Communicating Great Design

Because communicating is the real job

Whether we like it or not, our work will always be on display for everybody to praise, criticize, like, dislike, or <insert any emotion here>. Such criticism is especially apparent in the stakeholder meetings with non-designers.

Why Does It Have to Be Like This?

Our design work is visual. People genuinely care about what they see, feel, and how they interact with the interface. Many know little or nothing about design, but they might have the authority to overrule or dictate design best practices. They have a vested interest, and their goals and objectives may be tied directly to our project, which in turn elevates the emotional attachment to the design. Such stakeholders have to be a part of the process. Our job is to include them in our design journey that is helpful, productive, and doesn’t derail the project. To do this effectively, we don’t lean on our design chops. It is clear and convincing communication that will get us there.

The Real Job Behind Your Design Job: Principle Communicator

On the surface, design is subjective. Though you may have the most revolutionary idea or design, it may not be the one that wins. An aggressive and well-spoken individual would more likely get the support of a boss, superior, or client if they can convince them that they’re right. The designer that cannot explain why they did what they did often find their designs relegated to the bottom of the consideration pile.

However, to be articulate will show that you:

1. Have ability and intelligence because you know what you’re talking about and can be trusted.
2. Demonstrate intentionality because you’ve logically thought through the details and can purposefully show a solution to a problem.
3. Express confidence because you had a laser-sharp focus on your design and have a solid argument to support it.
4. Show respect because you’re not wasting anybody’s precious time by coming prepared.

So how do you do it?

When faced with a barrage of opinions, likes, dislikes, or criticisms, here is an approach that I’ve taken over the years in both design and non-design roles.

1. Humble yourself. The more you understand that “everyone is a designer” the less likely you will take it personally because everybody is entitled to an opinion. Our job is to convince people how our designs solve a real problem.
2. It’s not about you. Remember that you are not designing for yourself. You’re solving a problem by creating a solution for others.
3. Listen carefully. Especially for non-designers expressing an opinion, there will usually be an underlying problem that they see is not being solved. Putting on the curious and empathetic research hat at that moment is how we get to the root of the problem. And this leads to the next point.
4. Sift through the noise. We do this by asking a bunch of “Why’s.” Try asking, tactfully, why they feel uncertain about the design, and you might be surprised what you uncover.
5. Guide them through the thought process. We do this by ensuring we’re always prepared to justify and discuss the following three things that our design must already have.
6. It solves a problem. Our designs are of no use if they don’t solve a problem. It may look nice with very funky animations and hit the checkbox of the latest design and animation trends, but if it doesn’t solve the underlying business problem, the design fails right there. Instead, ensure you fully understand the underlying business metrics and critical success factors of a design (usually in key performance indicators, or KPIs). To be prepared for this, I frequently refer back to KPIs and write out how it meets those KPIs. I also tie the KPIs back to an underlying business problem and write out how and why the design is a possible solution. Nobody needs to see this ever, but the point is to be prepared yourself.
7. It’s easy for users. While this point seems obvious, it may not be easy to justify our designs to stakeholders. Especially if we’ve been surrounded by our tool of choice 24/7 for weeks on end, it’s easy to assume that people will understand it when they see it. It’s essential to take a ‘beginner’s mindset’ every time we articulate our designs. I’ve found that documenting, with words, every significant design change and how it helps or affects the end-user helps me remember the reasons behind every decision — bonus points for again tying this back to a business objective.
8. Everyone supports it. Obtaining support is probably the hardest because it requires the most (soft skills) work. Because the ultimate support will almost always be from a non-designer (or at least one that hasn’t spent nearly as much time as you have on the design itself), our presentation has to be convincing. There will always be another design. We have to be able to articulate why our design is better than alternatives. Understanding and anticipating alternate design possibilities will allow you to carry the conversation further instead of freezing or immediately acquiescing when a stakeholder or client proposes a different solution. Support is what we’re after, not necessarily agreement. Support is enough for a project to move forward because we aim to increase forward momentum and quickly learn and iterate from future testing.

Communication is King

Communicating great design should always be at the forefront of your mind before, during, and after design work. Always strive to understand your audience. Specifically with stakeholders, we aim to build trust in a way that appeals to their needs and expectations. Harnessing the power of excellent communication and clear design articulation will help them see that our design solutions move the project forward to becoming the best possible solution.