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Overcoming Blank Page Paralysis

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Whether you’re new to the job or are an experienced designer, the anxiety of a new project can sometimes – often unexpectedly – cause us to freeze in our tracks. This creative paralysis sees us staring at a blank page, unable to come up with ideas, and the knowledge that time is slowly ticking away.

We’ve all been there. So we thought it would be helpful to share our tips and tricks for overcoming the tyranny of the blank page and help you get back to doing great work.

The first thing to know is that you are not alone; blank page syndrome has a basis in science, with a clearly identifiable set of symptoms that consistently occur together. 

The first thing to know is that you are not alone; blank page syndrome has a basis in science

It starts when you become stressed. Stress causes your brain to produce hormones that slow down neural functions, which only serves to increase the feelings of inadequacy over a lack of creative spark – and fuel anxiety. Understandably, this causes a spiral as your mind seems to get emptier and the blank page more threatening.

But don’t fear! Because there are ways to move past blank page paralysis and get back to productivity. 

Just Relax

Once you’re in a negative spiral, it’s notoriously difficult to get out of. The best solution is to avoid the spiral entirely – by starting in the right frame of mind. This means setting up a calm work environment before you even sit down. 

Do your best to avoid major distractions – such as young children who need your attention or colleagues who like to play music that vexes your soul. We’re not saying that you need a sound-proofed home office – the kitchen table might be fine – but schedule your work time for when the kids are at school or with a minder, or work from home if the office is likely to be noisy. A pair of noise-canceling headphones can be handy, too.

Avoid Distractions

Seemingly small things can also get in the way of your work. Chat and email notifications are the digital equivalents of a person calling your name from across a room. Try to avoid or silence anything that stops you getting into the creative mindset, even if you just mute things for a few hours. It’ll help you mentally separate your creative workspace from everything else.

all of those notifications will still be there when you resurface

Ultimately, you need to create a mood that you subconsciously associate with being productive. But even when the space around you is perfect, it can still take a while to get into the zone. Brains don’t just flip into creativity at the flick of a switch, so be kind to yourself. And remember – all of those notifications will still be there when you resurface later in the day. 

Do a Warm-Up

Studies have shown that a blank page is particularly stressful because it makes the task in front of you feel bigger than it really is. Gazing at an empty page is like seeing the whole project stretching out before you. The stress comes from the feeling of having to fill the whole journey, all the way from A to Z.

So don’t start with A! Instead, begin with a warm-up. Just as dancers always start with a series of exercises to warm up their muscles, creative designers can benefit from something similar. You could start by talking things through with colleagues or sketch some ideas using pen and paper, before opening your design app. 

Alternatively, you could start by planning your content hierarchy. You don’t need all the final words – but it can be helpful to work out how many headings you’re going to have, where images will sit, and whether your copy will be in paragraphs or lists. 

By doing this, you’ll have elements to place and a rough idea of their relative importance. It’s easy to get overawed by the importance of actual content – so start by getting a grip on the type, density, and length of content. 

Take Inspiration

The world around us is filled with inspiration and according to an icon designer Yannick Lung:

It helps to observe things in the real world and play around with them.

It can also help to borrow an idea. Obviously, we never condone copying someone’s work, but using existing work as a reference or jumping-off-point can help. Think of it as putting your own twist on an existing idea.

“I sometimes find it useful to reverse engineer a good example of the sort of thing I’m trying to write (and this works for design too). I usually break down a successful example into its constituent parts and swap them out for things more relevant to the project at hand, then refine from there,” says Harvey, one of Sketch’s brand storytellers.

Let Templates Take the Strain

Instead of putting pressure on yourself to instantly start designing, begin by creating templates or wireframes. This isn’t an avoidance tactic. Spending time creating an outline template saves time in the long run – plus, doing practical work that doesn’t need lots of detail will act as a warm-up. It might even help you catch potential issues in your designs earlier. 

Be Collaborative and Welcome Early Feedback

In general, people don’t work well in isolation – so collaborating with colleagues is a great way to get design ideas flowing. At the start of a project, reach out to your colleagues to let them know what you’re going to be working on and set up a session to collaborate on ideas and ask for direct input.

Never wait until the end of a project to ask for feedback. Involving your colleagues in the process early helps counter blank page paralysis and involving stakeholders can help you manage expectations. Aim to get regular and consistent feedback rather than waiting for it – which could cause a delay in your project. 

And of course, you should always choose a design software that enables real-time collaboration so that everyone working on a project can avoid version conflicts.

Avoid Burnout

When work isn’t physical, it can be hard to judge how much it takes out of us

When work isn’t physical, it can be hard to judge how much it takes out of us. If you’re suffering from blank page paralysis, it’s probably a sign that you’re starting to get burnt out. Try setting an alarm on the other side of the room so you have to get up to turn it off regularly – or just scheduling some time into your day to take a break, stretch, or even take a walk. Stepping away from your screen is good for your brain and your body.

In the end, the most important thing to remember when it comes to blank page syndrome is that you have to be kind to yourself. Nobody can be productive 100% of the time – we’re only human, after all. What matters is that you do whatever you need to get your creativity flowing.

 

Featured image via Pexels.

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The post Overcoming Blank Page Paralysis first appeared on Webdesigner Depot.

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Leadership Is About Growth, Not Brilliance

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Does it ever cross your mind that praise can be negative? I guess not. After all, it looks harmless and seems to be quite effective. Conventional wisdom says that if you praise people, they are motivated to do better.
People who have been praised throughout their life by their well-meaning parents, friends, and teachers for their talent and smartness or those who have experienced extreme focus on talent and smartness throughout their childhood learn to value only intelligence. No wonder when these people enter the workforce, they continue to seek approval and demand praise every step of the way.
Every opportunity is a measure of their intelligence — do I look smart, how will I be judged, what if others find my ideas dumb. With a single-minded focus on validating themselves, all their actions are rooted in establishing their worth. Every mistake hurts their reputation and every failure is a reflection of their competence. They care less about learning and more about proving themselves. Their sense of morality sometimes takes a hit as they resort to brutal behaviors — demeaning others by yelling, insulting, controlling, or taking undue credit — all in an attempt to boost their self-esteem.
Carol Dweck, professor of Psychology at Stanford University summarised this unfortunate reality from Morgan McCall’s book High Flyers:

People often like the things that work against their growth. . . . People like to use their strengths . . . to achieve quick, dramatic results, even if . . . they aren’t developing the new skills they will need later on. People like to believe they are as good as everyone says . . . and not take their weaknesses as seriously as they might. People don’t like to hear bad news or get criticism. . . . There is tremendous risk . . . in leaving what one does well to attempt to master something new.

What Do Organizations Do with Such People?

They feed and promote this mindset. They praise people for their brilliant ideas conveying the message “we value talent and smartness.” They shower people with rewards and bonuses for their achievements communicating to everyone else around “all we care about is success.”
What happens when these people take on a leadership role? Their mindset of valuing brilliance above everything else amplifies leading to disastrous results. History is full of leadership fiascos with great promises that turned out to be the biggest disasters. This article from Malcolm Gladwell in The New Yorker is as valid now as it was 18 years ago. Describing the talent mindset at Enron and the consultants at McKinsey who wandered the hallways at the company’s headquarters, he points out “They were there looking for people who had the talent to think outside the box. It never occurred to them that, if everyone had to think outside the box, maybe it was the box that needed fixing.”
He also talks about the impact of an environment that values innate talent and what happens when times get tough and that self-image is threatened “They have difficulty with the consequences. They will not take the remedial course. They will not stand up to investors and the public and admit that they were wrong. They’d sooner lie.”
Really, is praising people for their intelligence and achievements the only way to develop people who will be the leaders of tomorrow? Is there a better way out?
What if we praised people for their hard work, for their ability to persist despite failures and setbacks, for taking initiatives to build new skills, for standing up to their mistakes, for believing in their growth, and implementing the right strategies to overcome their shortcomings. What does this kind of praise tell them?
It tells them the value of effort in building abilities. It teaches them the importance of implementing the right strategies to solve problems. It encourages them to seek help to make progress on their task. It creates a passion for learning that’s not driven by the need to look smart, but with a desire to cultivate skills, to stretch themselves to grow.
When these people take on leadership positions, this mindset guides them to put the well-being of the company and its people before their own needs, to place value on teamwork over individual accomplishment, and to foster growth and development of their people.

As growth-minded leaders, they start with a belief in human potential and development — both their own and other people’s. Instead of using the company as a vehicle for their greatness, they use it as an engine of growth — for themselves, the employees, and the company as a whole.
– Carol Dweck

Unlike leaders who pull their companies down with their focus on brilliance, these leaders lead their companies into greatness and gratitude filled in their own hearts and those of the people around them.
Choose your praise carefully as you will see the tremendous benefits in praising for growth over brilliance.

When Leaders Focus on Brilliance

They live in a world of personal greatness and entitlement, vie for labels, and will do anything to boost their image. Instead of building a long-lasting company, they spend time and money on enhancing their image.
With the constant need for validation, they use people in the company to feed their egos and showcase their superiority. Everything is about pleasing the boss. They surround themselves with people who boost their self-esteem. Agreement earns them admiration and disagreement is an attack on their intelligence. Instead of hearing people out, they punish dissent and shut people down.
They pounce at the less talented for their lack of intelligence and find those who are more talented than they are as threatening. They mistreat employees, yell, insult, control and abuse them into their way of doing things. They feel better about themselves by making other people feel worse. Employees worry about being judged all the time. When people are ridiculed for mistakes, they soon learn to keep their heads down, stop putting their critical thinking skills to use, and give in to groupthink.
Their belief in their superiority blinds them to see reality. They turn a blind eye to complaints, ignore warning signs, and fire people who tell them what they don’t want to hear. Their decision-making criteria are based on what would make them look good as opposed to what’s good for the company long term.

What happens when a leader refuses to confront the brutal facts? “The minute a leader allows himself to become the primary reality people worry about, rather than reality being the primary reality, you have a recipe for mediocrity, or worse. This is one of the key reasons why less charismatic leaders often produce better long-term results than their more charismatic counterparts.
– Jim Collins

Since success and failure are a part of their identity — success means they are smart and failure means they are not — they find excuses and blame others for failures instead of taking personal responsibility. Instead of investing in the future growth of their company, they play safe with fear of failure, become less responsive to challenges from competition, go with what’s tried and tested, and refuse to take risks. Why take up the challenge that can hurt their reputation? On the other extreme, they may not shy away from crossing ethical boundaries to beat the competition at all costs. Success is what they are after and it doesn’t matter how they get it.
With more focus on talent and less on potential, they do not invest in mentoring and coaching employees. Instead of putting practices in place to develop employees and help them collaborate together, they make them compete against each other.
Carol Dweck sums up their brilliant mindset “My genius not only defines and validates me. It defines and validates the company. It is what creates value. My genius is profit. Wow!”

When Leaders Focus on Growth

They operate with a learning mode. They don’t claim to be genius but promise to invest in development, their own development, and the development of their people. The drive and enthusiasm to grow their companies make them adopt long-term strategies over short-term tactics. They aren’t in the game to boost their ego or establish their self-esteem. It’s the pure joy of shaping the future of their company that excites and motivates them. More than prestige, they are in it for the challenge.
They understand that the path to success goes through failure. Why lose the opportunity that can drive their future growth? So instead of hiding behind their failures, they face them head-on. Failures don’t define their competence, they are glaring moments of self-reflection. They are opportunities to build skills, explore possibilities, experiment, and invest in the promise of a better future.
They lead with vulnerability. They accept mistakes to shift the focus in the organization from hiding mistakes to finding solutions. When they don’t know something, instead of pretending to hide their ignorance, they say “I don’t know”. These three powerful words show humility and self-confidence. To make decisions, they invite others to share their opinion which promotes the culture of constructive criticism. Since they do not connect their identity to their opinion, more value is placed on seeking the right answers which require open disagreements and championing flexibility of opinion over their sense of righteousness.
Difficult situations make them uncomfortable, no doubt. Instead of letting their discomfort get in the way of meaningful conversations, they embrace it. They choose to look past their discomfort in the value that these discussions provide — saving a lot of time that can be wasted due to stress and anxiety that comes from misalignment of expectations and lack of clarity of purpose.
They are tough but compassionate. They do not shy away from giving critical feedback while also challenging the people in their organization to step outside their comfort zone. They empower people to make decisions with the right channels of feedback to assist in better decision-making in the organization.
Leaders with the growth mindset operate with what Lou Gerstner, who turned IBM’s fortunes around by saving it from near bankruptcy said “Hierarchy means very little to me. Let’s put together in meetings the people who can help solve a problem, regardless of position.” Not blinded by reality, they focus on finding solutions that will push their company forward. This requires keeping an open eye to change in market trends, identifying and investing in future growth areas, and taking calculated risks.
With a focus on potential and growth, they invest in identifying and building future skills of the organization — skills that will be useful during difficult circumstances giving them an advantage over the competition. They foster productivity through coaching and mentoring, place value on teamwork by encouraging collaboration and defining shared measures of success.
Warren Bennis, a scholar, author, and widely regarded as a pioneer of the contemporary field of Leadership studies, writes in Organizing Genius:

Leaders are people who believe so passionately that they can seduce other people into sharing their dream.

His most admirable view on leadership says:

Good leaders make people feel that they’re at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organisation. When that happens people feel centred and that gives their work meaning.

What kind of leaders think like this — those focused on brilliance or the ones driven by growth?
Previously published here.

Source de l’article sur DZONE

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If You Dare To Lead, Lead With Vulnerability

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Just like a tortoise hides inside its shell and a porcupine’s sharp quills leap to attention when they sense danger, we human beings also put on protective armor when we feel threatened. Risky situations, anxiety from the unknowns, and the danger of being exposed evoke the same emotional response as the fear of being chased by a predator. 

We feel vulnerable. But instead of embracing vulnerability, accepting our fears, and leading with curiosity, we put on a shield of protection. We project confidence even when we are scared, speak with surety even when we are unsure, hide our mistakes with the fear of disapproval and avoid confrontation to save ourselves from the risk of emotional exposure. 

Source de l’article sur DZONE

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4 Body Language Mistakes and How to Fix Them

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Our Self-presentation skills far supersede our verbal communication
We speak more through our bodies than our words. The posture we assume, the expression on our face, hand gestures, and our eye movement conveys far more than we would like to expose.
A subtle smile in a meeting can indicate a willingness to engage in a dialogue, while a stern look can instantly kill the conversation. Constantly checking the phone or looking at the watch can signal disengagement, while focusing on the other person signals interest.
Rolling our eyes expresses distrust or disgust in another person’s idea or behavior, while our eyes light up when we are genuinely curious about others. Keeping head down while walking in the hallway shows a lack of presence while acknowledging people passing by through a simple nod creates warmth. A firm handshake to begin an interview can exude confidence and power, while a limp handshake can reveal nervousness and weakness.
These non-verbal cues form a part of our body language that speaks even when we are silent, revealing how we are thinking and feeling in the moment.
Olivia Fox Cabane who has lectured at Stanford, Yale, Harvard, MIT, and the United Nations says:

In the scope of human evolution, language is a relatively recent invention. But we’ve been interacting well before this through nonverbal modes of communication. As a result, nonverbal communication is hardwired into our brains, much deeper than the more recent language-processing abilities. This is why nonverbal communication has a far greater impact.

She then points out ‘Without our realizing it, our bodies send out thousands of signals every minute. Just like our breath and heartbeat, these signals are part of the millions of bodily functions controlled not by our conscious mind but by our subconscious mind.’
Understanding the power of our body language and the role it plays in workplace communication and collaboration can bring us together by adopting positive communication styles as opposed to setting us apart through bridges of misunderstanding.

Importance of Body Language in Communication

Our body language plays a key role in impression management, the art of influencing how we are perceived by others.
A positive body language can show our enthusiasm to contribute, confidence in our abilities, being comfortable in taking on challenges, passion to drive results, and present to recognize future demands. It can open a world of new possibilities.
A negative body language can send strong signals of our resistance to contribute, doubt of our abilities, uneasiness to take on challenges, indifferent and uncaring attitude towards outcomes, and disconnected from reality to be able to handle future potential. It can close doors to success and growth.
Maya Angelou said, ‘People may not remember what you said, but they will remember how you made them feel.’
Since our emotions drive a large part of our decision-making, guess who will get the attention when a new project or a position opens up — a person who exhibited confidence in their body language or someone who looked like a nervous wreck?
Intelligence and brilliance are not enough to be successful at work. Our self-presentation skills far supersede our verbal communication.

The way you carry yourself is a source of personal power — the kind of power that is the key to presence. It’s the key that allows you to unlock yourself—your abilities, your creativity, your courage, and even your generosity. It doesn’t give you skills or talents you don’t have; it helps you to share the ones you do have. It doesn’t make you smarter or better informed; it makes you more resilient and open. It doesn’t change who you are; it allows you to be who you are. — Amy Cuddy

What happens when what we say is not in alignment with what we believe? We can lie through our words, but our bodies will reveal the truth. The non-verbal cues that we send through our body speak stronger than words.
Consider this. Someone approaches you with advice on a new strategy. Instead of expressing your true opinion, you simply nod in agreement. But, the tension around your eyes, the tone of your voice, and many other non-verbal cues can make the other person uncomfortable and leave them feeling unsure of your advice with the decision to never trust you again.
The idea is not to be inauthentic through your body language but to be aware of its implications. 
Research shows that we form impressions about others within a few minutes of meeting them and then our confirmation bias guides us in picking data that confirms our point of view. Anything that strengthens our belief system is readily accepted and that which contradicts it is rejected.
Being aware of the role our body language plays in forming this impression can help us twist the outcome of an interview in our favor.
For someone in a leadership position, body language is extremely important since people in an organization mimic not only the way leaders talk but also pick on their non-verbal cues.
A leader with positive body language appears approachable, open to feedback and shows a willingness to change while a leader with negative body language appears inaccessible, closed to feedback, and arrogant to adapt and change with the future demands.
Amy Cuddy asks, ‘Our non-verbals govern how others think and feel about us, but do our non-verbals govern how we think and feel about ourselves?’
Absolutely. Mastering the art of non-verbal communication not only leads to better communication with others, but it benefits us too. Presenting our best self forward by adopting positive body language enables us to be the creator of our future as opposed to being a victim of other’s perceptions. It leads to more opportunities for growth with higher chances of success.

4 Body Language Mistakes and How to Fix Them

1. Mind Is Not Attuned to The Body

When our mind is not in congruence with our body, we may try to portray a state which is in conflict with our inner self by controlling our posture and expression on our face, but sooner or later this incongruence will show up in our body language.
A positive body language cannot keep up with the negative mental state — what goes up in our mind will show up in our body. Without our realization, these ‘microexpressions’ will be noticeable to the people around us.

Our body language expresses our mental state whether we like it or not. Our facial expressions, voice posture, and all the other components of body language reflect our mental and emotional condition every second. Because we don’t control this flow consciously, whatever is in our head will show up in our body language — Olivia Fox Cabane

How to Align Our Mind and Body:

Research shows that our mind cannot distinguish imagination from reality. So, whatever our mind believes, our body will project.
We can bring out the desired body language by catching ourselves in those moments of negative mental states — disagreement, insecurity, angst, frustration, anxiety, criticism, and self-doubt, and choosing to get into a positive one.

  1. When you need to project confidence, seek inspiration.
  2. When you feel angst due to a disagreement, ask yourself ‘What can I learn from the other person?’ and ‘How are my biases causing me to be closed-minded?’
  3. When all you can see is negativity, choose to ask ‘What’s the one positive thing I can think about this situation.’
  4. When self-doubt consumes you, tell yourself ‘I need to let go of my fears to create a better version of myself.’
  5. When you exaggerate a negative outcome, ask yourself ‘What’s the worst that can happen?’ and ‘Is it really that bad or am I making up stories?’
Adopting a positive frame of reference and moving from a problem to a solution mindset can help us shift gears from a negative internal state to a positive one.

2. We Do Not Make a Commitment to Be Present

‘Being present—paying attention to what’s going on rather than being caught up in your thoughts — can yield immense rewards. When you exhibit presence, those around you feel listened to, respected, and valued,’ explains Olivia Fox Cabane.
When we are not engaged in a conversation, consumed in our own thoughts, and pretend to listen, it clearly shows up in the non-verbal signals we send to the other person.
We may start fidgeting with our phone or laptop showing signs of distraction, look here and there instead of making eye contact signaling we are not interested in what they have to say and may even shift too many times in our position out of discomfort.
Without our awareness, our body language will convey disrespect and distrust to the other person.
How to Be Present:

You must commit to a conversation, even the brief ones, or walk away. If you’re too distracted, admit that to both yourself and the other person. Be present or be gone. — Celeste Headlee 

It’s more polite to walk away from a conversation that doesn’t interest you than pretend to be present.
Once you decide to participate, you first need to convince and tell yourself that you want to be present. Say ‘I choose to be present,’ and then adopt body language that aligns with it — look at the other person with enthusiasm, lean just a little to build interest, and try to grasp what the other person intends to say.
You may occasionally drift away, but by choosing to be mentally present, you can bring your mind back to the conversation. Active listening though difficult is the most effective form of non-verbal communication that requires continuous practice and training of the mind.

3. We Ignore Context

When we talk to someone, their perception of us is based on the context of the meeting, their expectations, and their own personal and cultural filters.
Without recognizing that people operate within a certain context, we may send non-verbal signals that conflict with their values, contradicts their mental state, or even violates their sense of self.
How to Apply Context:
When engaged in a difficult conversation, without empathizing with how the other person might be feeling in the moment, we may appear cold, unemotional, and downright rude. By adopting kindness and warmth in our body language, we can convey the right message without necessarily making them feel bad.
When someone is passed up for a promotion, showing an attitude of indifference without understanding the value it holds in their life can make them resent you. Body language that shows presence and concern by giving them an opportunity to express their feelings can build better relationships.
When a co-worker is grieving a personal loss, you may appear too intrusive in your body language when all they need is space to let the feelings subside. It could be a personal preference or a cultural nuance, but without understanding their context you may actually do more harm than good.
When dealing with difficult people, your body language may switch to a fight-or-flight response. But, if you take a moment to analyze the situation without being at the effect of a fundamental attribution error, you may understand the rationale behind their behavior.
Every situation is unique. We need to project the right body language for each person by taking their context and personal filters into account.

4. We Tell a Conflicting Story

We may believe that we are highly approachable, but others may find us unapproachable. We may also think that we are open-minded, while others may find us biased. We may assume that we provide a psychologically safe environment to our people, but our employees may be terrified to make mistakes.
Now, it’s easy to say that ‘it’s just them, not me. I have already communicated to them multiple times.’ But really, is that the true story? Your intention may be far from the reality of your situation.    

Just after we observe what others do and just before we feel some emotion about it, we tell ourselves a story. We add meaning to the action we observed. We make a guess at the motive driving the behavior. Why were they doing that? We also add judgment — is that good or bad? And then, based on these thoughts or stories, our body responds with an emotion. — Kerry Patterson

When our body language doesn’t match our words, people pick up on our non-verbal signals — the sign of contempt on our face when someone makes a mistake, pacing back and forth when conveying bad news, showing nervousness by fidgeting when asking for feedback, rolling eyes when we disagree, making hand gestures that signal blame and so on.
So, while you may communicate one thing with your words, your body may speak the opposite. And when people get confusing signals, they tend to go with what they observed and not what they heard.
How to Tell the Right Story:
Bring your body language in sync with the message you wish to convey. People find it easy to trust a person when their body language reflects their words.
When asking for feedback, look the person in the eye and don’t be distracted. When someone makes a mistake, show curiosity in your face to enable them to learn from their mistakes. When telling people to feel comfortable to approach you, make open arm-hand gestures. When communicating bad news, be intense but show confidence in your ability to make things right by looking at people with passion and hope.
People spend a lot of time perfecting their speech without verifying what their speech is conveying through their body. When it comes to making the right impression, don’t just speak through your words, make your body language count too.

Summary

Master the art of non-verbal communication in the workplace by:

  1. Tuning to a positive state of mind: Be self-aware of your negative mental states and choose to get into a positive one.
  2. Committing to being present: Practice active listening and engage fully in the conversation instead of being simply present.
  3. Taking context into account: Connect with the other person by taking their values, mental state, and sense of self into account.
  4. Telling the right story: Bring your body in sync with the message you wish to convey.
Previously published here.

Source de l’article sur DZONE

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Time Anxiety: What It Is and How to Deal With It

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Do you have the recurring thought that you don’t have enough time or that it is too late to accomplish what you want to?  If so, you may be suffering from what is referred to as “time anxiety.” It is pretty common, especially in today’s day and age with social media portraying unrealistic expectations and forcing our lives to rush us by.

Time anxiety is no fun and can be weighing you down in your everyday life. Here is everything you need to know and some strategies and tips to overcome this anxiety and work towards being more at peace with the way that you are living.

Source de l’article sur DZONE

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Who Do Web Designers Really Work For?

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It would be way too easy to answer this question with: “Whoever pays your bills.” And, honestly, I don’t think you can be a very successful web designer if you’re only driven by what the person paying you tells you to do.

Then again, that doesn’t mean you should swing to the exact opposite end and say that you only serve the end user.

When you take an extreme view or approach to this, you’re bound to leave someone or something important out. Everyone along the chain of command — your boss (if you work at an agency), your client, and their customers — matters.

So, what I’d suggest you do instead is approach the idea of who you really work for the way you would Maslow’s Hierarchy of Needs.

Establishing Your Own Hierarchy of Needs

Who do web designers really work for? I think the true answer to this question is: “Everyone.” But there’s a catch…

Think about some of the requests you’ve received from superiors, or clients in the past. How many times have you rolled your eyes at their wacky requests?

  • “The contact form would be better in the header so visitors can always see it.”
  • “Let’s use this stock photo of two women shaking hands that I’ve seen a few other companies use.”
  • “Why don’t we redesign all of this and make it look like this site my brother built last night?”

You’re the design professional. That’s why they’re paying you to design their website and they’re not doing it themselves. So, there comes a point where you have to push aside what they want for what they need. And this will ultimately help you figure out who you work for and what you actually owe them (because fulfilling every nitpicky and unreasonable request will never lead to anything good).

So, here’s where the Hierarchy of Needs comes in. If we’re creating our own, it would look like this to start:

Working for the Boss

According to Dr. Neel Burton on Psychology Today:

Maslow called the bottom… levels of the pyramid ‘deficiency needs’ because we do not feel anything if they are met but become anxious or distressed if they are not.

I’d argue that these basic needs are like the ones we fulfill for bosses (or clients, if you’re a freelancer and work for yourself). It would look something like this:

Of course, you’ll feel a sense of accomplishment by meeting these needs, but, as a creator, how important are these really to you? These are the basic things you have to do in order to make your boss happy and to stay gainfully employed. They also help to ensure that the client is happy with the boss and agency in the end.

Bottom line: Without these needs fulfilled, you won’t be able to move any deeper into the triangle/hierarchy. So, when focusing on working for your boss, make sure the basic needs are met so you can move on and serve others as they need you to.

Working for the Client

Now, if your boss and client are two different people, you’ll have a second layer of needs to attend to here.

Just as your boss wants you to help them make more money and earn a strong reputation within their space, so too does your client. However, the work you owe them is different. Here’s how it would be represented in the triangle:

Again, you’ll be pleased if you can do and be all these things that your client needs, but is this ultimately what drives you as a designer? Sure, you want to build great relationships with clients so they return to you time and time again with all their website and marketing needs. But in terms of being fulfilled by being a good listener or a timely communicator? Probably not.

All the same, it’s important to be skilled in this type of work and to know how to serve your clients in order to get to that top level. It’ll also help you prioritize their needs accordingly, so you’re not jumping at every single thing or request they claim to “need” and blowing the budget or scope of the job.

For example, if they start demanding more of you (like bombarding you with emails every day wanting to know what’s going on), you can confidently remind them that things are under control (because you’re adhering to the project deadlines, per your boss) and you’ve already scheduled the next client check-in for this week (because you’ve been a good communicator, just as they need you to be).

Working for the End User (Customer)

Maslow refers to the top-level of the pyramid as the growth need. And here’s how Dr. Burton sums this one up for us:

Once we have met our deficiency needs, the focus of our anxiety shifts to self-actualization, and we begin, even if only at a sub- or semi-conscious level, to contemplate our bigger picture. However, only a small minority of people are able to self-actualize because self-actualization calls upon uncommon qualities such as independence, awareness, creativity, originality, and, of course, courage.

These characteristics perfectly sum up everything you want to and should be as a web designer. Unfortunately, it’s those employer and client needs that can stand in your way before you can truly flex your muscles as a creative.

Once you’ve attended to the basics, though, you’ll get your chance to design the kinds of user experiences you know will delight your client’s customers.

Here’s how their part of the triangle should look:

These are universally applicable needs and cannot be ignored.

After you’ve addressed them, though, you will have fulfilled your responsibility to all three parties: your boss, your client, and your end users. And once you’ve done that, you are free to be the creative designer that you are.

Wrap-Up

What I want you to take away from this, is that there are certain basic needs which you must fulfill when working as a web designer. These are the ones you’ll put into your own hierarchy of needs.

Take a systematic approach, starting with your boss and ending with the customer:

  • What do you have to do to ensure that your boss is happy to have you on the team?
  • And that the client is pleased with the site you’ve built them?
  • So you can design a website and experience that end users respond to positively?

Once you’ve figured all this out, you’ll unlock the answer to whom you work for and, more importantly, how you should work for them.

 

Featured image via Pexels.

Source


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Software Jobs for Social Anxiety Sufferers

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It’s been a while since my last reader question post. It’s hard to feel too bad, though. I was combining a cross-country relocation with a two-week vacation. So I suppose the internet just had to do without my wisdom for a few weeks.

But I’m back in the saddle, so that changes today.

Source de l’article sur DZone

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