61% warm, 86% creative, 100% doubter of personality tests. #ux #design #ixd #GoalDirectedDesign #personas #ethnography #colemak #Zettlekasten Soli Deo Gloria
Oklahoma City, OK
Joined July 2010
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Grant Baker retweeted
The tragedy of the YRR movement is how little effect it had on church polity. Certainly, the title "elder" was revived and appropriated by many baptists and independents, but the result was often a too-powerful local ruling group, a bespoke polity with no outside accountability.
“Design Was Never the Comps: What I learned when Claude Design dumped a dozen screens on me” by Christopher Noessel christophernoessel.medium.co…
One usability test participant struggling with the same task for 3 minutes can reveal more than 40 slides of stakeholder opinions.
Reality is undefeated.
bit.ly/4tncUJe
Weak structure creates hidden tax:
confusion
rework
politics
burnout
People don’t just need vision.
They need a system they can trust.
Good designers solve problems.
Great designers discern which problems are worth solving in the first place.
bit.ly/4uGwql3
Not all user problems deserve equal attention.
Some are paper cuts.
Some are arterial bleeding.
The hardest part of product strategy is knowing the difference.
This video explores why some problems matter more than others.
bit.ly/4uGwql3
A prototype review with stakeholders is not usability testing.
Your coworkers already know the product.
Your users do not.
That gap is where good design either survives or collapses.
bit.ly/4tncUJe
Feature shipped ≠ problem solved.
bit.ly/4uxJI2Z
A mature product team does not confuse prototyping with decoration.
Prototypes are experiments.
Learning devices.
Assumption crushers.
Their purpose is not polish.
Their purpose is clarity.
bit.ly/4tGxCUF
Continuous delivery without continuous discovery just helps teams ship the wrong thing faster.
Speed is only useful when direction is sound.
bit.ly/4tGxCUF
Too many teams measure activity instead of achievement.
Story points.
Velocity.
Tickets closed.
Outcome metrics ask:
Did the user succeed?
bit.ly/4uxJI2Z
NPS can tell you people are unhappy.
It can’t tell you:
• why
• where
• what obstacle blocked them
• whether the product helped them achieve anything meaningful
Outcome metrics start with a better question:
“How did this improve someone’s life?”
bit.ly/4uxJI2Z
Culture gets the spotlight.
Structure does the heavy lifting.
If your org chart, incentives, and decision paths are misaligned,
no amount of “values” language will fix it.
Strength without structure collapses.
bit.ly/3QJgIa4
If people don’t feel safe,
they won’t speak honestly.
If they don’t speak honestly,
you won’t see reality.
And without reality,
trust becomes theater.
bit.ly/4tJSPxv
Most organizations don’t *decide* to lose trust.
They drift into it—
through inconsistency,
unclear decisions,
and unspoken assumptions.
Trust erodes quietly before it collapses loudly.
Organizational trust isn’t built in town halls.
It’s built in a hundred small moments:
– decisions
– tradeoffs
– how leaders respond under pressure
Culture keeps receipts.
bit.ly/4tJSPxv
Research isn’t just validation.
It’s how you *see reality clearly.*
Stakeholders, users, domain—
braid them together, and strategy starts to take shape.
bit.ly/4tnccM8
Strategy isn’t a deck.
It’s the discipline of removing uncertainty.
Designers are uniquely equipped to do that—
through research, synthesis, and framing the *right* problems.
bit.ly/4tnccM8
#ProductDesign #UX
If you hear:
“We’ll fix it in phase 2”
or
“Just build the prototype for now…”
You’re not looking at a design problem.
You’re looking at *unresolved uncertainty.*
Strategy begins by exposing the “why.”
bit.ly/4tnccM8
Most designers start with *“what should I build?”*
Strategic designers ask:
Why this?
Why now?
Why does it matter?
That shift changes everything. It turns execution into leadership.
bit.ly/4tnccM8
#UX #DesignLeadership
