Vital UX skills that few designers have, and how to develop them
Recently, I have been asked over and over again by budding young designers which skills I look for in UX candidates but that I have a hard time finding when interviewing. This is an important topic. Our industry is living far below its potential in preparing young designers to become future leaders, and our educational system is doing an even poorer job preparing students to land their first job in an ever more competitive industry.
I have tried to answer the questions I receive on this topic in forums such as LinkedIn, Facebook, and Slack in an actionable way. Yet, the way those platforms are structured have made it difficult to do this topic justice. It is my goal in this article, therefore, to address this vital topic more completely and provide actionable insights on the surprisingly-rare skills I have found to be vital over my 20 year career as both a hands-on designer and design leader.
我尝试用一种可行的方式来回答我在诸如 LinkedIn、Facebook、和Slack 这些论坛上收到的关于这个话题的疑问。然而，这些平台本身的情况使得很难公正地讨论这个话题。
1. Creative Maturity
It always amazes me how many designers fall in love with their first idea. When I interview potential candidates for UX positions I run through a series of creative exercises & tests to evaluate the candidate’s ability to think outside the box. The vast majority of them either clam up and can’t complete the exercises or stop with their first (and usually most obvious) idea. I have found that this correlates to day to day design work as well. Many designers get so excited with their first idea that they fail to explore others. This causes a few problems:
·Design critiques and feedback sessions with stakeholders turn into “yes or no” conversations instead of taking bits and pieces of various different ideas.
·Products often fail to achieve their potential to improve customers’ lives.
·Executive interference increases. Executives feel the need to step in and deliver solutions to be implemented when they are concerned about the quality of the product. This is their way of trying to ensure success (which of course usually has the opposite effect).
·When executive interference increases, the creativity of the team actually decreases along with morale and pretty soon the entire design team is looking to jump ship.
There are two things designers and leaders can do to increase creativity and solve the problems listed above.
（1）Explore at least3 solutions to any problem.Creating a flow chart? Create 3 variations. WireFraming? 3 ideas. Context scenarios? 3 ideas. You get the point. What this does is forces you to open your mind and explore various possibilities. Early in my career I had a boss who would force me to create multiple variations and then completely delete those files and create 3 more. While this may be a bit excessive as an ongoing policy, he made his point. What I ended up with at the end was far better than the previous attempts.
（2）Fall in love with the problem, NOT any particular solution.Many designers get very attached to a particular design because they spend so much time with it. Involving everyone you can find in your process will help this (especially if you show everyone you get feedback from at least 3 ideas).