Wyld.Media

Digital Product Design & Innovation Consulting

Better Design Decisions : Why Few Products Pivot Successfully

 

Note: This article first appeared in my Newsletter: Double your SaaS Subscribers.

 

As a behavioural product designer, I read a lot about cognition, decision making and neuroscience. Alongside more traditional startup and business news.

I’m watching the most crucial skill in running a business being destroyed by popular startup culture.

Decision making is overwhelmingly the thing I hear people complaining about when deciding to leave a company or startup, or simply not wanting to join an otherwise promising company.

Decisions on:

  • How you select candidates
  • How you differentiate your product
  • Collaboration or management style (or lack thereof)
  • What features to prioritise
  • Who you promote or let go

And how is our industry ruining this?

By enshrining “The Grind.”

⚙⚙⚙

I’m at the very end of “How Emotions are Made: the Secret Life of the Brain“. 

It’s been 14 hours of listening and note taking and re-listening again.

So consider me your personal, free version of Blink list:

Underneath your “conscious” brain, is a huge circuitry designed to

  • Asses your energy levels
  • Asses other biological needs (repair, rest, thirst)
  • Analyse those needs
  • Come up with something like a ‘body budget’ of how much energy you have.

Everything you feel, every view of the world, and every decision you make is governed by this budget.

Embed from Getty Images

And consistently working long hours, pushing yourself, late nights (whether for work, or for fun, or both!)

It will run your body budget into the double negatives.

So that every decision that comes out of that pool of thought is affected.

As those decisions result in sub-optimal outcomes, conscious emotions like stress set in.

Chronic stress affects the pre-frontal cortex, making us more volatile and impulsive.

“Chaos Addiction”

This is when you’re most likely to double down on what we know (familiarity bias),

Get defensive, emotional and reject new ideas,

and keep doing what you’ve always done before. (Grind harder!)

We start investing based on feelings (like what other people are doing)

and not based on strategic planning.

This is why few teams successfully pivot their product.

And although have ample evidence that a 4 day working week is more productive than 80 hour work weeks, because of how long term stress affects the brain, they can’t hear it or accept it.

At this point, you are addicted to adrenaline.

And to feed that addiction, you will start to subconsciously create chaos.

 

Movies love to show that decisive moment where the protagonist must make a choice that will change the fate of his or her band/fate of humanity forever.

In real life we make sequences of decisions every single day

We have ample opportunities to rectify our decision making process and start making good ones as soon as we fix the source of the problem. 

Next week I’ll give some actions to reverse this process. 

? ?? Get some outside prespective

I’m a T-shaped, product designer with experience in leading projects, helping companies work better together, and data driven analytics.  If that sounds like it might be helpful for your project get in touch.

Bunny Economics Theory

 

Who you optimise your platform for is probably what’s ruining it. So do the reverse.

A wild rabbit in a forest setting
Anya was right, it’s always the bunnies.

You may have noticed a flourish of “premium” or specialist freelancer platforms lately.

It’s an obvious problem to solve; everyone who’s looking to outsource creative or development work complains about how hard it is to find talent.

The video call was about developing a niche specialist platform within a particular medium.

As the wireframes came through and we discussed the business model and features, it became obvious that this platform was falling prey to a typical thought-trap that affects a lot of startups when it comes to product design: what to optimise the platform for in order to be profitable.

The platform was falling prey to a typical thought-trap many startups suffer from.

 

The typical thinking of people with investor money follows a sort of obvious logic, e.g.

  • Your high tech startup should invest highly on recruiting the most talented engineers (necessary for building stuff), and not so much on HR, right?
  • If you have a paid platform for recruitment, or freelance platform aimed at big companies wishing to outsource work, you optimise for the paying customer, right?
  • If you have a national park around seeing the Iberian lynx, you make sure the environment optimised for the lynx. Not the dime-a-dozen wild bunnies, right?

It’s obvious and logical, right?

Except

  • Bunnies are the basis of the the entire lynx ecosystem. No bunnies? No foxes who eat the bunnies, no lynxes (who eat foxes).
  • Those highly motivated, super-talented employees need even more care and maybe even personal development than average employees. You absolutely need skilled HR or risk becoming the next Uber.
  • without optimising to attract high quality talent, your customers have nothing worth paying for on your platform. You’ve created an expensive HR/Freelance equivalent of those dollar book clubs. People will try it out, and then they’ll move on. And the next platform will try and fix the problem.

It’s the opposite of trickle-down economics. Especially since this model actually works.

 

Optimise your platform around the bunnies, the building blocks upon which the whole ecosystem depends.

Make it attractive and easy to those niche case designers, graphic artists and developers who bring that ‘magic extra’ perspective to a team, not just your mental image of what a ‘typical’ developer or ‘creative’ looks like.

Make it attractive to people with ten+ years in industry who aren’t desperate for any job but are interested in sharing skills and belonging to a community or seeking a better quality of work/life balance.

Make it inclusive to women and non binary people (that means at least having a documented process for behaviour policy and how complaints are dealt with, and well as a diversity plan), not because it’s ‘PC,  but because it results in stronger products and more sustainable businesses.

Think of it this way: everyone else is optimising in other direction and there’s still no clear best in breed.  So, this is how you can differentiate and stand out.

Need a hand finding that building block?

Book a 60 minute call with me.

or follow and DM me on twitter

If you want to maximise the number of lynxes, you need to optimise for bunnies.

 

You don’t have to have the sexiest tech to build the best app

 

Happy Friday! Are you feeling like a runner at the end of a marathon? I’m on the last leg of two concurrent projects and that’s how I’m feeling. A mix of exhilarated but also anxious to get the best out of the last stretch.

In my last post, I talked about how the very feature that sold me a product ultimately became the very reason it failed me.

New technology is sexy. But a well-made product doesn’t have to be sexy.

Sometimes what works best is just what pays attention to how people are fallible and is designed to fix that.

Like Dave Ramsey’s envelope system, it doesn’t have to be high tech in order for people to become evangelical about how much it works. It just needs to fix the root of the problem in human behaviour (in this case, the undeniable tangibility of either having a pile of cash or not having one), and nip the knock-on problems (overspending) in the bud before they develop.

To continue my very different experiences running two time trackers in parallel, I present..

The ‘side-girl’ timetracker who became ‘wifie’

Human beings are masters at self-deception.

At some point after I shaved off time from invoices, I started “flirting” with another paid time tracker.  Ya know, “Just looking.” No billing yet.

Almost immediately, I was sure I would let the free trial expire.

1. It didn’t show time entries as breakdowns of a nine to five day.

At first, this was clearly a sign that our relationship could go no further.

2. It required me to manually start and stop tasks.

HA! I don’t have to do that with the other one. What a drag.

3. It gave subtle, unobtrusive feedback at regular time intervals to bring awareness to the passage of time 

And just like that, I noticed how it changed the quality of my focus.

I started questioning if what was I doing right at this point was the most important thing for this task, or if it was “a nice to explore if there’s time” task?

  1. The design encouraged free note taking of the task process while the timer was running, without obstructing or influencing the dashboard layout of timesheets.

In my previous tool, this made my time logs in the day look “fatter” and it really wasn’t designed for more than a short description. Longer sentences ran together.

When I ran invoicing in my side-app, it was immediately clear what took so long in each project, but also, because of the time-feedback at intervals, my attention was called back repeatedly to question what I was working on in that moment, making the notes I took something I could stand behind.

In addition, I noticed that the act of manually starting that timer during that free trial became how I got focused.

More so than running app blockers or moving my phone to the corridor. That initial behaviour became the start of a habit loop.

A habit that made me feel better and more satisfied with my work at the end of the day.

The act of stopping the timer became a signal to rest and walk around a bit. Or water the plants. Or answer my poor husband’s messages. You know, have a life.

Furthermore, the default time interval was set to 15 minutes and the app walkthrough explained that actually, this is more reflective of true time worked than logging by the minute.

That nagging feeling I had of “but these gaps shouldn’t be here” and “but this took longer, I know it” was vindicated.

Even the absence of an hourly timeline, whole irksome at first, removed my guilt about “gaps” and I started working in a healthier, more flexible, and more productive way.

I focused on what got done over the day, not holding myself to some imaginary, perfect version of me who should have done half my weeks tasks before lunchtime.

It used hashtags that you could write in on the fly, rather than forcing me to use dropdowns. So it was much faster to use than any other start-stop timer I’d used before.

It also allowed me to write in time in a number of formats (1h, 60m, 60 m, 1:00, 1) because as humans, we do think of time differently in different contexts and subconsciously enter them the way we think we think about them in that context.

We’re not always aware of how we are inconsistent until we get an error message. And by that time, we’ve wasted time and need to repeat ourselves.

TL;DR; You don’t have to have the sexiest technology to build the best app. 

a. Just observe how people behave

e.g resisting using a time tracker, or hating that tracking time takes time that isn’t being tracked. Both apps were designed to fix these.

b. Get to the behavioural root of the problem

  1. “oh my god, I have to scroll through so many projects in this dropdown. Wait. I have to create a project for this first, THEN scroll again? Nevermind, I’ll estimate it later.”  <– both first and second-time trackers solved this.
  2. Time tracking takes time <- both timers solve this
  3. getting absorbed in the work and forgetting the passage of time <– first time tracker didn’t solve this or knock-on effects

c. Identify the knock on problems these cause

Overworking, circling the drain of burnout, feeling like I never got enough done, not knowing why particular time entries took so long.

4. Make opinionated design decisions to prevent them

The lack of per hour day view is  (I’m pretty sure) to prevent people like chasing an idea of a perfect, mythological work day with zero gaps between time logs.

And finally, if there’s ever a choice between being better for a business (AI timesheets are never guestimated) or being best for its workers…

always design for people. 

How your USP can become a Unique Weakness Point, and what to ask yourself

 

I wrote a while ago that I was using paper to plan in the last few years. For work projects, I use online tools like Asana, Basecamp or Trello (for work editorial and product research) so I can attach text links, photos, and other files. But for daily running and maintenance of the good ship ‘me’, it’s still paper.

Sometimes, I would drop off from the paper method and started using trello for managing ALL the things in life.  But since I also track my time, I noticed it took too long to get things done with trello. I was spending too much time IN trello rather than completing work.

Trello’s greatness is it’s easy to customise and fun to use. That’s also its weakness; it’s too easy to get sucked in with customising and connecting it to other tools. As far as using it as my primary management tool: it had to go. 

Lately, I switched time tracking apps. And I’m noticing now that the app I no longer use suffered from a little bit of Trello syndrome: the same greatness was also its weakness.

My time tracking app automatically tracked what I worked (down to the filename inside the application I was using) on or was reading online, or what apps I used automagically and showed my computer use to me privately in a chronological timeline alongside my tracked work hours. At first, this was motivational, since blocking distractions was a goal in itself, and a reason I subscribed to RescueTime.

Mind the Gaps

But I started to notice and obsess about eliminating untracked “gaps” in my chronological timesheet. Gaps I felt shouldn’t really be there. I knew I was working all day, I wasn’t goofing off.  I started working longer to compensate, but feeling less satisfied with my work.

Since I was working longer hours, my focus started to suffer.  The mornings after took longer to get into focus mode. The time tracker dutifully showed me how I had been distracted that morning as soon as I was ready to start working seriously and opened the time tracker app to plan the day.

I was starting my day with a sense of failure.

If I stopped you, right before you opened the door to home and showed you all the ways you had let your partner down without noticing I’m sure you would deeply affected and resolve to change– the first time. But what if I did every single day for three months, at the same time, the same moment your hand touched the door handle? How do you imagine you would feel once you hand reached out? Excited? Browbeaten? Would it dim your enthusiasm to see your partner? Would you be angry at them for taking offence or small things even though you are trying? Or you be angry at me for telling you each day?

How the app made me feel about myself was being projected back at the app itself. I was reluctant to sign in.

It also didn’t account for the fact that I needed time between tasks for context switching to refresh mentally or to complete add-on tasks that didn’t involve my phone. For example, when I recorded that I went out to get groceries (the app tracks my trips and geolocation and enters it in my personal timeline as a possible time entry), I still needed to put groceries away and put away my jacket, handbag and shoes and get a glass of water, before dealing with my inbox again.

Switching my timer to use increments of fifteen minutes would have been one solution,  -and was optional- but it should have been the default solution, because:

  1. In offices, context switching and these tiny interruptions are more common than when working at home, alone. 

     2. Design is always judgmental. The layout of the day as a by-the-minute chronological timeline made me feel like changing those default settings to fifteen minutes was “cheating” and “less accurate”, so I didn’t use it. Had it shown time in fifteen-minute chunks, it would have felt ok.

But, using the timer in the default settings meant I felt the timesheets were not reflective of the true time it took complete tasks.

Doubting my auto tracked timesheets was now a distraction that played in the background of my mind during the day, as I wondered- “but it didn’t only take 16 minutes to write that email update. Something here is missing.”

I was already distrusting my timesheets. And as David Allen, author of GTD says, when your mind doesn’t trust the system, it starts to resist using the system. 

Remember, the unique selling point for me wasn’t that the timesheets were powered by magical AI time tracking fairies. Or even that time tracking takes time. That’s a minor pain since I was using previously using a free time tracker.

My pain as a freelance user was that my timestamps didn’t match how much time I actually spent at the computer, with all distracting sites blocked.

I signed up for paid tracking software because I believed that taking time to track time was where that extra time was going. 

And I was being proved wrong in an expensive, demotivating way.

2. Mindless working

In the book, Mindless eating, there’s an experiment where people eat soup at a dinner party from a soup bowl that fills up just a little bit slowly over time. Because they’re distracted by conversation, they keep eating the soup. No one stops eating the soup or questions why the soup never empties. They simply report how it’s very “filling”.

Auto tracking my time made working like eating that endless bowl of soup.

It removed natural starting and stopping points in my workday. Not paying attention to how long I worked was functioning as a dark pattern. Like an infinite scroll in a shopping site, it encouraged – in myself at least-  working longer and discouraged breaks (to eliminate those damned gaps) that would make working more effective.

The other way the auto-tracking negatively influenced my behaviour was that while using a work tool (say, illustrator or sketch), I would stop noticing whether what I was doing right now was necessary or a priority. Just like in the mindless eating experiment, I was mindlessly working.

At invoicing time, I had no way of accounting for why some tasks took so long.

So I started knocking off logged time at invoicing. :/

The actual reverse thing I wanted from signing up to this paid software. 

Around about that time, I started flirting with another time tracker. It’s not AI powered. I have to start and stop the tracker. You could ask why I don’t go back to the old, free time tracker in that case. But it solves a pain I didn’t understand I had. A pain I thought would be solved by auto time tracking.

As users, we tend to mis-diagnose our own source of pain.

We’ll jump from app to app until we land on one where someone has done the deep work to figure out why we really want what we think we want and solves that unspoken pain.

In my next post, I’ll talk about how this app I flirted with became my main timer, despite costing more and being less “sexy”.

Think about your product’s USP…

Could it also be its biggest weakness?

If so, to what kind of user? What kind of use case?

(no, you can’t say “idiots” or “people who don’t matter”)

Put a “who is this for?” in your FAQ.

People love honesty. You could even put a button or some other CTA where can request a version that deals with their situation. You can do the math on whether the number of requests justified another version or not.

Why Wyld isn’t an Agency.

 

Growth can be a trap for agencies

size isn't a good indicator or skill or speed

Earlier this year, an independent contractor and I jointly pitched a prospective client. We were up against an agency, who tend to have the kinds of expense accounts to better woo clients.

Truth be told, we may not have cost much less than the agency. I’ve been told by an independent developer that an agency won a pitch that equalled his solo asking price.

I can see how it probably seemed like getting more hands on deck is better value for money.

The thing is, I’ve worked for agencies. People who know me in real life have heard me describe my experiences in creative agencies as being like that of a digital sweatshop.

The end clients never saw this aspect. They saw a quickly produced website and didn’t think to question what was under the hood or how many people inherited the project from someone who quit suddenly from stress or interned out, or that they were utterly miserable for not being able to take the steps necessary to do quality work, and constantly in a state of anxiety of needing to work faster.

This isn’t a model I have any intention of replicating.

The price we pitch is the cost of two experienced people who will do a standard of work that’s equally suited to be maintained by us or handed over to someone else without hours lost to finding where the spaghetti code is hidden. A standard we can stand by and be proud of.

It’s for our advice on what’s best for the client’s aims and overall business, even if it’s not what they had in mind.

If I ask a personal instructor or dietician to give me a plan to become unhealthily skinny, I would hope they wouldn’t carry out my wishes by saying “well, it’s what they wanted”.

We have to be more than a monkey’s paw, granting wishes and abdicating responsibility for the outcome.

Size isn’t a good indicator of quality or speed

Some agencies hire as if three juniors coding is the same in terms of quality and speed as having one experienced developer.

In practice, the reverse is true.

More juniors can never work as a fast as a senior because all of them need to get approval at each stage from someone.

And that someone will max out on smart feedback as the day gets longer.

But when you’ve committed to the idea that team size matters and there’s an office that needs paying for, you’ll hire for affordability.

And you can’t take too long on any job because that expanded payroll needs to pay for itself quickly.

Do clients ever win with all that pressure, tension and cost-cutting behind the scenes?

Small is less stressful and allows more creativity and problem solving without the big overhead.

Small is nimble and arrives at decisions quickly.

Small means seeing clients as people, not as “briefs” to “fulfil”.

Small means no one has to wonder what was said in a meeting, leading to mistrust or misunderstandings later on. This will eventually affect work. 

Small means no one gets shoved in the back of group photos for not being cute enough or important enough and pretend to be ok with that. This also will eventually affect work. 

Small means there’s no job that can ever be more important than my relationship with a work partner, or their happiness or health.

Small keeps things human.

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