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One of the things I didn& #39;t expect with learning how to design front-end experiences that are so simple they seem obvious, is the lack of understanding in the idea that "simple isn& #39;t always easy".
A thread:
A thread:
When I first started at my job a couple of years ago, I produced a huge amount of visual output. It wasn& #39;t bad, but I didn& #39;t have a clue about designing experiences, not just making the data other people put into views look better (I also had no idea how to find the data needed).
That being said, I got a lot of positive feedback because of my output. Over time, I started to get more and more stressed because things were getting increasingly harder to change, and change was constant. So I threw myself into trying to unbox myself (& clients from my designs)
The better I got at designing experiences, the less output I produced (at first).
My confidence hit rock bottom as I saw just how much I had to learn, and for actual years it& #39;s felt like being trapped in the valley of despair (Dunning Kruger).
My confidence hit rock bottom as I saw just how much I had to learn, and for actual years it& #39;s felt like being trapped in the valley of despair (Dunning Kruger).
Little by little, I noticed that things were getting easier. I learned how to create a styleguide to create a more consistent (and reusable) experience.
I learned that it& #39;s helpful to separate the visual hierarchy from the dom hierarchy
I learned that it& #39;s helpful to separate the visual hierarchy from the dom hierarchy
I learned to use semantic HTML classes that represent the domain concepts, and use sass to extend the more generic styleguide elements and components from within those.
I learned that accessibility is not just about adding tabIndexes, and that validation tests can& #39;t test "why"
I learned that accessibility is not just about adding tabIndexes, and that validation tests can& #39;t test "why"
I learned from Design of Everyday things that when some people pull a door that says "push" on it, that they blame themselves for being stupid when it& #39;s actually a design issue.
I learned that client needs are hard for them as us to recognize and articulate.
I learned that client needs are hard for them as us to recognize and articulate.
I learned that feedback cycles are filled with vulnerability and navigating deep rooted cultural norms and psychological biases.
That listening with empathy and compassion and without ego is not easy, especially when you feel like you "know better".
That listening with empathy and compassion and without ego is not easy, especially when you feel like you "know better".
One of the surprising things I learned is that the things we get the most right, that take the most effort and soul, are the things that are taken for granted the most.
Which is why I& #39;m writing this thread, because I haven& #39;t seen much advice on this kind of thing.
Which is why I& #39;m writing this thread, because I haven& #39;t seen much advice on this kind of thing.
What do you do when you& #39;ve spent weeks designing something that looks and feels so obvious that response is "that& #39;s amazing, what else is there?" and then, "all that time for just that? What have you been doing?"
I& #39;m lucky to be in an environment where we are really good at communicating, but I can imagine many places that haven& #39;t had as much practice.
If I worked somewhere where a colleague said those things accusingly, rather than curiously, it would have been a massive hit.
If I worked somewhere where a colleague said those things accusingly, rather than curiously, it would have been a massive hit.
So, here& #39;s what helped me and my team.
Keep a work diary for yourself (not for accountability). I like to start with an objective for the next 20 mins, and then bullet point the tasks and problems as I go. It helps you notice (and share) just how much "invisible" stuff you did.
Keep a work diary for yourself (not for accountability). I like to start with an objective for the next 20 mins, and then bullet point the tasks and problems as I go. It helps you notice (and share) just how much "invisible" stuff you did.
Instigate a high-five culture. If someone is incredulous at how "obvious" something is, it& #39;s time for high-fives all round.
Take time to frequently check in with yourself emotionally. This also helps build empathy towards the team & makes it easier to separate words from intent
Take time to frequently check in with yourself emotionally. This also helps build empathy towards the team & makes it easier to separate words from intent
