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Summary
Directors of UX are navigating an overwhelming set of explicit and implicit expectations in their work, leading to frustration, anxiety, burnout, and leaving the field altogether. In this freewheeling discussion with guest Peter Merholz, organizational consultant and leadership mentor, we’ll address how we got into this situation (layoffs requiring those who remain to manage more people; botched agile transformations requiring UXers to lean into product management; immature organizations not knowing how to value the work), and identify paths forward out of this mess.
Key Insights
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UX directors face burnout from increased responsibilities and lack of support due to organizational downsizing.
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Middle management is often undervalued, yet is crucial for bridging gaps in workflow and communication.
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There is a notable trend of design executives who are not adequately prepared to support their teams.
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Directors often manage multiple roles, which can dilute their effectiveness and contribute to burnout.
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The frustration among UX teams is often driven by a gap in understanding the organizational landscape and setting realistic expectations.
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Many product managers lack a solid understanding of product development processes, leading to UX designers stepping in to fill that gap.
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UX teams often struggle to demonstrate their value in a language that resonates with business leaders, complicating advocacy for design.
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The relationship dynamics between design, product, and engineering teams heavily influence the success and acceptance of UX initiatives within the organization.
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There is a need for better frameworks to assess organizational and design maturity to inform strategic alignment.
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Leaders must recognize and navigate the irrational decision-making processes within their organizations to effectively position the value of UX.
Notable Quotes
"Middle managers are often seen as pulling in all directions and don't get the credit they deserve until their absence is felt."
"The job of a UX director is not just about managing design but also about managing up and across the organization."
"Directors are often left unshielded from organizational insanity when their design executives don't do their jobs."
"The real work of UX is not just tools and methodologies but figuring out how to operate effectively within organizations."
"When you find yourself doing what isn't defined in your job, you're likely doing the work of leadership."
"You can't just follow methodologies and expect them to be effective without addressing underlying organizational challenges."
"Organizations that don’t know how to measure value have a harder time recognizing the impact of UX efforts."
"There is a significant satisfaction gap between UX professionals and their peers in other functions."
"Building trust with cross-functional partners is key to successful UX advocacy and collaboration."
"Playing politics in a way that is ethical but strategic is essential in advancing your UX agenda."
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