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UX Leadership Potential Program

UX Leadership Potential Program. Interview Results and Design Direction. UXLT input and approval. December 14 UXLT meeting Audience definitions Program goals Program components January UXLT interviews March UXLT meeting UX leadership potential areas of focus

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UX Leadership Potential Program

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  1. UX Leadership Potential Program Interview Results and Design Direction

  2. UXLTinput and approval • December 14 UXLT meeting • Audience definitions • Program goals • Program components • January UXLT interviews • March UXLT meeting • UX leadership potential areas of focus • Asks: Program design, budget, approval

  3. Audience • Levels 61 to 64 • Outstanding contribution rating • Achieved or exceeded commitment rating • Demonstrates ability • Ability as a Leader in the UX Discipline • Ability as a UX Leader in his/her Business Group • Performance (in line with CSP) • Demonstrates commitment • Commitment to Microsoft’s customers • Commitment to remain at Microsoft and within the UX Discipline • Demonstrates aspiration • Distribution across UX teams • Participation supported by manager

  4. Goal To improve user experience with Microsoft products and services by identifying and developing the key skills of emerging leaders in the UX discipline

  5. Benefits Microsoft benefits More valuable products Employee retention UX community benefits Creates solutions for the toughest problems facing MS UX today Enhances community Develops leadership successors across UX and business Raises visibility of new leaders across discipline leadership Individual benefits Accelerates leadership competence and career path Deepens understanding of business, technology, and user-related systems Heightens Self-Awareness Moves toward qualification for other bench programs Connects future leaders with current thought leaders Forms cross group and personal bonds for mutual support and growth

  6. Interviews

  7. Results Top UX leadership development areas • Strategic Thinking • User Experience Vision • Communication • Organizational Agility / Dealing with Ambiguity

  8. Strategic thinking • Objective: Enable decision-making that is aligned with business, technology and user experience strategies • Understand Microsoft strategies and their impact on people, processes, and values • Understand competitor strategies and their impact on people, processes, and values • Align and prioritize based on strategies

  9. User Experience Vision • Objective: Improve ability to develop a unique, user experience vision of a product • Link product /feature vision to business strategy

  10. Communication • Objective: Articulate a product/feature vision • Communicate effectively in persuasive ways; integrate data and user experience insight into solutions • Analyze stakeholders and align with their priorities and strategies • Articulate how the vision furthers the business strategy

  11. Dealing with Ambiguity, Organizational Agility • Objective: Develop strategies to drive results amidst ambiguity • Understand the role of a leader in defining business results and delivering on strategy

  12. Design Principles • Empirically based program design process • Utilize action learning • Alignment with 70-20-10 Theory of Learning • Alignment to User Experience CSPs • Focus application to discipline-specific business results • Clear accountability • Owner: Surya Vanka • Approver: Brad Weed (or designated UXLT member), Irada Sadykhova • Reviewer: UXLT • Participants: Katie Schwartzenburg, Ken Fry

  13. Design Principles • Central Element: Task Force (Action Learning) to address hard problem that is relevant to user experience discipline, engineering profession, and/or Microsoft strategy. • Interactive workshops to develop targeted skills relevant to program objectives. • Project-based experiences to solve hard problem and build individual competencies. • Program design recognizes the potential leader likely will not gain this experience on the job

  14. Next Steps

  15. Interview Results: Experiences

  16. Competency: Communication

  17. Result: Organizational Agility

  18. Competency: UX Vision

  19. Business Results: UX Vision

  20. Engagement • Drive initiative through Discipline Leadership Teams • Centralized oversight by Learning Strategies Program Manager • Drive core and common components • Standardization • Needs analysis • Program design principles • Participant nomination / selection • Program evaluation • Administration by Pipeline Owners and Knowledge Engineers • Event support from EE Events Manager • Biz Ops support

  21. Opening Event Closing Event • In-depth Assessment (MS360) • Discipline-specific leadership and performance messages • Development Planning • Transition info • Reflection • Development Planning Potential Program Components Common Program Elements • Discipline-Specific Elements • Action Learning • Skill- based Training (soft and technical skills) • Competency-based Training • Networking • Mentoring • Coaching • Exchange Programs • Exposure to Leaders

  22. Program Evaluation Quantitative • Job Impact (self-reported) • Retention / Attrition • Promotional Velocity • High Potential Indicator Qualitative • Impact • Leadership Presence • Engagement • Strategic or Systems Thinking

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