高管担任讲师_您担任新设计职位的前90天

高管担任讲师

重点 (Top highlight)

In tech jobs, two-year stints are becoming the norm. If you started working at 21 and retired at 65, that’s potentially 22 jobs and 22 different onboardings. This number may be even higher if you’ve worked for startups, since some people don’t even make it past year one.

在高科技工作中，两年的工作时间已成为常态。 如果您从21岁开始工作，然后在65岁退休，那可能是22个工作和22种不同的入职培训。 如果您曾经在初创公司工作过，那么这个数字可能会更高，因为有些人甚至在第一年都没有做到这一点。

Regardless of whether you’re joining a startup or a corporation, ramping up to a role within a new company poses unique challenges. Although companies usually have an onboarding process in place, many of them are short and aren’t role-specific.

无论您是要加入初创公司还是公司，要在新公司中晋升到新职位都会带来独特的挑战。 尽管公司通常都有一个入职流程，但其中许多人都很短，而且不是特定于角色的。

Don’t leave this crucial part of the process to chance. By structuring your own first 90 days, you’ll be able to build strong relationships, avoid pitfalls, and create momentum toward great work and your next promotion.

不要把这个过程的关键部分留给机会。 通过安排自己的头90天，您将能够建立牢固的关系，避免陷阱并为取得出色的工作和下一次晋升创造动力。

第0个月：开始之前 (Month 0: Before you start)

Your onboarding begins all the way back to your first interview. Treat your interview as an opportunity to ask questions as if it’s your first day working at the company. You won’t get all the info at this point, so be sure to follow up with interviews of your own after you get the offer.

从入职开始一直到第一次面试 。 将面试视为提问的机会，就好像这是您在公司工作的第一天一样。 此时您将无法获得所有信息，因此， 在获得要约后 ，请务必进行自己的采访。

When you accept the role, ask your manager if there’s anything you should study ahead of time. Even if there isn’t, this shows initiative on your part to hit the ground running quickly.

接受角色后， 询问您的经理您是否应该提前学习 。 即使没有，这也表明您主动采取行动Swift取得了进展。

关闭上一章 (Close the previous chapter)

When you’re transitioning to a new role, take the time to rest and reflect. Even a small break will give you enough distance to close out the previous work chapter and savor the future possibilities of your new role. Don’t make the mistake of jumping right in without proper recovery — you won’t be able to start off as strong, and you may even burn out in the long run.

当您过渡到新角色时，请花点时间休息和反思 。 即使是短暂的休息，您也可以有足够的距离来结束上一章的工作，并品尝新职位的未来可能性。 如果没有适当的恢复，请不要犯跳入的错误-您将无法以强大的力量开始，甚至从长远来看可能会筋疲力尽。

制定您的学习计划 (Create your learning plan)

After a period of rest, plan what you need to learn and accomplish by the end of day one, week one, month one, month two, and month three. You should adjust your plan as you gain new knowledge, of course, but planning now will help you keep your career priorities in mind, especially when you hit the inevitable snags.

经过一段时间的休息后，在第一天，第一周，第一个月，第二个月和第三个月的末尾计划要学习和完成的工作。 当然，您应该在获得新知识时调整计划，但是现在进行计划将有助于您牢记职业优先事项， 特别是当您遇到不可避免的障碍时。

月1：成为海绵 (Month 1: Be a sponge)

This month, you’ll be in full-on learning mode. It might be tempting to start fixing things right away, but knowing the context, the system, and its people will help you push for change effectively later.

本月，您将进入全面学习模式。 立即开始修复问题可能很诱人，但是了解上下文，系统及其人员将帮助您稍后有效地推动变革。

主要目标 (Key objectives)

1. Gather context.
   收集上下文。
2. Set expectations with your design manager.
   与设计经理一起设定期望。
3. Get to know your squad (product, engineering, data science, research, etc.).
   了解您的团队(产品，工程，数据科学，研究等)。
4. Meet the design team.
   认识设计团队。
5. Learn the product and design rituals.
   了解产品和设计习惯。
6. Learn your part of the system.
   了解您的系统部分。
7. Start designing.
   开始设计。

利用您的新来者优势 (Use your newcomer advantage)

Newcomers are usually given a lot of leeway. Don’t miss out on this opportunity to ask “stupid” questions. Your co-workers will feel valued sharing their knowledge, and you’ll gain their respect along the way.

新移民通常有很多回旋余地。 不要错过这个提出“愚蠢”问题的机会。 与您的同事分享知识将使您感到很有价值，并且您将一路得到他们的尊重。

It’s too early to tell if things look good or bad. Outright criticism might even make you look foolish since you don’t yet know the full context of decision-making. But don’t lose your beginner’s mind. Ask questions to get to the root cause — how did we get here? As you collect info from various sources, start building your own model of the situation at hand.

现在判断情况是好还是坏还为时过早。 彻头彻尾的批评甚至可能使您看起来很愚蠢，因为您尚不了解决策的全部内容。 但是不要忘了初学者。 提出问题以找到根本原因-我们如何到达这里？ 当您从各种来源收集信息时，开始构建自己的手头情况模型。

了解您的经理 (Get to know your manager)

The first thing you should do with your manager is agree on role expectations. You’ll need to drive this conversation with your manager to learn about their standards: What counts as underperforming, meeting the bar, and going above and beyond? Depending on your level, the standards will be different. This will be one of your crucial conversations this month. It’s also good to cover these topics:

您应该对经理做的第一件事是就角色期望达成共识。 您需要与经理进行对话，以了解他们的标准：什么才算是表现不佳，达到标准以及超越标准？ 根据您的级别，标准会有所不同。 这将是本月您至关重要的对话之一。 涵盖以下主题也很不错：

• Advice on how to succeed in the role.
  有关如何成功担任角色的建议。
• Organizational challenges to be aware of.
  需要注意的组织挑战。
• Tracking and documenting work performance.
  跟踪和记录工作绩效。
• Opportunities for support and training.
  支持和培训的机会。

Beyond setting up regular one-on-ones with your manager (usually on a weekly basis), find out about their working style. What forms of communication do they prefer? When should they be called in for help?Understanding your manager’s style will help you broach serious topics and avoid missteps during difficult conversations later.

除了与您的经理定期进行一对一的交流(通常每周一次)之外，还要了解他们的工作方式。 他们喜欢哪种交流形式？ 何时应该寻求帮助？了解您经理的风格将帮助您提出严肃的话题，并避免以后在艰难的交谈中失误。

Bonus: If you’re up for it, share the 90-day plan (or a version of it that you’re comfortable with) with your manager to let them critique and identify gaps you might have missed.

奖励：如果您愿意，请与您的经理分享90天计划(或您可以接受的一个版本)，让他们批评并找出您可能遗漏的差距。

充分利用一对一 (Make the most of one-on-ones)

One of the best ways to start building relationships with your co-workers is to schedule informal one-on-ones on their calendars. Use this as an opportunity to leave the building and get some fresh air while getting to know them. What makes them tick? Why are they excited about their role?

开始与您的同事建立关系的最佳方法之一是在他们的日历上安排非正式的一对一约会。 借此机会离开建筑物，并在认识他们的同时获得新鲜空气。 是什么让它们打勾？ 他们为什么对自己的角色感到兴奋？

Learn what your team expects from you. Different engineers will have different expectations. Learn how your product manager’s experience has been shaped by other designers (not just at this company). How was research engaged? Understanding and setting realistic expectations with your team will help you commit to reasonable goals while giving you an opportunity to also go above and beyond.

了解您的团队对您的期望。 不同的工程师会有不同的期望。 了解其他设计师(不仅限于该公司)如何塑造您的产品经理的经验。 研究是如何进行的？ 与您的团队一起了解并设定切合实际的期望将有助于您实现合理的目标，同时也为您提供超越自我的机会。

How can design help? Not everyone understands design. Informing your team of your expertise will help them reach out to you in times of need. This isn’t just a one-time conversation. You’ll need to remind people about your skills, but the best reminder isn’t verbal—it’s doing the work itself.

设计如何提供帮助？ 并非每个人都了解设计。 通知您的团队您的专业知识将帮助他们在需要时与您联系。 这不仅仅是一次对话。 您需要提醒人们有关您的技能，但是最好的提醒不是口头表达，而是工作本身。

Trust is built over time. There’s no easy way to take a relationship from zero to 100, but you can start by understanding what’s personally important to a team member. What do they hope to achieve? Asking something as innocuous as “How can I help?” can also uncover deeper issues at hand.

信任是随着时间而建立的。 没有简单的方法可以使关系从零到100，但是您可以先了解对团队成员个人重要的内容。 他们希望实现什么？ 问些无害的事情，例如“我该如何帮助？” 还可以发现更深层次的问题。

You X Ventures You X Ventures

了解产品和设计习惯 (Learn the product and design rituals)

As a designer, you’ll want to get up to speed on the process of doing the work. Here are some starter questions to bring up with the design team:

作为设计师，您将需要加快工作速度。 以下是与设计团队一起提出的一些入门问题：

• Where is the source of truth for design?
  设计的真相在哪里？
• How is a project kicked off and by whom?
  项目是如何启动的，由谁启动？
• How are bugs or issues filed?
  错误或问题如何归档？
• Is there a formal design review process?
  是否有正式的设计审查程序？
• How often do design critiques happen?
  设计评论多久发生一次？
• How is the design system used?
  设计系统如何使用？

Don’t worry if you don’t have it all covered before you begin your first project. Doing the work will help you resolve many of these questions and potentially raise better-informed questions along the way.

开始您的第一个项目之前，如果没有涵盖所有内容，请不要担心。 做这项工作将帮助您解决许多这些问题，并可能在此过程中提出更明智的问题。

了解您的系统部分 (Learn your part of the system)

In addition to connecting with your team, you’ll want to learn about your part of the system. For example, if you’re a joining an e-commerce company to do work on checkout, learn everything about that experience.

除了与团队联系之外，您还需要了解系统的一部分。 例如，如果您正在加入一家电子商务公司以进行结帐工作，请了解有关该体验的所有信息。

Dig up the design and the documentation, and start formulating your own opinions and questions. What makes sense? What seems puzzling? Don’t rely solely on internal knowledge; be sure to also look at industry trends, patterns, and techniques that exist outside of your organization.

挖掘设计和文档，然后开始提出自己的意见和问题。 有什么道理？ 似乎令人困惑？ 不要仅仅依靠内部知识； 确保还查看组织外部存在的行业趋势，模式和技术。

My output at this stage is usually a system flow or a conceptual diagram that helps me see the bigger picture and the details.

在此阶段，我的输出通常是一个系统流程或一个概念图，可以帮助我看到更大的图景和细节。

反思你的经历 (Reflect on your experience)

You should now have a better sense of the company’s culture during this period by observing how people act. As you’re wrapping up your first month, step back to reflect on your experience:

现在，通过观察人们的行为，您应该对公司的文化有更好的了解。 在结束您的第一个月时，请退后一步以反思您的经历：

• Beyond the work itself, how does it feel to be here?
  除了作品本身，在这里感觉如何？
• What did you learn during this time?
  您这段时间学到了什么？
• What new info should you be learning?
  您应该学习什么新信息？
• Who are your go-to resources for help?
  谁是您寻求帮助的资源？
• What support exists to help you get up to speed quickly?
  有哪些支持可以帮助您快速入门？

As you’re reflecting on your experience, you might also want to update your plan to reflect your newfound information.

在反思自己的经历时，您可能还希望更新计划以反映新发现的信息。

第二个月：从学习到执行 (Month 2: From learning to execution)

This month, you’ll start to shift toward execution.

这个月，您将开始转向执行。

主要目标 (Key objectives)

• Learn about adjacent teams.
  了解相邻的团队。
• Continue building relationships with your immediate team.
  继续与您的直属团队建立关系。
• Learn how your part of the system interacts with the larger whole.
  了解系统的一部分如何与较大的整体交互。
• Wrap up and retro your first project.
  总结并还原您的第一个项目。

了解系统的相邻部分及其人员 (Learn adjacent parts of the system and their people)

As a product designer, your top priority is to create a seamless experience for the customer, not ship the org chart. This means you’ll have to signal to other teams where their work breaks in your part of the flow or where you see potential collisions occurring.

作为产品设计师，您的首要任务是为客户创造无缝的体验，而不是交付组织结构图 。 这意味着您必须向其他团队发出信号，告知他们在工作流程中他们的工作中断了，或者看到了可能发生的冲突。

Full customer journey. In the first month, you got to know your part of the system. Now it’s time to dive into the customer journey from beginning to end. Consider mapping out this experience by looking at the system from different perspectives: How does the experience look for new users? What about for intermediates or power users? If your product is on multiple platforms, consider capturing those as well.

完整的客户旅程。 在第一个月，您必须了解系统的一部分。 现在是时候深入研究客户的旅程了。 考虑通过从不同角度查看系统来规划这种体验：体验如何寻找新用户？ 对于中间体或高级用户呢？ 如果您的产品在多个平台上，请考虑同时捕获它们。

Collision resolution. As you learn the system, you’ll encounter various problems and collisions in the experience itself. What process is in place today to get them resolved? Does the current organizational structure hinder or support cross-functional work? How can this be improved?

碰撞分辨率。 在学习系统时，您会在体验本身中遇到各种问题和冲突。 今天有什么流程可以解决这些问题？ 当前的组织结构是否阻碍或支持跨职能工作？ 如何改善呢？

建立现有关系并处理冲突 (Develop your existing relationships and handle conflict)

In month one, you kicked off relationships using the one-on-one format. Now’s the time to continue building relationships as you do the work.

在第一个月，您使用一对一的格式开始了关系。 现在是时候在工作中继续建立关系了。

Design partnership. As you dive into doing the work, you’ll play different roles, from leading and facilitation to coaching and support. Be on the lookout for how you can help support partners in research, data science, and engineering. Getting into the details of the work will help you pave the way for smoother projects and make everyone feel like they’re treated fairly.

设计伙伴关系。 当您投入工作时，您将扮演不同的角色，从领导和协助到指导和支持。 请注意如何在研究，数据科学和工程方面为合作伙伴提供支持。 深入了解工作细节将有助于您为更顺利的项目铺平道路，并使每个人都觉得自己受到了公平对待。

Handling conflict well. It’s natural to encounter signs of conflict at some point, such as a teammate who disagrees with you and fights for their opinion or a PM who’s unwilling to let go of their pet idea. These are all par for the course. The earlier you get to your first conflict, the faster you’ll advance the relationship.

处理好冲突。 在某个时候遇到冲突的迹象是很自然的，例如与您不同意并为他们的意见而战的队友，或者不愿放弃他们的宠物想法的PM。 这些都是课程的标准。 您越早遇到第一次冲突，您就可以越快地发展关系。

By focusing on first principles and understanding the problem, you can help drive productive discussions and turn conflict into a positive force. This way, you’ll consider different perspectives and make a well-informed decision.

通过专注于首要原则和理解问题，您可以帮助推动富有成效的讨论并将冲突变成积极力量。 这样，您将考虑不同的观点并做出明智的决定。

运送您的第一个胜利并进行复古 (Ship your first win and do a retro)

When you wrap up your first feature, do a mini retro. What problems did you encounter? What did you wish you’d known when you started? By this point, you may be already working on another project. Apply the lessons learned from your first project here.

总结您的第一个功能时，请做一个迷你复古。 您遇到了什么问题？ 您刚开始时希望知道什么？ 至此，您可能已经在从事另一个项目。 在这里应用从您的第一个项目中学到的经验教训。

第3个月：加速影响 (Month 3: Accelerate impact)

By the end of this month, you’ll be a trustworthy, well-versed insider who’s up to speed on process, team, and the inner workings of the organization. Your challenge will be to keep this momentum going.

到本月底，您将成为一个值得信赖的，精通的内部人员，负责加快流程，团队和组织的内部运作。 您的挑战将是保持这一势头。

主要目标 (Key objectives)

• Become efficient.
  变得高效。
• Amplify impact.
  扩大影响。
• Reflect on your onboarding.
  反思您的入职。

变得高效 (Become efficient)

As you’re working on projects and collaborating with your team and other teams, you’ll start to understand the best way to communicate (maybe it’s Slack or informal desk chats) and when to share the work. Continue finding, noting, and removing barriers that slow you (and the team) down.

当您在进行项目并与您的团队和其他团队合作时，您将开始了解最佳的沟通方式(也许是Slack或非正式的桌面聊天)以及何时共享工作。 继续寻找，注意到并消除阻碍您(和团队)发展的障碍。

扩大影响 (Amplify impact)

Beyond efficiency, look to be effective. To make an impact, you’ll need to uncover the spirit of the intent (the true business need and the customer value), consistently deliver on the work, and amplify impact across the entire organization. Proper problem framing and understanding the full context of the situation will be key.

超越效率，看起来是有效的。 要产生影响，您需要发现意图的精神(真正的业务需求和客户价值)，持续交付工作，并扩大整个组织的影响力。 正确的问题框架和对情况的全面了解将是关键。

Learn company priorities. How far does the company plan? How does the organization react to bugs? By documenting and bringing up issues you can get a better sense of the how the company makes decisions, which in turn will help you properly frame your ideas.

了解公司优先事项。 公司计划多远？ 组织如何应对错误？ 通过记录和提出问题，您可以更好地了解公司的决策方式，从而有助于您正确构想。

Build allies. Lastly, don’t forget to continue building your relationships. Whether it’s informal coffee chats with your peers or skip-level meetings with your manager’s manager, understanding the struggles they’re facing and helping them will make you more successful.

建立盟友 。 最后，不要忘记继续建立关系。 无论是与同事进行非正式的咖啡聊天，还是与经理的经理之间的非正式会议，了解他们所面临的困难并帮助他们，都将使您更加成功。

回顾您整整90天的时间 (Reflecting on your full 90 days)

As your third month nears the end, do a final reflection:

当您的第三个月快要结束时，请做最后的思考：

• How do you feel?
  你觉得怎么样？
• What went well?
  一切顺利吗？
• What didn’t work as well as you expected?
  哪些功能没有您预期的那么好？

Don’t forget to give onboarding feedback and help set the next designer up for success. This will make everyone’s experience so much better.

不要忘记提供入职反馈，并帮助成功培养下一位设计师。 这将使每个人的体验变得更好。

Good luck on your first 90 days and beyond!

祝您前90天及以后的日子好运！

If you enjoyed this article, also take a look at The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter. It was the original inspiration for this piece and it covers high profile onboarding in-depth.

如果您喜欢本文，还可以看看《前90天：提高速度和智慧的行之有效的策略》 。 这是该作品的原始灵感，它涵盖了高调入职的深度。

翻译自: https://modus.medium.com/your-first-90-days-in-a-new-design-role-a0eeb44e7fcd

高管担任讲师