1. Becoming a UX Coach: Proving Success One Champion at a Time IA Summit 2008 Miami, Florida Yvonne Shek | nForm User Experience nform.ca [email_address]

2. Introduction Yvonne is a Director at nForm. She has ten years of experience as an IA/UX practitioner. A number of her clients are Fortune 500 companies. Before that, Yvonne was a human factors researcher for five years, at the Defense and Civil Institute of Environmental Medicine, in Toronto. She earned her M.Sc. in ergonomics from UCL in the U.K. and her B.Sc. In cognitive psychology from the University of Toronto.

4. The human case for coaching The traditional approach to management has its roots in an autocratic, military-style “command-and-control” model that works well in the environment for which is was designed: WAR. But in most business settings, it has serious unintended consequences. - Crane & Patrick

5. Command and Control Approach Is imprinted

8. Chronic problem (of reach and effectiveness)

12. Business acumen (so you got yourself an MBA)

13. MBA

14. The frustrating thing (about having some experience)

15. 1998 This is not a new problem that we are facing. It is more like a problem that would not go away.

16. “ Now what?!”

17. Transformational Coaching (why we’ve arrived here)

19. Transformational Coaching | WHAT? “ the art of assisting people to enhance their effectiveness, in a way they feel helped .” Crane & Patrick, 2007 Ref 4, Page 31

23. Transformational Coaching | WHY? Because the only constant is change, and the time is right Ref 4: page 18 adapted Relentless Incremental Technology Questioning, influencing, role modeling Telling, directing, controlling Leader’s core skills Leader, coach, facilitator, servant, role model, visionary Manager, boss, decision maker, supervisor, traffic cop, delegator Leadership Shared purpose, collaboration, empowerment Turf protection, conflict, command & control Culture Networks with distributed authority Hierarchical, central authority Structure + Systems Surviving meetings and exceeding expectation Growth through satisfying customers Organization Regional and/or Global Local Competitive environment Present (conducive to coaching) Past (not conducive to coaching) Dimension

24. Agile Survival 2.0 Transformational Coaching | WHY?

29. Transformational Coaching | WHEN? Timing Strategy The organizational shake up: Alan Mullaly. Mandated to shake things up at Ford.

31. Coaching Steps Modeling, Training, Simulation Trust and Honesty GROW: Goal, Reality, Option, Will Relationship building Mind shift from doing to being (authentic) Teaching IA / UX through doing Creating a high-performance environment Project Foundation + Alignment Gestalt Consulting, Listening, Planning together Gestalt Consulting Strategic UX / IA Steps Abstract Concrete Transformational Coaching | HOW? 5 Planes of UX Coaching Refs 1, 5 ( Whitmore), 6

34. 2 nd Plane Coaching Steps Strategic Usability Steps Modeling, Training, Simulation all map to Teaching Any and all tools can be taught. First through showing, then through practice. One of the most concrete things to teach is usability testing. Refs 5, 6, 12 Modeling, Training, Simulation Teaching Usability through doing Creating a high-performance UCD environment Trust and Honesty GROW: Goal, Reality, Option, Will Project Foundation + Alignment Gestalt Consulting, Listening, Planning together Relationship building Mind shift from doing to being (authentic) Gestalt Consulting

35. Letting go (with the right Champion) Risk: Changing your practice and revenue model

40. LearnAlberta.ca Coaching an organization through a project and beyond

42. So they knew…

44. What we did | Workshops

50. What we did | Workshops

51. What we did | Swimlane Doc

53. Time passes... Kim starts at Learn Alberta - As Web Coordinator - Our main client contact - Teaches approach, methods, and tools

54. Time passes...

55. What we did | Wireframes, Prototype, Utests Co-design / Participation Co-design / Participation Co-design / Participation

58. 2 nd Plane Coaching Steps Strategic Usability Steps Modeling, Training, Simulation all map to Teaching Any and all tools can be taught. First through showing, then through practice. One of the most concrete things to teach is usability testing . Refs 5, 6, 12 Modeling, Training, Simulation Teaching Usability through doing Creating a high-performance UCD environment Trust and Honesty GROW: Goal, Reality, Option, Will Project Foundation + Alignment Gestalt Consulting, Listening, Planning together Relationship building Mind shift from doing to being (authentic) Gestalt Consulting

59. Time passes...

60. What we did | Talk on “Validation Approach”

61. What we did | Talk on “Validation Approach”

62. What we did | Talk on “Validation Approach”

63. “ Validation Approach”???

64. Time passes...

66. What we did | Relationship + Team Building

68. Time passes...

71. The Heart of Coaching “ I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” – Maya Angelou

73. The Heart of Transformation 1. Changing Mindsets Ref 4: Page 123 Focused on process that creates the bottom-line results Focused on the bottom line Vulnerability is power Knowledge is power Does the right things Does things right Creates vision and flexibility Creates structure and procedures Models accountability Delegates responsibility Collaborator / Facilitator Problem solver / Decision maker Celebrates learning Points to errors Stimulates creativity using purpose to inspire commitment Triggers insecurity using fear to achieve compliance Seeks the answer Knows the answer Facilitates by empowering Controls through decisions Engages in dialogue with people Talks at people Asks / Requests / Listens Tells / Directs / Lectures Lifts / Supports Pushes / Drives COACH BOSS

74. The Heart of Transformation 2. All that ego stuff Ref 4: Page 141 Not telling lies Open to interpretation Not making mistakes Locked into expectations Follows innate wisdom Accepting / Open to change Follows external authority Denial / Stuck Being “in process” Reflective Being perfect Resistant Grateful Detached Triggered / Angry Takes things personally Nurturing Authentic / Real Controlling Invested in image Purposeful Accepting others Protective Fixing others Giving Paying attention Getting Wanting attention Seeks truth Learning / Beginners mind Seeks approval Righteous (always right) Listens a lot Quiet mind Talks a lot Busy mind Patient Connected Hurried Separate Humble Self-aware Arrogant Self-conscious A Centered State An Ego-Driven State

75. The Heart of Transformation 3. Becoming more centered HIGHER STATES ► ◄ LOWER STATES Ref 4: Page 143 Victim, sinking, others control you, giving up Frozen, negative, reactionary Depressed, out of control, alone, despair “ I’m powerless” I can’t I am stuck / helpless Conflict, struggle, politics, war Attributions, resistance, attack, sabotage Insecure, threatened, suspicious, afraid “ I am my role” Take it personally Win or Lose Tension, distance, withdrawal, compliance Critical, judging, blame, defend, protect stuff “ Better than” (arrogant) “ Less than” (resentful) “ I’m separate” You vs. Me Judgment & comparing ♦ CHOICE ♦ Learning, connecting, trust, rapport Ask questions, attentive listening, disclosing, respectful Open, accepting, fascinated, surprised “ I’m curious” Wonderment Interested & inviting Fulfillment, intimacy, safety, partnership Contribute, give, support, thanks Generous, empowered, abundant, positive “ I’m grateful” Appreciative Unique & precious Joy, peace, bliss, resiliency Graceful, creative, purposeful, responsive Confident, inspired, eager, optimistic “ I’m resourceful” Worthy Enough ROI (Results, Outcomes, Impacts) Behaviors (Actions & Reactions) Feeling State (Emotional Response) Thinking State (Beliefs & Attitudes)

76. The Heart of Transformation EMOTIVENESS ► Ref 4: Page 149 http://collaborationblog.typepad.com/collaboration/collaborative_leadership/index.html High Low High Low ASSERTIVENESS ► 4. A matter of style (personal context for coaching) Conducting Clarifying Weaknesses Autocratic Insensitive Impatient Poor listener Strengths Independent Initiator Disciplined Organized Weaknesses Data bound Risk averse Tedious Perfectionist Strengths Systematic Objective Thorough Accurate Weaknesses Poor follow-through Impulsive Misses details Poor planner Strengths Enthusiastic Creative Spontaneous Dynamic Weaknesses Non confronting Overly compliant Overly emotional Can’t say no Strengths Team player Sensitive Flexible Patient Creating Collaborating

77. The Heart of Transformation 4. Generational style (cultural context for coaching) Ref 4: Pg.155 Distrust big business Nine to five Independence “ Work gives me a life” Climb the ladder Build career Workaholics “ Work is my life” Work hard Pay dues Keep head down “ I am my job” Work ethic Rap, Punk Heavy Metal Alternative Rock & Roll Jazz New Age Swing Old standards Elevator music Music favored 70’s – 80’s 50’s – 60’s 30’s – 40’s Conditioning years Challenge it Question it Respect it Attitude toward authority Technology Feelings Doctors Who/what to trust Latch key kids Divorced Nuclear Family Structure MTV, AIDS epidemic Cynical Grim economic reality Sexual revolution Economic expansion Abundance, spending Depression, WWII Struggle and sacrifice Delayed gratification World Frame 1965 - 1980 1946 - 1964 1925 - 1945 Birth years Gen X Boomers “ Yuppies” Traditionalists “ The silent generation”

78. The Heart of Transformation 4. Generational style, continued Ref 4: Pg.155 Corporate politics Boomers clogging the system Control Slackers Change Lack of respect What is resented Realistic Risk takers No agreement Disillusioned Downsized Broken agreement Dedicated Committed Social contract How organizational life is dealt with My family My profession My company Loyalty to Learning Quality of life Involvement Stimulation Fun Variety Achievement Actualization Career Flexibility Stability Respect Trust Hard work Loyalty What is valued Need news, straight talk, and feedback Any news is good news No news is good news How communication is perceived Stepping stone Career growth Stability, Security How job is valued Unconventional Connected network Informal Accessible Formal Hierarchical Organizational structure favored Entrepreneurial Collaborative Command and control Management style favored X’ers “ Yiffies” Boomers “ Yuppies” Traditionalists “ The silent generation”

79. The Heart of Transformation 5. Leadership by example + Self-Disclosure “ What you do speaks so loud that I cannot hear what you say.” - Ralph Waldo Emerson

81. What UX Coaching is all about A monk was asked what his life was like before he became enlightened. He replied, “I chopped wood and carried water.” When asked what it was like after enlightenment, he responded, “I chop wood and carry water.” It is not what we do that changes, it is how we do it and the fact that we do it. Ref 4: Pg.218

83. Thank you! Yvonne Shek | nForm User Experience nform.ca [email_address] Presentation at nform.ca/blog or slideshare.net