To me, EVERY meeting is a working meeting. So the very first time I speak to a room of stakeholders during a consulting gig, I am absolutely not doing the dog-and-pony show of presenting with slides.
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I am here to do one thing and one thing only: make an IMPACT.
Leave a firm, lasting impression that they will not ever meet another consultant cares as much about helping them succeed as I do.
Which means I’m here to talk about *them.*
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What they need. What they’re struggling with. What they think is wrong and what needs to be made right.
This also means that even if I don't have the gig yet, instead of sitting politely + taking turns, we’re going to dive in together + interact. Trade ideas.
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Think through things, explore. what’s being proposed and leverage the brainpower of every person in the room.
Once again, this is a *working* meeting, and we are going to use it to WORK the problem at hand. Again, whether they hire me or not.
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This gives them a very real, tangible, concrete sense of what it’s like to work with me. I am minimizing their risk. If we communicate and collaborate together well here, it’s a safe bet we’ll do the same once I’m under contract.
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If I’m helping a #ProductDesign team “sell” improved #UX work to decision makers, the only way we get a green light is if (1) we come off confident + composed, (2) we communicate instead of trying to educate + (3) they can see the outcome of what we’re proposing.
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To do that, I follow 8 specific rules, which I share in “8 critical rules for pitching to stakeholders," available at my UX 365 Academy, my affordable alternative to grossly overpriced (+ underdelivering) bootcamps:
If you want people to pay attention to anything you say, you absolutely must lead with something that matters a great deal to them.
Something that they (1) know or strongly suspect is occurring + (2) desperately want to accomplish or minimize or eliminate.
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Put another way: you have to prove that what you do addresses BUSINESS problems, opportunities and goals — not UX problems, opportunities and goals. In this training video, I show you how I make sure that happens before I leave the room.
Typical bootcamps cost anywhere from $3,000 - $15,000 for anywhere from 10 weeks to 6 months.
UX 365 is just $168 for a FULL YEAR.
For $228, you get a live monthly group session w/me, where we work together on whatever you’re dealing with/working on.
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You get every course, training video,e-book, cheat sheet and guidebook/workbook I’ve ever created.
You get new, no-bullshit training content every month that comes directly from three decades of #UX consulting with the largest companies in the world.
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Stuff that works where the rubber hits the road, in the less-than-perfect reality we all work in.
I hope you’ll join me at the #UX 365 Academy + see how a small investment can make a huge difference in your career trajectory.
Ever wonder why executives and bosses are often so resistant to doing #UX work?
Why they seem to become personally offended at the very mention of user research or #IA or prototyping, in a way as if you were suggesting a diabolical plot to overthrow the government?
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From "we don’t have time for that," to "we know what our customers want," to "just make the #UI better looking," the wall of rejection is thrown up fast and furious.
Where does this come from, and more importantly, how do you deal with it?
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Let’s start here: most people in management or executive positions can’t truly see what’s broken, because they’re usually only looking at the side that’s working.
#UX and #design friends, we need to talk about estimating. I'd like to share some advice that's come up 3 times this week, in hopes it's useful. And it's echoed, by the way, in the BUSINESS OF UX course @EliNatoli and I are teaching at my UX 365 Academy (link at the end).
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Avoiding wars with clients is a matter of how you structure your engagements, along with how you spell out what you're doing in your proposals/contracts. That starts with estimating.
The biggest 2 rules I follow are these:
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1. I do not EVER estimate a project in full from start-to-finish.
2. Once we're past initial Discovery (see below), I estimate in small chunks, e.g. "here's what will take us to the next iteration/review."
PSA: Three weeks ago I tested positive for #COVID19. Four days later, while on a video call with my doctor I found myself gasping for breath, my pulse oxygen levels diving, with her yelling at me to CALL 911 NOW.
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An ambulance took me to the ER where they scrambled to hook me up to Oxygen and IV tubes and heart monitors. I’m going to tell you straight: I thought I was going to suffocate on that gurney. This is the first time in my life I ever literally thought I was going to die.
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I had developed severe inflammation and pneumonia in my lungs in a matter of DAYS. So for 36 hours they pumped me non-stop full of various antibiotics and steroids. When one bag emptied, they hooked up another.
@rohanpaldesign@mgoldst When a client doesn’t pay, you send a series of letters, each one with a more serious tone: the first assumes oversight, and the last says unless I get a check on X date, we’re going to court.
@rohanpaldesign@mgoldst In all cases you set specific dates for response/check and a consequence: “if I don’t hear from you/receive payment by X date, here’s what will happen next.”
In most states, you can file a claim in small claims court if the $ owed is less than $20K. It’s not hard, just tedious.
@rohanpaldesign@mgoldst If you get in front of a judge, that contract saves you. They’re not interested in details of the case, client scope creep, etc. They’re not going to listen to that clients whining about how they expected A but you delivered B, the subtleties of interpretation.