- Here are some tools – go do work that you are proud of
- There’s a difference btweeen feels risky and is risky – the riskiest thing you can do is make average stuff for average people and pith it to the masses
Don’t let anyone else tell you what you are capable of. Their views of what a person should be – unconscious bias
You have to have a bhag but you also need to know that it’s not going to go exactly as planned
The ambition that pushes forward realises success regardless of the path
Perspective – what you see will change depending on where you physically and metaphorically are – and your perspective is going to change over time
Warning: Treturous, steep, The path is not maintained – this sign will show up multiple times for you in your journey.
Anything that’s worth doing is going to be hard
This is not a checklist – no clear trail of how you get up the hill. But that doesn’t mean that you shouldn’t review what’s happened in the past to learn from it
Who’s tried it before, why did that fail – this doesn’t mean that it won’t succeed in the future – but you have to understand the past
Pay it forward (parents) – rocks (markers) to guide you from those who’ve tread before
Seek advice and mentors – there are so many mistakes you can avoid
When you are first learning a new skill it’s thrilling, but when you are comfortable, you’re in a plateau and that’s the most dangerous part
When you get to the top of the peak – you’ll notice that there are many other greater peaks around
Use the trail as a guide – not guardrails
- Overwhelm is about shame.
- Drinking from a firehouse is a really bad way to get hydration
- I erect my own boundaries
- You must construct your time in order to do important work
The worlds worst boss – is you
A choice about your time and effort made due to insufficiency is a bad choice
focussing on the hard work (and creating the asset that may not be valuable yet) will become far more rewarding and useful than consistently putting in the long work of the extra hour
Be a professional, consistent – know what your hand washing is
Thinking clearly and strategically allows you to focus on which clients to hire and which to fire when undertaking the hard work
You don’t want the drill, you want the hole. But you don’t actually want the hole, you want a place to put the expansion bit. But you don’t actually want that, you want to put up a shelf. But you don’t actually want that, you want the feeling you’ll get from when your partner is grateful to you for cleaning things up
How might we make things better, by making better things
First you might define your smallest viable audience and test like crazy to ensure they love what you are doing
What keeps us from starting is the idea that we are not as good as we think we are – that when we have defined our smallest audience, if we are rejected by them – it hurts. Living with that fear is the hard work of a professional
Empathy is hard because people are difficult – they don’t want what you want, they don’t think what you think, they don’t believe what you believe – and you want to serve them
stop asking what do you need and start being specific about what you do
Apply constraints to arrive at a minimum viable audience
If you’re drowning – you’re a lousy lifeguard (you’ve got to have self acceptance first)
IN BRIEF: Parse intractable problems into smaller parts you know you can solve. Let the chance to make an impact drive your life’s efforts.
Success is when the worlds greenhouse gas levels are at 2016 levels
The product he’s making – making meat products that don’t come from animals…
4 JAN ⋅ 28:00
Our co-host, Bobby, was an opening speaker at AIGA Conference 2017. Bobby breaks down why the design industry has lost touch with customers and how specialized roles in design continue to fuel the problem. He also offers a mindset change to help your business in a BIG way this year. Join us.
AIGA is the profession’s oldest and largest professional membership organization for design, AIGA advances design as a professional craft, strategic advantage, and vital cultural force.
Bobby Ghoshal is the co-host of High Resolution and co-founder of Candid Co
We are sales people. We need to speak the language of business where Design delivers the value of useful utility.
99% of people don’t do anything with the information you give them. Which means there’s plenty of things for you to still do.
And the 1 % who do – they become your new peers. They were going to win anyway – you can’t stop winners
But you get to educate the rest, receive all the adulation, leave a legacy and live a wonderful life.
That’s the model
- you’ve got to continuously play. Get the humility of playing with something for the first time
- Design changes consistently – so you can’t simply master one thing and milk it for the next 40 years
Garry v seems to be a master of testing assumptions
If you want to be an artist – be an artist and don’t worry about charging. If you want to charge, you’re now a business person – not an artist. You’re in the supply and demand business – the game of economics.
Wrap your head around that.
Noopur Bakshi, Senior Product Manager at Adobe, shares the most effective user interview questions and what she does before each interview to ensure that she gains meaningful insights. Get the latest updates from the show at www.thisisproductmanagement.com
Originally posted on
Design is rendered intent
How will the world be different once we’ve built this thing?
What will the experience be 5 years from now? And how will this baby step help get us there?
The measure of design goes from frustration to delight. Why is this thing more frustrating or more delightful than the other
Literacy. Fluency. Mastery.
Daniel Burka, High resolution, design sprints
In order for the design sprint to work – you need to know what problem to solve.
The outcome of a design sprint is to generate some ideas that will be shipped within the next 6 months – it’s not particularly useful for blue sky thinking
Measuring the success of a sprint
Did we get enough data to make a good decision & 6 months later when we shipped a product, did we get similar results?
Failure is when a good idea didn’t ship – did we not focus on the right areas, have the right people in the room
If we got 5 users in and they all said ‘x’ – what would we do? You need to be able to answer that question before you start a design sprint
To get buy-in – perhaps listen to stakeholders ideas, prototype it, then take it further (and make your idea). You can use the stakeholder’s prototype as a vehicle to show the benefits and downsides of the idea, then showcase how with just a few minor adjustments you could push their idea towards the right direction
Showcasing the outcomes of user testing a quick and dirty mockup is an easy way to prove the value of user testing and a quick way to validate the direction of the idea.
You’re prototyping to answer questions – not to win any design awards.
Designers have a great opportunity, to help companies make decisions faster. To become a core function. To elicit the CEO response ‘Of course I’m going to incorporate design – how else will I know where I’m going…’