As creative professionals, we might see ourselves as the hero of our work’s story. But this can make feedback—an inevitable part of our work—seem like the villain. Learn how to reframe your relationship to your biggest nemesis. Make feedback your trusted sidekick instead.
Staffing teams can feel a bit like a game of Tetris, but don’t forget your teams are human beings. They have interests, strengths, and qualities that should be considered above their availability.
Hiring for technical roles can be unnerving. Does your interview plan cover the vital questions? Have you clearly defined the role? Will you recognize the right candidate? Brandon Gregory shares experiences and tips to help you make the right hiring decision.
Interpersonal relationships and team dynamics can be tricky. We often eschew the values of team work and working together, but balancing relationships when everyone has a good idea is tough. Jessica Hall shares some thoughts on how to navigate those tricky spots so your team can start communicating and get back to what they do best.
Sometimes we need to go through the clothes in our closet item by item to separate the chaff, cruft, and impulse buys from what we truly need. An occasional performance audit done by hand, argues Chip Cullen, gives us a detailed picture of our work, increases our awareness of what we ask of our users, and allows us to shape our findings in ways that make sense to stakeholders.
Maintenance is an ever-present aspect of web development, but there simply isn’t much data about what we do industry-wide. To uncover what developers consider best practices and great resources, we’re all taking the (very short!) Great Web Maintainability Survey from Jens Oliver Meiert.
There’s all this other “stuff” that has to get done in support of what you actually do for a living. It slows you down and takes away from overall productivity in your specialty, yet you think you have to do it yourself no matter how hard it is for you. Suzanne Scacca says it may be a good investment to offload and outsource some of the tasks that aren’t in your wheelhouse. It just might free up your time to do more of what you do best.
When we can’t trace low-level decisions back to a specific objective or problem statement, we lose sight of what we should and shouldn’t do on a project. Dan Brown shows us how to create assertions that keep design direction from unraveling.
If you don’t work at a place like Google or 3M—companies celebrated for rewarding innovation—don’t despair. You can still push new ideas through, see them gain traction, and watch your company evolve for the better. You just need to be smart about your tactics. Janice Gervais has some advice on how to practice effective guerrilla innovation.
Part of getting to a better place in the new year is recognizing where we have sway, and going past our own discomfort to create positive change in ourselves and in the world. Those of us who have a role in the hiring process can do better by thinking critically about culture fit. Matt Griffin challenges us to consider whether it actually creates the kind of team that’s the best for the enterprise, or mostly serves to make us comfortable by surrounding us with people largely like ourselves in ways that aren’t relevant to the business.