A presentation at Clarity 2017 in in San Francisco, CA, USA by Josh Silverman
The People Layer 1.0
Hello
The People Layer
External signals
External signals In design and tech
Laurie Voss @seldo The older I get, the more every problem in tech seems to be a matter of getting humans to work together effectively, and not tech itself. 136 2,162 5,680 22 Aug 2017
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. 44 764 2,605 9 Nov 2017
External signals Societally In design and tech
Personal signals
AIGA Personal signals
Schwa AIGA Personal signals
Schwa AIGA Teaching & lecturing Personal signals
Schwa Startnership AIGA Teaching & lecturing Personal signals
Schwa IBM Startnership AIGA Teaching & lecturing Personal signals
Twitter Personal signals
Twitter Personal signals
My career External signals Personal signals
How to identify problems at the People Layer
Cross-team relationships Appropriate people in the room Alignment on common purpose Project briefs & meeting agendas Decision making transparency Facilitators Clear success criteria Giving & receiving feedback Multi-disciplinary kickoffs Growth mindset Working agreements Common vocabulary
Cross-team relationships Appropriate people in the room Alignment on common purpose Project briefs & meeting agendas Decision making transparency Facilitators Clear success criteria Giving & receiving feedback Multi-disciplinary kickoffs Growth mindset Working agreements Common vocabulary
Cross-team relationships Appropriate people in the room Alignment on common purpose Project briefs & meeting agendas Decision making transparency Facilitators Clear success criteria Giving & receiving feedback Multi-disciplinary kickoffs Growth mindset Working agreements Common vocabulary
Cross-team relationships Appropriate people in the room Alignment on common purpose Project briefs & meeting agendas Decision making transparency Facilitators Clear success criteria Giving & receiving feedback Multi-disciplinary kickoffs Growth mindset Working agreements Common vocabulary
Cross-team relationships Appropriate people in the room Alignment on common purpose Project briefs & meeting agendas Decision making transparency Facilitators Clear success criteria Giving & receiving feedback Multi-disciplinary kickoffs Growth mindset Working agreements Common vocabulary
Cross-team relationships Appropriate people in the room Alignment on common purpose Project briefs & meeting agendas Decision making transparency Facilitators Clear success criteria Giving & receiving feedback Multi-disciplinary kickoffs Growth mindset Working agreements Common vocabulary
Cross-team relationships Appropriate people in the room Alignment on common purpose Project briefs & meeting agendas Decision making transparency Facilitators Clear success criteria Giving & receiving feedback Multi-disciplinary kickoffs Growth mindset Working agreements Common vocabulary
Cross-team relationships Appropriate people in the room Alignment on common purpose Project briefs & meeting agendas Decision making transparency Facilitators Clear success criteria Giving & receiving feedback Multi-disciplinary kickoffs Growth mindset Working agreements Common vocabulary
Cross-team relationships Appropriate people in the room Alignment on common purpose Project briefs & meeting agendas Decision making transparency Facilitators Clear success criteria Giving & receiving feedback Multi-disciplinary kickoffs Growth mindset Working agreements Common vocabulary
Cross-team relationships Appropriate people in the room Alignment on common purpose Project briefs & meeting agendas Decision making transparency Facilitators Clear success criteria Giving & receiving feedback Multi-disciplinary kickoffs Growth mindset Working agreements Common vocabulary
Cross-team relationships Appropriate people in the room Alignment on common purpose Project briefs & meeting agendas Decision making transparency Facilitators Clear success criteria Giving & receiving feedback Multi-disciplinary kickoffs Growth mindset Working agreements Common vocabulary
Cross-team relationships Appropriate people in the room Alignment on common purpose Project briefs & meeting agendas Decision making transparency Facilitators Clear success criteria Giving & receiving feedback Multi-disciplinary kickoffs Growth mindset Working agreements Common vocabulary
Cross-team relationships Appropriate people in the room Alignment on common purpose Project briefs & meeting agendas Decision making transparency Facilitators Clear success criteria Giving & receiving feedback Multi-disciplinary kickoffs Growth mindset Working agreements Common vocabulary
How to solve problems at the People Layer
Optimal performance conditions Mentoring program Channel preferences Design principles Comfortable work environments Team activities Flow for new employees Learning mindset
Optimal performance conditions Mentoring program Channel preferences Design principles Comfortable work environments Team activities Flow for new employees Learning mindset
Optimal performance conditions Mentoring program Channel preferences Design principles Comfortable work environments Team activities Flow for new employees Learning mindset
Optimal performance conditions Mentoring program Channel preferences Design principles Comfortable work environments Team activities Flow for new employees Learning mindset
Optimal performance conditions Mentoring program Channel preferences Design principles Comfortable work environments Team activities Flow for new employees Learning mindset
Optimal performance conditions Mentoring program Channel preferences Design principles Comfortable work environments Team activities Flow for new employees Learning mindset
Optimal performance conditions Mentoring program Channel preferences Design principles Comfortable work environments Team activities Flow for new employees Learning mindset
Optimal performance conditions Mentoring program Channel preferences Design principles Comfortable work environments Team activities Flow for new employees Learning mindset
Optimal performance conditions Mentoring program Channel preferences Design principles Comfortable work environments Team activities Flow for new employees Learning mindset
Now What if we don’t pay more attention to the People Layer?
The future
What persists
People
Thank you @jhsilverman
The People Layer is the deepest, most complex layer of any organization. It’s a layer of interaction that persists beyond changes in aesthetics, technologies, devices, systems, tools, and trends. Everyone is involved, and everyone can solve for it.
for free. You
can too.