Researchers need to build the muscle of saying and defending "No."
You're effective when you're selective.
Here's how to say effectively say no:
Why is it important to say "No" to partners and peers?
@JamesClear's book "Atomic Habits," says it best:
“When you say no, you are only saying no to one option. When you say yes, you are saying no to every other option.
No is a decision. Yes is a responsibility.”
It's finally happened: you're going to manage other researchers.
But managing is much more than 1:1s.
Here are some non-obvious strategies to make the most of this transition:
1. Hiring earlier than you'd think
Managing can start with hiring.
But WHEN do you hire someone? When things are on fire...right?
If you see some internal red flags, you should actively begin hiring discussions.
Here are some signs to look out for:
🔐 How to unlock your hidden #UX partner: the support team 🔐
Building with your support team is an often overlooked method towards crafting a better #userexperience.
Here's why #uxresearch should build strong relationships with support teams + how to get started...
Let's understand how even well-intentioned decisions can lead to a poor user experience.
Here are real-life decisions companies have made + how they impacted their support teams:
(Keep in mind that none of these decisions are inherently good OR bad as context matters!)