willingly, but many now find themselves being forced to embrace them because to do otherwise would be to invite a betrayal of the trust of their users, from which they might never recover.
But occasionally there is a glimmer of hope buried in the constant avalanche of shit from these deletionist third-party custodians of our collective culture. Take Google Video, for example.
Earlier this year, Google sent out emails to Google Video users telling them the service was going to be shut down and their videos deleted as of April 29th. There was an outcry from people who rightly felt that Google were betraying their stated goal
to organize the world‘s information and make it universally accessible and useful. Google backtracked:
Google Video users can rest assured that they won’t be losing any of their content and we are eliminating the April 29 deadline. We will be working to automatically migrate your Google Videos to YouTube. In the meantime, your videos hosted on Google Video will remain accessible on the web and existing links to Google Videos will remain accessible.
This gives me hope. If the BBC wish to remain true to their mission to
enrich people’s lives with programmes and services that inform, educate and entertain, then they will have to abandon their plan to destroy 172 websites.
There has been a stony silence from the BBC on this issue for months now. Ian Hunter—who so proudly boasted of the planned destruction—hasn’t posted to the BBC blog since writing a follow-up “clarification” that did nothing to reassure any of us.
It could be that they’re just waiting for a nice quiet moment to carry out the demolition. Or maybe they’ve quietly decided to drop their plans. I sincerely hope that it’s the second scenario. But, just in case, I’ve begun to create my own archive of just some of the sites that are on the BBC’s death list.
By the way, if you’re interested in hearing more about the story of Archive Team, I recommend checking out these interviews and talks from Jason Scott that I’ve huffduffed.