Notes

About a week ago, our Design Director asked me for input on where I see their role end and begin. Over the past year, their involvement on the team has evolved with our growth as an agency. Without a job description, there are times when they feel unsure where to focus and pulled in different directions.

Our Design Director has been with us for years now, initially joining us as a Designer. It's interesting what happens when an employee grows along with the agency. As new roles are unlocked, current roles evolve. That often means distributing responsibilities and sharpening the scope of each role. That was the situation here. We both understood how the Design Director role fit in but hadn't zoomed out to articulate that and align on it.

Initially, I tried writing a formal job description, but it felt cold and detached for someone I've worked with for so long. I thought back to my motorcycle training course where we were asked to take a pledge after each lesson. Committing to the lesson learned hit much harder than a simple review. I wondered how this could apply to job descriptions.

Instead of "Oversee the team's work assignments. Your goal is to create an environment for your team to do their best work and drive results for our clients," I wrote:

• I facilitate my team’s tasks and projects. I make sure that everyone is assigned to work where they are engaged, growing, and able to do their best.
• I create an environment for my team to do their best work while driving results for the client and agency.

This hit differently and once I got going, the rest of the list nearly created itself. On Friday, our Design Director and I reviewed the list. I asked them to read each statement aloud, ask questions, and give feedback. They commented on the feeling of ownership as we analyzed every word.

In the end, I am so glad this conversation took place. Our Design Director and I talk daily. If they hadn't brought this up, I would have continued helping them manage priorities and day-to-day experiences without seeing the big picture. This experience was a good reminder to create space to zoom out and make sure not to miss the forest for the trees.

I look forward to seeing how this approach might roll might fit in more places across the agency, likely starting with our Team Leads.

***

Funny story: I was deleting photos on my phone this weekend to create space and came across handwritten notes mapping out the future of the Design team (4 or so years ago) before the Design Director role existed.

Very cool to see where we are now and how closely this tracks with what I shared on Friday! I'm not sure why I never digitized this or made it a thing? Who knows, but I'll take it as a sign from the Universe that we're headed in a good direction.

This post originally appeared in Edition No. 083 of my newsletter. Subscribe here.

Since merging the Project Management and Client Services teams, there have been questions about how we're differentiating the Account Director, Account Manages, and Project Manager roles.

While I have ideas of how these roles can function, I worried that swooping in with a solution would be disruptive, and I may not be solving the real issues.

I've been very forward about my perspective with the team. I wasn't sure exactly what steps to take, but I felt that focusing on projects first was the right place to start. In essence, rather than making a team-wide change that impacts every project, I aimed to find success on every project, identify the common themes, and then crystalize a team-wide structure.

After several one-on-one discussions with the team, I decided to start facilitating 30-minute workshops to review roles and responsibilities with the Account Leads and PMs on their projects, one at a time. The first two workshops took place last week.

In the workshop, I started by creating a column for each role in FigJam. In the first session, I asked: In one or two sentences, describe what your main value-add is on this project? The answer proved difficult, so we moved on. As we listed each person's desired activities, I invited them to forget what they knew and share how they'd ideally like to be involved. Within 15 minutes, we had a solid list, uncovering opportunities for each person to collaborate in new ways.

At the end, I returned to my earlier question, and now, the answer came more naturally. Together, we synthesized each role in one sentence. I thought this piece would be a good way to give each person a clean statement to lean on for clarity if anything out of the ordinary popped up down the line.

I'm only two sessions in, but the feedback has been positive. One of the attendees even asked to set up a workshop for another project. I'm excited to continue these sessions with Kate, our Director of Client Services, for another couple of weeks before locking in a clear structure for the team.

This post originally appeared in Edition No. 083 of my newsletter. Subscribe here.

Several years ago, my good friend Kyle introduced me to a friend of his brother Eric, Joe. Years later, Joe moved in with Kyle down the street when I lived in Brooklyn. During that time, I enjoyed getting to know Joe.

Joe and I share a love for music and a desire to spend time exploring ideas. It took me time to learn the latter, though. You wouldn't know it when you meet Joe, but he quietly works on all kinds of side projects in his downtime. I admire his passion and curiosity.

Last year, Joe asked me to contribute to his latest project, an online mixtape club called Green Bananas. I was pumped but admittedly a bit nervous — I hadn't curated a mixtape since the age of Winamp media players, LimeWire, and stacks of blank CDs.

It took me a while (read: months) to decide on a theme, but with winter in full swing, I noticed I was spending more time than usual curating music to set the right tone with the highs and lows of the season, often returning to songs I hadn't listened to in years.

My playlist, entitled "Den," hit Green Bananas last week. You can check it out here. Den is an eclectic collection of 15 songs that capture the essence of my Winter experience.

I had a lot of fun working with Joe over email and even more fun taking the time to find the right cadence of tracks. The experience brought me back to curating setlists when I was performing regularly.

Joe probably has no idea how grateful I am for this simple ask. It's brought me closer to music, while subconsciously, I think it also inspired me to start featuring tracks in this newsletter.

Thanks for the opportunity, Joe.

This post originally appeared in Edition No. 082 of my newsletter. Subscribe here.

Last week, we tried a new exercise called Growth Moments in Barrel Management Forum, a bi-weekly space for all managers to pull out of the day-to-day and connect on management-related topics.

I've noticed that many of my one-on-ones with managers cover topics and insights that would be helpful to the larger group. Growth Moments is an attempt to bridge the gap and create an opportunity for us to dig into shared experiences and learn together.

Inspired by an activity from the book An Everyone Culture called a **fishbowl (excerpt below), once a month, one of the managers take center stage and share:

• A personal challenge they're facing as a manager (giving feedback, running 1-1s)
• A recent experience with a direct report/team that they think could have gone better
• An upcoming situation with a direct report/team that they'd like advice on
• Anything else on your mind

Once they share the context, I kick off the conversation, and we dig in together. I was unsure how this would go, but I was excited to give it a try last week. It's been in the back of my mind since reading the book.

I loved seeing everyone engaged and supportive. Meetings are 30 minutes, which has proven to be the perfect amount of time to keep the energy up from start to finish with these sorts of conversations. We left the meeting with new insights on structuring one-on-ones and building trust with our direct reports.

This post originally appeared in Edition No. 082 of my newsletter. Subscribe here.

Imagine seeking out a contractor to do work at your house. You're a new homeowner, so you have no idea what this work should cost.

You reach out to five contractors, chat with four of them, and receive three nice-looking proposals. One is way more than you can afford, one is skeptically low, and the other seems reasonable. You have all kinds of questions, wondering how they arrived at their estimates and why there's such a discrepancy.

The fourth contractor asks if they can come by your house to see the space and discuss the work in more detail before sending a proposal. They visit and ask you several questions, some you hadn't even considered. You learn a lot.

Before they leave, they share a few approaches, and you align on one that feels right, along with a timeline and budget range. The budget is higher than you hoped, but you feel informed and excited.

You review the other three proposals while waiting for the fourth in writing. Who will you choose?

I've enjoyed experimenting with the fourth contractor's approach in recent new business calls with our Director of Business Development, Dan. There's something freeing about this approach.

Many prospective clients are looking to get started "yesterday," so time is of the essence. While an extra phone call or two might make the process look slow on paper, I find that having an honest, open conversation upfront can save time down the line and maybe even increase your chances of winning the work.

There's a benefit to a formal, designed proposal, but I'm more interested in the timing than the artifact.

Three contractors thought they knew enough about the job to propose an approach after the first call, leaning on their reputation and a detailed estimate. The fourth contractor slowed down the process and got curious about the work with a visit, understanding there are nuances to every job. They used this as an opportunity to get to know you and the work more closely. Through the process, they educated you and co-created an approach.

It can feel uncomfortable to throw out potential project approaches on a call and start talking about the budget. However, this openness and willingness to collaborate can encourage the same from the client. Sometimes, this is the client's first time doing the work. They don't know what they don't know. By brainstorming together, you can dig into what they're really trying to accomplish, what they can spend, and where you can add value.

In the end, it's impossible to know whether or not you're going to win a new deal, even when you hit it off with the prospective client. So, I find it rewarding to continue trying new tactics. If the client chooses to go with another agency, but we helped them realize what they need, I still consider it a win in some sense. We made a good impression, helped them find the path forward, and gained a new contact to stay in touch with down the line.

This post originally appeared in Edition No. 082 of my newsletter. Subscribe here.

One of my favorite concepts from Dana and I's puppy training research is how dogs pick up on our energy.

When we're concerned or frustrated, they mirror us, and we create the situation that we're trying to avoid. For example, when the puppy is excited and you use a loud voice to try asserting power, the puppy gets more energetic. It picks up on your heightened energy and matches it. Instead, if you remain calm and still, it will eventually settle. Cesar Millan, a famous and fairly controversial dog trainer, uses the term "calm confidence" to refer to this energy.

I appreciate the sense of ownership this concept inspires, not pointing at the dog critiquing its behavior, but looking at ourselves and what we can do to create change. It is a metaphor for so many things in life; however, it hit home for me recently as related to meeting engagement.

There are meetings during a stressful project or centered on an uncomfortable topic (like 3-2-1 Growth) where I'm inclined to enter the conversation assuming the worst, aka low-to-no engagement or tension. Taking a deep breath and leading the meeting with the energy I want to create while expecting the best has proven to pay off.

Dog or human, my gut tells me there's a lot to learn when we realize we're all mirrors.

This post originally appeared in Edition No. 081 of my newsletter. Subscribe here.

In March of last year, I designed a new activity for our Monthly Team Meetings called 3-2-1 Growth. The objective was to engage the team in personal growth topics regularly. More on the origin here if you're interested.

Since then, I've tried several different activities and experimented with a variety of topics. This week marked another new iteration in format and timing. Rather than a 10-15 minute exercise at the end of Monthly Team Meeting, it is now the focus of the last Tuesday Meetup of the month, a 30-minute weekly meeting for the team to come together.

Instead of focusing on a topic, I thought it would be fun to frame the exercise around a relatable situation. Rather than ask "how do you handle client requests that are out of scope," I led with this:

The Situation: We're excited to present our design concepts to a new client after receiving sign-off on wireframes. When we get on Zoom, we're surprised to see the CEO since they've never been in a meeting before. After we present, the CEO thanks us for the work before asking if we can add a "Subscribe" button to the PDP and allow customers to customize their subscription. This is the first time we're hearing about subscriptions...

Once everyone had a chance to digest the situation. We went into breakout rooms and talked through this prompt:

Prompt: What thoughts are going through your head? How do we respond to the CEO? What happens next?

With 10 minutes left, we all came back and talked through our key insights. I was pleasantly surprised by how engaged everyone was, sharing tons of ideas for managing the situation. In my interactions for the rest of the week, it was also cool to see team members taking action on what they had learned or hear them talking about similar topics.

I did receive some good feedback, though. A team member asked me what we do with these insights, expecting that there were next actions everyone could take. When I get a question like this, I like to assume that at least a few other folks are thinking the same thing and there's an opportunity to better articulate to the larger group. I plan to do that in the next session.

For now, I explained that the intent is not for these meetings to directly change or impact the process in a matter of days. They're an opportunity for the team to think and reflect together. If we can all leave these sessions more aligned and 1% better than when we entered, I consider it a success.

The more we do it, 1% becomes 2%, 2% becomes 3%, and so on. Before you know it, we're all that much further along.

This post originally appeared in Edition No. 081 of my newsletter. Subscribe here.

Late last week, I had a flashback to my morning routine just over a year ago. I'd wake up then lay in bed for a few more minutes. Then, I'd look at my phone, probably check my email or look at social media, opening the flood gates to everything I'd rested from. In seconds, my dialogue with the world would begin again.

Looking back, I see that I was missing out on the most critical dialogue — the one with me. The opportunity to reflect on and understand my experiences, relationships, and ambitions more deeply.

Over a year ago, I got into a good pattern of waking up, reading for 30 minutes, and writing in my journal. I also implemented what I call social fasting where I cut off social media from 9 am to 8 pm. Admittedly, my routine took a turn when we moved to PA, but I eventually got back on track.

This time in the morning has become a game-changer for me. There's something special about welcoming the day on my terms. We all wake up with thoughts on our minds, but they're ours, not triggered by the outside world. We're in control.

Some mornings, I read first. Other times, I journal first. When I wake up with a thought on a pressing issue, capturing it immediately can often lead me to a new place. Reading has a similar effect. Opening a book when my mind is most clear can spark fresh ideas or a different outlook on current life events.

With another action-packed week at work, I've been grateful that I've created this space for myself to re-energize and welcome the day. It's been a powerful way to live proactively, manage curveballs, and make progress on non-urgent initiatives when everything else is vying for my attention.

This post originally appeared in Edition No. 081 of my newsletter. Subscribe here.

I'm sharing this idea because it was top of mind as last week came to a close. Right now, I notice a narrative forming on our team: the development process feels like a "black box," meaning we finish design milestones and then enter a cloud-like abyss, hoping we come out on the other side with an effective end product.

Sometime in 2019, I worked with the team to document and re-name many of our design milestones to get more alignment on the team. While many of the activities remained the same, it was amazing to see how far a new naming approach and onboarding deck went.

Like the predictable cadence of the design process, I'm curious how we can better brand and outline the development process for our team and clients alike. While it may feel like a black box, it's not. There are a series of activities and milestones we do every time. However, many of these activities aren't client-facing until they're at a level of polish worth sharing.

But, why wait? What would it look like to deliver something every week or two? What might get a client just as excited as sharing wireframes or two unique design concepts?

This post originally appeared in Edition No. 080 of my newsletter. Subscribe here.

When you think about the hierarchy within an agency, your mind probably goes right to titles and roles on a team. I know mine does or well... did. While team structure is critical, agency employees spend most of their time working on projects with co-workers from several other teams. When you look at it this way, one might argue that the structure of a project team should take precedence.

Several months ago, I started mapping out "org charts" for project teams but decided to de-prioritize it in favor of other initiatives. However, in light of our recent restructuring, it might be more important than I thought.

When you view project teams like mini-agencies, you start asking questions like:

• Who is driving the team toward a vision?
• Who is in charge of keeping finances on track and delivering under budget?
• Who reports to who throughout the project?
• Who makes the final decision?
• The list goes on.

As tempting as it is to answer these questions and roll them out among the team, my gut tells me that it will be more effective in the long run to work with the team to discover them.

This post originally appeared in Edition No. 080 of my newsletter. Subscribe here.

Several years ago, we developed a robust e-commerce audit offering. It is a lower bar to entry for clients who can't afford a website redesign and a great option for clients only looking to improve upon their current website. In the audit, we dig into website performance, UX, and tech, share our findings, and develop a roadmap to make optimizations and improve conversion.

What I find fascinating about a website audit project is the problem-solution mentality. We do our best to understand the client's business to be able to identify the website's issues and come out with actionable insights. Lately, I've been interested in the contrast of this approach alongside our process for website redesigns.

When working on a website redesign, the client's sentiment is often different than an audit. They're not concerned with fixing, so there's less focus on challenges and more focus on reinvention. "Our website doesn't represent our brand, don't look at it." We have to be careful of blindly throwing everything out. What works today? What doesn't? How will the new website tackle these challenges and bring added value?

I'm eager to experiment with different ways of bringing the spirit of website audits to website redesigns. I don't ever expect these two types of projects to be the same; however, I think there's a lot to be gained by anchoring ourselves on the same mindset.

This post originally appeared in Edition No. 080 of my newsletter. Subscribe here.

I remember applying to a designer role at Barrel almost nine years ago. Of course, I was excited about the work and what seemed like a tight-knit team, but the ping pong table, happy hours, exposed brick office walls, beer on tap, and dog-friendly vibe screamed "cool." If you asked me what culture meant back then, I would have mentioned those perks.

As my role has evolved over the years, Barrel has, too. We've created new positions and introduced services. We've sunsetted some of those same positions and services. When the ping pong table started collecting dust, we used the space for a content studio. We expanded our office, and under a year later, we started working from our beds and kitchen tables.

At this point, Barrel is a team distributed all over the world. Day in and day out, I work closely with co-workers who have no idea if I'm 6' 5" or 5' 6" (spoiler: I'm just under 5'8"). While I can't wait to get our team in one room, company culture is about more than perks and evening drinks.

An employee recently shared feedback that they see an opportunity to boost morale and strengthen connections with their co-workers. When I first heard this, my mind wandered to visions of Barrel circa 2013 - ping pong lunch breaks and karaoke happy hours, trying to brainstorm what else we can do beyond half-day Fridays, game nights, and team workshops. We'll likely have an off-site sometime this year, but will that really make this person feel better long-term?

The reality is that perks and events may create deeper connections, but what carries the most weight? The work. An agency's company culture centers around the work. That's why we're all together in the first place — to deliver work we're proud of that drives results for our clients. When we can't achieve this and do it with a smile, that's a sign that the "culture" might need a boost.

In my essay "Conducting My First Upward Feedback Survey," I defined company culture as:

1. How we work (process)
2. How we work together (collaboration)
3. How we feel while we do both (camaraderie)

If I view our company culture through this lens, I couldn't agree more with the employee's feedback — there are clear opportunities to improve how we work. Right now, the blockers and communication gaps are making collaboration tough, and in the end, camaraderie suffers.

I'm not discounting the power of getting to know your co-workers through non-work activities. However, if we're feeling strained, uninspired, or unable to be effective at our jobs — happy hours, perks, and ping pong are not the solution.

I've enjoyed getting into the day-to-day projects over the last several months and am excited to continue working alongside the team to improve the way we collaborate. It's inspiring to see the team rallying around innovation and experimentation. In many ways, I think the challenges we're working through together now will make us that much stronger down the line.

With all of that said, I think it's important to remind the team that we're not performing heart surgery. Creating space to laugh together, take a deep breath, and sometimes, just hang out and talk can go a long way.

Speaking of my early days at Barrel, a developer who taught me a ton about development when I started is re-joined us today as Director of Technology. It's awesome to have Scott back at Barrel.

***

This post originally appeared in Edition No. 080 of my newsletter. Subscribe here.

One of the challenges we see on accounts is the time it can take to get back to a client on a request, especially when it is technical. There are different reasons for the delays, but a common one is how long it takes to estimate work.

Here is an example interaction with a client, along with the inner dialogue of the team.

• Client: We feel like we should give customers the ability to customize their bundle. Can we add that to this page?
• Team: (Uh oh, that is not in scope! Scope creep sucks. I could tell them it's not in scope, but maybe we can make it work. I'll feel better telling them when I know the effort). Interesting. That makes sense! It will definitely offer customers more variety. We can get back to you on the effort to add this feature.
• Client: Sounds good.

A client recently told me how often she and her team throw out ideas during our meetings. They do it to brainstorm, and when ideas seem worthy, they're curious to understand what's possible. In her words, "a gift message option seems cool, but not if it costs $10k."

When the above dialogue happens, it takes us days (hopefully not weeks) to come back with the $10k price tag. The client may decide to move forward or put it on hold. Sometimes, the client feels frustrated because they thought the work was in scope, having discussed it in a meeting. If I'm not closely involved in the work, this is where I end up getting involved.

Last week, this scenario came up. After chatting with the team, I realized that we're not estimating the work to figure out if it is in scope. We're estimating to get to an accurate number. However, from the start, the team knows whether the request is in scope and roughly what the effort may be. This is where the "gut check" comes in.

Rather than jump to estimation, there's an opportunity to dig deeper to understand the context of every request. Is it an idea or a business need? From there, we can use our gut to anchor the client if the request still makes sense.

• Client: We feel like we should give customers the ability to customize their bundle. Can we add that to this page?
• Team: Interesting, it would offer customers more variety. Is this a request you currently hear from customers?
• Client: Not really. We think that a first-time customer could benefit from a sampler vs. committing to one flavor.
• Team: Ah, a sampler makes sense. From a logistics standpoint, could you offer a sampler now?
• Client: We could. Maybe that would work.
• Team: Oh, great. Based on what you've told me, a sampler bundle seems like the right approach. However, let us know if adding bundle customization is a priority. It's not currently in our scope, but my guess is that it's at least a $15k effort.
• Client: Ah, I see. I thought it was fairly simple. Let's hold off on now. We'll let you know if we decide it's a priority.

In this exchange, the team and client know exactly where each other stands. By getting curious, the team understands the background of the request, so the scope discussion is that much easier. The team may not know the full effort needed to complete the task, but anchoring the client helps them align on what's important and what next steps make sense.

This post originally appeared in Edition No. 079 of my newsletter. Subscribe here.

One of our recent initiatives is rolling out more stringent hours reporting across our retainer contracts. The goal is to make sure the client understands where their time is going, and we can get ahead of potential overages. However, hours reporting doesn't matter if we don't set the right expectations on hours from the start.

When we're working with clients who have a lot going on, it can feel like we're constantly getting hit with last-minute requests. Under the pressure of time, we rush to get it done. If this results in overages or delays on other tasks, the conversation with the client is not easy because it's after the fact.

As we continue to introduce hours reporting, there's an opportunity to better align with clients on their initiatives each month. We're currently experimenting with Asana to get that alignment, but we're open to seeing what format works best for clients.

No matter the tool, imagine a 50-hour retainer planned like this: 10 hours for product page updates, 20 hours for landing page, 15 hours for email designs, 5 hours for content population. Maybe I'm optimistic, but if the client knows this plan, I believe we can minimize last-minute, urgent requests. Clients won't blindly ask for something new without acknowledging how it will fit and how priorities need to change.

This post originally appeared in Edition No. 079 of my newsletter. Subscribe here.

This section title is probably no surprise for anyone who has been following my newsletter for a while. In a world of text messaging, Slack, and social DMs, I find the casual nature of everyday communication to be often more challenging than it is helpful, especially in a team setting.

There's no distinction between urgent and non-urgent messages. Important decisions get lost in threads and conversations that look more like a CVS receipt. In the end, people lose focus, consumed by a never-ending Slack exchange that goes nowhere. While at the same time, mission-critical questions get missed. They jump on Zoom to sort it out, and suddenly, the workday is over.

What I love about email is how it promotes slowing down and thinking.

You could

sned an

send*

email that

looks like

this.

But you don't.

You prepare what you want to say. You consider how you want your recipient to feel when reading it. You aim to strike the right tone. You try to deliver a clear message. You write, you re-write. Sometimes, you ask someone for a second opinion.

Getting involved in all kinds of moving parts on projects last week, I took to email to keep the team aligned and on track. I realized I'd been promoting the power of email among the team, noting how it would become contagious when people saw its power. It was time to practice what I preached.

After every meeting, I forced myself to write a follow-up within 1-2 hours, documenting key topics and decisions. I also captured follow-ups and delegated the next steps with deadlines. Sometimes these emails were long, but they were clear. They could also act as a reference for any future decisions or questions.

Throughout the week, key project team members who couldn't attend some meetings I was leading shared how helpful these emails were in keeping them aligned. In one case, a team member did research to prepare for our next meeting without talking to the team, not on Slack, not on Zoom, not even on email. By the end of the week, it was great to see others taking a similar approach, documenting decisions, and moving other follow-ups to email.

I ended up closing out the day at 9:45 pm on Wednesday. Writing an email was the last thing I felt like doing, but the alternative looked more painful. I knew that if I didn't take the time to capture my thoughts, the team would be ill-equipped to keep going. They'd end up reaching out on Slack, and if I didn't catch myself, my recap and follow-ups would end up spread across DMs. We may even get stuck in a back and forth for another hour!

Sending an email may seem simple, but it takes effort, and the lure of a sloppy, quick message on Slack is real. But once you get in the groove, the effort upfront is a game-changer, not only saving you time but everyone else time down the line.

This post originally appeared in Edition No. 078 of my newsletter. Subscribe here.