Negotiating Your UX Career. Presented at UXPA2015
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Presented at the User Experience Professionals Association 2015 (UXPA2015) Conference in Coronado, CA. Negotiation is the key to getting what you want and deserve. This talk provides the most influential ideas in business regarding negotiation and empowers you to be an effective negotiator. In UX we negotiate on behalf of users throughout the development life cycle. We do this as we work with team members, stakeholders and clients; and those skills are especially helpful when we make difficult-to-hear recommendations. Unfortunately, many of us are not taught skills that will help us negotiate well. This session provides the audience with tools to become effective negotiators in their personal and professional lives. Titled: If You Don't, He Will. Negotiating Your UX Career
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Negotiating Your UX Career. Presented at UXPA2015
- 1. If You Don't, He Will. Negotiating Your UX Career Carol Smith @carologic
- 2. Current Situation • Prince Charming isn’t coming • Privilege is real (male, white, social, etc.) • Microagressions* 2 http://www.people.com/people/package/article/0,,20395222_20914989,00.html *Responding to Sexist Microagressions: http://everydayfeminism.com/2015/01/responses-to-sexist-microaggressions/
- 3. 3 @Steve_Upton on Twitter - Sketchnotes from @kmdk and @ma_rylou's talk on women in tech at #uxce15
- 4. 83% 17% Web Designers By Gender (2009*) Men Women http://www.smashingmagazine.com/2010/11/12/gender-disparities-in-the-design-field/ *Findings From A List Apart Survey 2009 (no longer available online) 66.5% of the same respondents stated there is “definitely not” a gender bias in the design field.
- 5. Closing the Gender Gap in UX – 2014 Survey • Not statistically significant different!! • Women 45 or younger make equal to or more than men • Men over 45 make more than women • 1355 Total Responses from 58 Countries • Salary Data converted to US Dollars 5 http://uxpa.org/resources/past-salary-surveys
- 6. Knowledge is Power • Disparities in negotiation skill and comfort – Hurt your career – Can hurt users • Don’t be too much like Pollyanna – World is not a safe friendly place – Protect yourself and your goals
- 7. What is Negotiation? Discussion aimed at reaching an Agreement. 7
- 8. What Does Negotiation Feel Like? http://www.womendontask.com/stats.html © http://www.dreamstime.com/mocker_info#res11004428 http://www.dreamstime.com/royalty-free-stock-photo-african-american-woman-caucasian-dentist-image11066205#res11004428
- 9. Why? • Concern about process • Feel cornered • Lack of practice • Unprepared http://www.WomenDontAsk.com/stats.html
- 11. In UX Context • Negotiation on behalf of users for – Prioritization – Coordination – Feature inclusion – Wireframes to Final Designs 11Wireframe: http://commons.wikimedia.org/wiki/File%3AWolfplex-Wiki-WorkshopsIdeaList-wireframe-20130929-v02.png By Dereckson (Own work) [CC BY 3.0 (http://creativecommons.org/licenses/by/3.0)], via Wikimedia Commons Bottom image: http://www.spydertrap.com/blog/2011/07/web-design-wireframes-plan-your-success/
- 12. Stories
- 14. They both want to work here http://www.79nm.com/massive-vision-doug-powell-on-ibm-design-thinking-march-27/
- 15. On paper they look the same
- 16. They both get offers!
- 17. Here’s the thing Jay • Offered $70,000 to start • Negotiates his starting salary up • Gets $77,000 Laura • Offered $70,000 to start • Doesn’t negotiate - $70,000 is great • Gets $70,000 Both get a raise of 3% each year
- 18. As they Continue to work Jay • After 5 yrs making $89,264 • After 10 $103,482 • After 15 $119,964 Laura • After 5 yrs making $81,121 • After 10 $94,862 • After 15 $109,019 http://www.flickr.com/photos/12567713@N00/3386157971/sizes/o/in/photostream/ http://creativecommons.org/licenses/by-sa/2.0/ http://www.flickr.com/photos/12567713@N00/
- 19. Compromise is Goal No Losers!
- 21. Happy Endings
- 22. 1. Prepare
- 23. • Identify your goals • Set high expectations • Understand value of your work experience • Research who you are dealing with • Until you are confident in yourself and your ask Prepare
- 24. Know Your Facts • Present research clearly – Salary Surveys – Similar job descriptions – Current Situation • UX Research – Return on Investment (ROI) – 100x more to fix system after release (Gilb, 1988) – Jared Spool’s $300 Million Button Bias, Randolph, G. and Deborah J. Mayhew. Cost-Justifying Usability: An Update for the Internet Age. 2005. Spool, Jared. The $300 Million Button. January 14, 2009. http://www.uie.com/articles/three_hund_million_button/
- 25. • Misunderstandings can block confidence and trust • Research to understand – Perspective – Preferred strategies Who are you dealing with?
- 26. • Your style of negotiation learned at a young age • Relationships – Are you friends? – Do you already dislike each other? • Stereotypes (yours and theirs) Your Perspective
- 27. Culture Matters • Locally and Internationally • Time and patience • Personal space • Nonverbal communication (e.g. eye Contact) • Listening vs. talking • Masculine-Feminine values
- 28. Maria 28
- 30. 2. Identify Your BATNA Best Alternative to a Negotiated Agreement
- 31. BATNA (Best Alternative to a Negotiation Agreement) • Course of action that will be taken if: – Current negotiations fail – Agreement cannot be reached Fisher, Roger and William L. Ury. (1981) “Getting to YES: Negotiating Agreement Without Giving In.” Penguin Group.
- 32. BATNA (Best Alternative to a Negotiation Agreement) • Not the same as the walk away point • What are you going to do? • What makes you happy? • BATNA does not include the other party • Your alternative Fisher, Roger and William L. Ury. (1981) “Getting to YES: Negotiating Agreement Without Giving In.” Penguin Group.
- 33. BATNA (cont) • The better your BATNA, the greater your power – Judge every offer against your BATNA – Don’t have to disclose • They have a strong BATNA? – Best way to advance your respective interest Fisher, Roger and William L. Ury. (1981) “Getting to YES: Negotiating Agreement Without Giving In.” Penguin Group.
- 34. BATNA Benefits • Better standard to measure agreements • Protects you from: – Accepting terms too unfavorable – Rejecting terms in your interest to accept • Gives you permission to explore creative solutions Fisher, Roger and William L. Ury. (1981) “Getting to YES: Negotiating Agreement Without Giving In.” Penguin Group.
- 35. 3. Control the Message
- 36. • Delivery is clear • From someone we trust: – Street cred – Knows where we’re coming from When do we Best Hear a Message? http://www.flickr.com/photos/cizake/4164756091/sizes/o/in/photostream/ http://www.flickr.com/photos/cizake/
- 37. Make Yourself Heard • Come from a place of authority • Consider your appearance • Use your credentials • Use their tactics as needed • Avoid becoming negative about previous experience
- 38. The Negotiation
- 40. Take a Moment – Find Your Seat 1.Chair 2.Other end – Reserve for the guest/presenter 3.Flanking Position – Influence flow, assist Chair 4.Middle Few – Soften or mitigate opposition – Near Chair and your opposition has to talk over or through you. 1 2 43 3 Richard Winters, MD, http://www.richardwinters.com/seats Where Do You Sit In A Meeting? The 4 Power Positions
- 41. Your Approach – Deal With Facts • Tell the story of your career • Agree to the job description, expectations, etc. • Clarify breaks in work, etc. Shell, Richard G. (2006) Bargaining for Advantage: Negotiation Strategies for Reasonable People. Penguin Group
- 42. Keep Emotions Level • Positive - other party wonders if "losing" • Negativity makes tense situations
- 43. Deflect attempts at intimidation or aggression http://www.flickr.com/photos/trunglq/2561055473/sizes/z/in/photostream/ http://www.flickr.com/photos/trunglq/
- 44. Be Your Own Advocate • Set your sights high, but know your bottom line • Understand your options and role in outcome • BATNA • Continue to develop • Use if needed Shell, Richard G. (2006) Bargaining for Advantage: Negotiation Strategies for Reasonable People. Penguin Group
- 45. • Be Collaborative and Problem Solving – Discuss shared goals – Communicate effectively about your wants and goals • Be a Good Listener • Resolve tough issues using fair standards and criteria (salary survey, etc.) • Find the best solution for both parties Get Them to Say Yes
- 46. Negotiate! • Do not accept the first offer – ask for more – Concerned about greed? – Think about others – ask because other’s can’t – 'A rising tide lifts all the boats' 46
- 47. Three Steps 1. Prepare - Research 2. BATNA (Best Alternative to a Negotiated Agreement) 3. Control the message 47
- 48. Be the Solution • Help others around you • Tell others that negotiation is an option • Support people when they are unsuccessful • Speak up! 48
- 50. http://www.WomenDontAsk.com/stats.html Were Hiring Austin, TX New York, NY Pittsburgh, PA And more…
- 53. • Babcock, L. and Sara Laschever. (2008). “Ask For It: How Women can use the Power of Negotiation to Get What They Really Want.” Bantam Books. • Godin, Seth. (2010) “Linchpin: Are you Indispensable?” Penguin Group. • Ury. William L. (1991) “Getting Past NO: Negotiating in Difficult Situations.” Bantam. • Fisher, Roger and William L. Ury. (1981) “Getting to YES: Negotiating Agreement Without Giving In.” Penguin Group. • Kennedy, Gavin. (2004). “Essential Negotiation.” The Economist and Profile Books LTD. • Lavington, Camille. (2004) “You’ve Only Got Three Seconds: How to make the right impression in your business and social life.” Doubleday. • Lewicki, Roy J., et. Al. (2004) “Essentials of Negotiation.” McGraw-Hill Irwin. • Young, Ed. (2011) “Justice is served, but more so after lunch: how food-breaks sway the decisions of judges.” Discover Magazine. http://blogs.discovermagazine.com/notrocketscience/2011/04/11/justice-is-served-but-more- so-after-lunch-how-food-breaks-sway-the-decisions-of-judges/ Retrieved on October 24, 2011. References
Editor's Notes
- According to Findings From A List Apart Survey 2009, a poll created by and for Web designers, 82.6% of Web designers are male. Ironically, 66.5% of the same respondents stated there is “definitely not” a gender bias in the design field. http://www.smashingmagazine.com/2010/11/12/gender-disparities-in-the-design-field/
- When asked to pick metaphors for the process of negotiating, men picked "winning a ballgame" and a "wrestling match," while women picked "going to the dentist."
- Time Differences- Two different orientations to time exist across the world: monchronic and polychronic. Personal Space- Certain cultures, including Mediterranean, Arab, and Latin American, are more tactile and allow more touching. Asian, indigenous American, Canadian, and U.S. cultures tend to discourage touching outside of intimate situations. Certain cultures allow cross-gender touching, including the United States, while same-gender touching is less acceptable. These rules change in Japan, where women are frequently seen holding hands, but not men. In the Mediterranean, it is common to see men holding hands or touching in public, but not women. Greeting rituals fit with these patterns, so awareness of local norms is important for negotiators. Eye Contact- In United States and Canadian dominant culture settings as well as many Arab cultures, eye contact is taken as a sign of reliability and trustworthiness. In North American indigenous settings, eye contact may be seen as disrespectful and inappropriate. Similarly, in Asian settings, looking down is usually interpreted as a sign of respect. Beyond these generalizations is a great deal of complexity. Lederach observes, for example, that in Central America, a slight movement of the eyes may indicate embarrassment, showing respect, or disagreement."[5] Nonverbal communication- In intercultural studies, Japanese negotiators have been observed to use the most silence, Americans a moderate amount, and Brazilians almost none at all.[6] Touching may convey closeness in some contexts and create offense in others. Power Distance- power distance to describe the degree of deference and acceptance of unequal power between people.Cultures where there is a comfort with high power distance are those where some people are considered superior to others because of their social status, gender, race, age, education, birth, personal achievements, family background or other factors. Cultures with low power distance tend to assume equality among people, and focus more on earned status than ascribed status. Uncertainty Avoidance- has to do with the way national cultures relate to uncertainty and ambiguity, and therefore, how well they may adapt to change. Generally, countries that show the most discomfort with ambiguity and uncertainty include Arab, Muslim, and traditional African countries, where high value is placed on conformity and safety, risk avoidance, and reliance on formal rules and rituals. Trust tends to be vested only in close family and friends. It may be difficult for outsider negotiators to establish relationships of confidence and trust with members of these national cultures. Masculine-Feminine- the degree to which a culture values assertiveness or nurturing and social support. The terms also refer to the degree to which socially prescribed roles operate for men and women. Hofstede rated countries and regions such as Japan and Latin America as preferring values of assertiveness, task-orientation, and achievement. In these cultures, there tend to be more rigid gender roles and "live to work" orientations. In countries and regions rated feminine such as Scandinavia, Thailand, and Portugal, values of cooperation, nurturing, and relationship solidarity with those less fortunate prevail, and the ethic is more one of "work to live."
- Maria 7 years of experience Job search as she’d like to try something new (same city) Finds a company and position she likes and applies Phone interview goes well In person interview goes very well Receives an offer of 95k per year with 2 weeks vacation This is a raise, but she’s not excited. She expected more – she had heard a raise of 10-20% was possible with a job change. Should she negotiate?
- The Power Position- The power position is at the head of the table. Everyone in the meeting can see you. From this seat you can best facilitate the flow of the meeting. The other end- The seat immediately opposite the Chair is the second power position. This seat tends to be reserved for the guest. It is visible to all and a good location for people who need to pop into the meeting to present specific items on the agenda. The Flanking Position-The individuals who sit next to the Chair have the ear of the Chair. When you sit in this position you can influence the flow of the meeting by assisting the Chair. You can draw attention towards or away from topics. You can prompt a speeding up or slowing down of the agenda. The Middle Few- You may want to sit in the middle next to individuals with opposing view points to soften or mitigate their opposition. Sit closer to the Chair and your opposition has to talk over or through you. Seating arrangements for negotiations should take norms for space into account. In general, Americans tend to talk with people seated opposite them, or at an angle. For the Chinese, these arrangements may lead them to feel alienated and uneasy. They may prefer to converse while sitting side by side.
- If emotional ploys are used to intimidate you or the other party is being pushy or attacking there are options: Ignore their attempts Discuss the negotiation process and what you expect from them Use a team to negotiate Not everyone is intimidated by the same things Team can help when emotions run high