A presentation at HOW Design Live in in Boston, MA, USA by Josh Silverman
WHAT PERSISTS: PEOPLE, PROCESS & PERFORMANCE mynameisjoshsilverman.com @jhsilverman
I. HELLO, I’M JOSH
S C HWADE S I g N
Startnership delivers real value – fast. We do it for a fixed fee, on a fixed timeline. Customers deploy as needs dictate. 2 5 10 DAYS DAYS DAYS Deliverables may include: Pitch deck, investor deck, content strategy, coaching. Deliverables may include the preceding, plus: key messages, identity, wireframes, landing page. Deliverables may include the preceding, plus: simple site, onboarding flows, motion graphics, explainer video, roadmap, full functional prototype.
Everything takes shorter Startnership Week $ $ $ 0 1 2 $$ $$ Agencies / Freelancers 3 5 8 13 21 34 55+ $$ $$ $$ $$ $$ $$
I. PEOPLE
Daniel Burka @dburka Beautiful prototyping tools are distracting designers into creating beautiful interactions over beautiful products. — Footnote: Prototyping is great! Design tools are getting better and better. Just don’t miss the forest for the trees. 13 60 294 30 April 2018
1 DEFINE THE PEOPLE LAYER
2 DIAGNOSE THE PEOPLE LAYER
• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary
• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary
• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary
• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary
• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary
• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary
• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary
• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary
• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary
• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary
• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary
• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary
• • • • • • Cross-team relationships Alignment on common purpose Decision making transparency Clear success criteria Multi-disciplinary kickoffs Working agreements • • • • • • Appropriate people in the room Project briefs, meeting agendas Facilitators Giving & receiving feedback Growth mindset Common vocabulary
3 DECODE THE PEOPLE LAYER
• • • • Optimal performance conditions Channel preferences Comfortable work environments Flow for employees • • • • Mentoring program Design principles Team activities Learning mindset
• • • • Optimal performance conditions Channel preferences Comfortable work environments Flow for employees • • • • Mentoring program Design principles Team activities Learning mindset
• • • • Optimal performance conditions Channel preferences Comfortable work environments Flow for employees • • • • Mentoring program Design principles Team activities Learning mindset
• • • • Optimal performance conditions Channel preferences Comfortable work environments Flow for employees • • • • Mentoring program Design principles Team activities Learning mindset
• • • • Optimal performance conditions Channel preferences Comfortable work environments Flow for employees • • • • Mentoring program Design principles Team activities Learning mindset
• • • • Optimal performance conditions Channel preferences Comfortable work environments Flow for employees • • • • Mentoring program Design principles Team activities Learning mindset
• • • • Optimal performance conditions Channel preferences Comfortable work environments Flow for employees • • • • Mentoring program Design principles Team activities Learning mindset
• • • • Optimal performance conditions Channel preferences Comfortable work environments Flow for employees • • • • Mentoring program Design principles Team activities Learning mindset
@anatinge
• • • • Optimal performance conditions Channel preferences Comfortable work environments Flow for employees • • • • Mentoring program Design principles Team activities Learning mindset
II. PROCESS
DESIGN IS NEVER DONE.
START WITH WHY.
III. PERFORMANCE
IV. WHAT’S NEXT
Bo Ren @bosefina In Silicon Valley I used to think being too “human” was a weakness. Too empathetic, too emotional, too vulnerable, too feminine. Now I wear “human” was a badge of honor. The future lies in humanists building a human layer on top of technology. 44 766 2,625 9 Nov 2017
• • • • • Reunited (and it feels so good) Flexible framework: time, budget, existing resources Solve for healthy, happy, high-performing teams Read, research, report, repeat “Soft” skills persist
• • • • • Reunited (and it feels so good) Flexible framework: time, budget, existing resources Solve for healthy, happy, high-performing teams Read, research, report, repeat “Soft” skills persist
• • • • • Reunited (and it feels so good) Flexible framework: time, budget, existing resources Solve for healthy, happy, high-performing teams Read, research, report, repeat “Soft” skills persist
• • • • • Reunited (and it feels so good) Flexible framework: time, budget, existing resources Solve for healthy, happy, high-performing teams Read, research, report, repeat “Soft” skills persist
• • • • • Reunited (and it feels so good) Flexible framework: time, budget, existing resources Solve for healthy, happy, high-performing teams Read, research, report, repeat “Soft” skills persist
THANK YOU! mynameisjoshsilverman.com @jhsilverman
In a world of constant change accelerated by the intersection of design & technology, there are but three things that persist: people, process, and performance. When we pay more attention to the configuration of teams, to our own individual and collective preferences for how work gets done, and to the structure of collaboration, we become more empathic, better at collaboration, and happier people. This talk will show you how to diagnose and solve for The People Layer, and develop skills that persist, such as:
for free. You
can too.