rowid,title,contents,year,author,author_slug,published,url,topic 82,Being Prepared To Contribute,"“You’ll figure it out.” The advice my dad gives has always been the same, whether addressing my grade school homework or paying bills after college. If I was looking for a shortcut, my dad wasn’t going to be the one to provide it. When I was a kid it infuriated the hell out of me, but what I then perceived to be a lack of understanding turned out to be a keystone in my upbringing. As an adult, I realize the value in not receiving outright solutions, but being forced to figure things out. Even today, when presented with a roadblock while building for the web, I am temped to get by with the help of the latest grid system, framework, polyfill, or plugin. In and of themselves these resources are harmless, but before I can drop them in, those damn words still echo in the back of my mind: “You’ll figure it out.” I know that if I blindly implement these tools as drag and drop solutions I fail to understand the intricacies behind how and why they were built; repeatedly using them as shortcuts handicaps my skill set. When I solely rely on the tools of others, my work is at their mercy, leaving me less creative and resourceful, and, thus, less able to contribute to the advancement of our industry and community. One of my favorite things about this community is how generous and collaborative it can be. I’ve loved seeing FitVids used all over the web and regularly improved upon at Github. I bet we can all think of a time where implementing a shared resource has benefitted our own work and sanity. Because these resources are so valuable, it’s important that we continue to be a part of the conversation in order to further develop solutions and ideas. It’s easy to assume there’s someone smarter or more up-to-date in any one area, but with a degree of understanding and perspective, we can all participate. This open form of collaboration is in our web DNA. After all, its primary purpose was to promote the exchange and development of new ideas. Tim Berners-Lee proposed a global hypertext project, to be known as the World Wide Web. Based on the earlier “Enquire” work, it was designed to allow people to work together by combining their knowledge in a web of hypertext documents. I’m delighted to find that this spirit of collaborative ingenuity is alive and well on the web today. Take the story of Off Canvas as an example. I was at an ATX Dribbble meet up where I met Jason Weaver and chatted to him about his recent work on the responsive layout prototype, Off Canvas. Jason said he came across a post by Luke Wroblewski outlining the idea and saw this: If anyone is interested in building a complete example of this approach using responsive Web design techniques, let me know! From there Luke recounts: We went back and forth on email, with me laying out ideas and Jason doing all the hard work to see if they can be done and improving them bit by bit! Once we got to something we both liked, I wrote up an article explaining things and he hosted the examples. Luke took the time to clearly outline and diagram his ideas, and Jason responded with a solid proof of concept that has evolved into a tool we all have at our disposal. Victory! I have also benefitted from comrades who have taken an idea of mine into development. After blogging about some concerns in regards to maintaining hierarchy as media queries are used to shift layouts, Jordan Moore rebounded with some responsive demos where he used flexbox to (re)order content as viewport sizing changes. Similar stories can be found behind the development of things like FitVids, FitText, and Molten Leading. I love this pattern of collaboration because it involves a fairly specific process: Initial idea or prototype is outlined or built, then shared Discuss Someone develops or improves it, then shares it Discuss Someone else develops or improves it, then shares it. Infinity. This is what the web looks like when we build it together, and I’d argue that steps 2+ are absolutely crucial. A web where everyone develops their own ideas and tools independent of one another is like a room full of people talking and no one listening. The pattern itself mimics a literal web structure, and ideally we’d be able to follow a strand from one idea to the next and so on. Blessed are the curators Sometimes those lines aren’t easy to find or follow. Thankfully, there are people who painstakingly log each experiment and index much of what’s out there. Chris Coyier does this with CSS in general, and Brad Frost is doing this for responsive and multi-device design with his Pattern Library. Seriously, take a look at this page and imagine what it would take to find, track and organize the progression of each of these resources yourself. I’d argue that ongoing collections like these are more valuable than the sum of their parts when they are updated regularly as opposed to a top ten tips blog post format. Here’s my soapbox Here are a few things I appreciate about how things are shared and contributed online. And yes, I could do way better at all of them myself. Concise write-ups: honor others’ time by getting to the point. Not every idea or solution needs two thousand words to convey fully. I love long-form posts, but there’s a time and a place for them. Visual aids: if a quick illustration, screenshot, or graphic helps illustrate your point or problem, yes please. By the way, Luke Wroblewski rules the school on both of these. Demo it: host it yourself, or put it on CodePen or JS Bin for others to see. Put it on Github: share and improve with the rest of the community. Consider, however, that because someone puts something on Github doesn’t mean they’re forever bound to provide support or instruction. This isn’t a call for everyone to learn everything all the time, but if you’re curious or interested in something, skip the shortcut and get your hands dirty: sketch, prototype, question, debate, fork, and share. Figuring these things out on our own makes us valuable contributors to the web – the thing that ultimately we’re all trying to figure out together.",2012,Trent Walton,trentwalton,2012-12-03T00:00:00+00:00,https://24ways.org/2012/being-prepared-to-contribute/,process 90,Monkey Business,"“Too expensive.” “Over-priced.” “A bit rich.” They all mean the same thing. When you say that something’s too expensive, you’re doing much more than commenting on a price. You’re questioning the explicit or implicit value of a product or a service. You’re asking, “Will I get out of it what you want me to pay for it?” You’re questioning the competency, judgement and possibly even integrity of the individual or company that gave you that price, even though you don’t realise it. You might not be saying it explicitly, but what you’re implying is, “Have you made a mistake?”, “Am I getting the best deal?”, “Are you being honest with me?”, “Could I get this cheaper?” Finally, you’re being dishonest, because deep down you know all too well that there’s no such thing as too expensive. Why? It doesn’t matter what you’re questioning the price of. It could be a product, a service or the cost of an hour, day or week of someone’s time. Whatever you’re buying, too expensive is always an excuse. Saying it shifts acceptability of a price back to the person who gave it. What you should say, but are too afraid to admit, is: “It’s more money than I wanted to pay.” “It’s more than I estimated it would cost.” “It’s more than I can afford.” Everyone who’s given a price for a product or service will have been told at some point that it’s too expensive. It’s never comfortable to hear that. Thoughts come thick and fast: “What do I do?” “How do I react?” “Do I really want the business?” “Am I prepared to negotiate?” “How much am I willing to compromise?” It’s easy to be defensive when someone questions a price, but before you react, stay calm and remember that if someone says what you’re offering is too expensive, they’re saying more about themselves and their situation than they are about your price. Learn to read that situation and how to follow up with the right questions. Imagine you’ve quoted someone for a week of your time. “That’s too expensive,” they respond. How should you handle that? Think about what they might otherwise be saying. “It’s more money than I want to pay” may mean that they don’t understand the value of your service. How could you respond? Start by asking what similar projects they’ve worked on and the type of people they worked with. Find out what they paid and what they got for their money, because it’s possible what you offer is different from what they had before. Ask if they saw a return on that previous investment. Maybe their problem isn’t with your headline price, but the value they think they’ll receive. Put the emphasis on value and shift the conversation to what they’ll gain, rather than what they’ll spend. It’s also possible they can’t distinguish your service from those of your competitors, so now would be a great time to explain the differences. Do you work faster? Explain how that could help them launch faster, get customers faster, make money faster. Do you include more? Emphasise that, and how unique the experience of working with you will be. “It’s more than I estimated it would cost” could mean that your customer hasn’t done their research properly. You’d never suggest that to them, of course, but you should ask how they’ve arrived at their estimate. Did they base it on work they’ve purchased previously? How long ago was that? Does it come from comparable work or from a different sector? Help your customer by explaining how you arrived at your estimate. Break down each element and while you’re doing that, emphasise the parts of your process that you know will appeal to them. If you know that they’ve had difficulty with something in the past, explain how your approach will benefit them. People almost always value a positive experience more than the money they’ll save. “It’s more than I can afford” could mean they can’t afford what you offer at all, but it could also mean they can’t afford it right now or all at once. So ask if they could afford what you’re asking if they spread payment over a longer period? Ask, “Would that mean you’ll give me the business?” It’s possible they’re asking for too much for what they can afford to pay. Will they compromise? Can you reach an agreement on something less? Ask, “If we can agree what’s in and what’s out, will you give me the business?” What can they afford? When you know, you’re in a good position to decide if the deal makes good business sense, for both of you. Ask, “If I can match that price, will you give me the business?” There’s no such thing as “a bit rich”, only ways for you to get to know your customer better. There’s no such thing as “over-priced”, only opportunities for you to explain yourself better. You should relish those opportunities. There’s really also no such thing as “too expensive”, just ways to set the tone for your relationship and help you develop that relationship to a point where money will be less of a deciding factor. Unfinished Business Join me and my co-host Anna Debenham next year for Unfinished Business, a new discussion show about the business end of working in web, design and creative industries.",2012,Andy Clarke,andyclarke,2012-12-23T00:00:00+00:00,https://24ways.org/2012/monkey-business/,business 141,Compose to a Vertical Rhythm,"“Space in typography is like time in music. It is infinitely divisible, but a few proportional intervals can be much more useful than a limitless choice of arbitrary quantities.” So says the typographer Robert Bringhurst, and just as regular use of time provides rhythm in music, so regular use of space provides rhythm in typography, and without rhythm the listener, or the reader, becomes disorientated and lost. On the Web, vertical rhythm – the spacing and arrangement of text as the reader descends the page – is contributed to by three factors: font size, line height and margin or padding. All of these factors must calculated with care in order that the rhythm is maintained. The basic unit of vertical space is line height. Establishing a suitable line height that can be applied to all text on the page, be it heading, body copy or sidenote, is the key to a solid dependable vertical rhythm, which will engage and guide the reader down the page. To see this in action, I’ve created an example with headings, footnotes and sidenotes. Establishing a suitable line height The easiest place to begin determining a basic line height unit is with the font size of the body copy. For the example I’ve chosen 12px. To ensure readability the body text will almost certainly need some leading, that is to say spacing between the lines. A line-height of 1.5em would give 6px spacing between the lines of body copy. This will create a total line height of 18px, which becomes our basic unit. Here’s the CSS to get us to this point: body { font-size: 75%; } html>body { font-size: 12px; } p { line-height 1.5em; } There are many ways to size text in CSS and the above approach provides and accessible method of achieving the pixel-precision solid typography requires. By way of explanation, the first font-size reduces the body text from the 16px default (common to most browsers and OS set-ups) down to the 12px we require. This rule is primarily there for Internet Explorer 6 and below on Windows: the percentage value means that the text will scale predictably should a user bump the text size up or down. The second font-size sets the text size specifically and is ignored by IE6, but used by Firefox, Safari, IE7, Opera and other modern browsers which allow users to resize text sized in pixels. Spacing between paragraphs With our rhythmic unit set at 18px we need to ensure that it is maintained throughout the body copy. A common place to lose the rhythm is the gaps set between margins. The default treatment by web browsers of paragraphs is to insert a top- and bottom-margin of 1em. In our case this would give a spacing between the paragraphs of 12px and hence throw the text out of rhythm. If the rhythm of the page is to be maintained, the spacing of paragraphs should be related to the basic line height unit. This is achieved simply by setting top- and bottom-margins equal to the line height. In order that typographic integrity is maintained when text is resized by the user we must use ems for all our vertical measurements, including line-height, padding and margins. p { font-size:1em; margin-top: 1.5em; margin-bottom: 1.5em; } Browsers set margins on all block-level elements (such as headings, lists and blockquotes) so a way of ensuring that typographic attention is paid to all such elements is to reset the margins at the beginning of your style sheet. You could use a rule such as: body,div,dl,dt,dd,ul,ol,li,h1,h2,h3,h4,h5,h6,pre,form,fieldset,p,blockquote,th,td { margin:0; padding:0; } Alternatively you could look into using the Yahoo! UI Reset style sheet which removes most default styling, so providing a solid foundation upon which you can explicitly declare your design intentions. Variations in text size When there is a change in text size, perhaps with a heading or sidenotes, the differing text should also take up a multiple of the basic leading. This means that, in our example, every diversion from the basic text size should take up multiples of 18px. This can be accomplished by adjusting the line-height and margin accordingly, as described following. Headings Subheadings in the example page are set to 14px. In order that the height of each line is 18px, the line-height should be set to 18 ÷ 14 = 1.286. Similarly the margins above and below the heading must be adjusted to fit. The temptation is to set heading margins to a simple 1em, but in order to maintain the rhythm, the top and bottom margins should be set at 1.286em so that the spacing is equal to the full 18px unit. h2 { font-size:1.1667em; line-height: 1.286em; margin-top: 1.286em; margin-bottom: 1.286em; } One can also set asymmetrical margins for headings, provided the margins combine to be multiples of the basic line height. In our example, a top margin of 1½ lines is combined with a bottom margin of half a line as follows: h2 { font-size:1.1667em; line-height: 1.286em; margin-top: 1.929em; margin-bottom: 0.643em; } Also in our example, the main heading is given a text size of 18px, therefore the line-height has been set to 1em, as has the margin: h1 { font-size:1.5em; line-height: 1em; margin-top: 0; margin-bottom: 1em; } Sidenotes Sidenotes (and other supplementary material) are often set at a smaller size to the basic text. To keep the rhythm, this smaller text should still line up with body copy, so a calculation similar to that for headings is required. In our example, the sidenotes are set at 10px and so their line-height must be increased to 18 ÷ 10 = 1.8. .sidenote { font-size:0.8333em; line-height:1.8em; } Borders One additional point where vertical rhythm is often lost is with the introduction of horizontal borders. These effectively act as shims pushing the subsequent text downwards, so a two pixel horizontal border will throw out the vertical rhythm by two pixels. A way around this is to specify horizontal lines using background images or, as in our example, specify the width of the border in ems and adjust the padding to take up the slack. The design of the footnote in our example requires a 1px horizontal border. The footnote contains 12px text, so 1px in ems is 1 ÷ 12 = 0.0833. I have added a margin of 1½ lines above the border (1.5 × 18 ÷ 12 = 2.5ems), so to maintain the rhythm the border + padding must equal a ½ (9px). We know the border is set to 1px, so the padding must be set to 8px. To specify this in ems we use the familiar calculation: 8 ÷ 12 = 0.667. Hit me with your rhythm stick Composing to a vertical rhythm helps engage and guide the reader down the page, but it takes typographic discipline to do so. It may seem like a lot of fiddly maths is involved (a few divisions and multiplications never hurt anyone) but good type setting is all about numbers, and it is this attention to detail which is the key to success.",2006,Richard Rutter,richardrutter,2006-12-12T00:00:00+00:00,https://24ways.org/2006/compose-to-a-vertical-rhythm/,design 39,Meet for Learning,"“I’ve never worked in a place like this,” said one of my direct reports during our daily stand-up meeting. And with that statement, my mind raced to the most important thing about lawyering that I’ve learned from decades of watching lawyers lawyer on TV: don’t ask a question you don’t know the answer to. But I couldn’t stop myself. I wanted to learn more. The thought developed in my mind. The words formed in my mouth. And the vocalization occurred: “A place like this?” “I’ve never worked where people are so honest and transparent about things.” Designing a learning-centered culture Before we started Center Centre, Jared Spool and I discussed both the larger goals and the smaller details of this new UX design school. We talked about things like user experience, curriculum, and structure. We discussed the pattern we saw in our research. Hiring managers told us time and again that great designers have excellent technical and interpersonal skills. But, more importantly, the best designers are lifelong learners—they are willing and able to learn how to do new things. Learning this led us to ask a critical question: how would we intentionally design a learning-centered experience? To craft the experience we were aiming for, we knew we had to create a learning-centered culture for our students and our employees. We knew that our staff would need to model the behaviors our students needed to learn. We knew the best way to shape the culture was to work with our direct reports—our directs—to develop the behaviors we wanted them to exemplify. To craft the experience we were aiming for, we knew we had to create a learning-centered culture for our students and our employees. We knew that our staff would need to model the behaviors our students needed to learn. Building a learning team Our learning-centered culture starts with our staff. We believe in transparency. Transparency builds trust. Effective organizations have effective teams who trust each other as individuals. One huge way we build that trust and provide opportunities for transparency is in our meetings. (I know, I know—meetings! Yuck!) But seriously, running and participating in effective meetings is a great opportunity to build a learning-centered culture. Meetings—when done well—allow individuals time to come together, to share, and to listen. These behaviors, executed on a consistent and regular basis, build honest and trusting relationships. An effective meeting is one that achieves the desired outcomes of that meeting. While different meetings aim for different results, at Center Centre all meetings have a secondary goal: meet for learning. A framework for learning-centered meetings We’ve developed a framework for our meetings. We use it for all our meetings, which means attendees know what to expect. It also saves us from reinventing the wheel in each meeting. These basic steps help our meetings focus on the valuable face-to-face interaction we’re having, and help us truly begin to learn from one another. An agenda for a staff meeting. Use effective meeting basics Prepare for the meeting before the meeting. If you’re running the meeting, prepare a typed agenda and share it before the meeting. Agendas have start times for each item. Start the meeting on time. Don’t wait for stragglers. Define ground rules. Get input from attendees. Recurring meetings don’t have to do this every time. Keep to the meeting agenda. Put off-topic questions and ideas in a parking lot, a visual document that everyone can see, so you can address the questions and ideas later. Finish on time. And if you’ve reached the meeting’s goals, finish early. Parking lots where ideas on sticky notes can be posted for later consideration. Focus to learn Have tech-free meetings: no laptops, no phones, no things with notifications. Bring a notebook and a pen. Take notes by hand. You’re not taking minutes, you’re writing to learn. Come with a learning mindset Ask: what are our goals for this meeting? (Hopefully answered by the meeting agenda.) Ask: what can I learn overall? Ask: what can I learn from each of my colleagues? Ask: what can I share that will help the team learn overall? Ask: what can I share that will help each of my colleagues learn? Investing in regularly scheduled learning-centered meetings At Center Centre, we have two types of recurring all-staff meetings: daily stand-ups and weekly staff meetings. (We are a small organization, so it makes sense to meet as an entire group.) Yes, that means we spend thirty minutes each day in stand-up, for a total of two and a half hours of stand-up meeting time each week. And, yes, we also have a weekly ninety-minute sit-down staff meeting on top of that. This investment in time is an investment in learning. We use these meetings to build our transparency, and, therefore, our trust. The regularity of these meetings helps us maintain ongoing, open sharing about our responsibilities, our successes, and our learning. For instance, we answer five questions in our stand-up: What did I get done since the last stand-up (I reported at)? What is my goal to accomplish before the next stand-up? What’s preventing me from getting these things done, if anything? What’s the highest risk or most unknown thing right now about what I’m trying to get done? What is the most important thing I learned since the last time we met and how will what I learned change the way I approach things in the future? Each person writes out their answers to these questions before the meeting. Each person brings their answers printed on paper to the meeting. And each person brings a pen to jot down notes. Notes compiled for a stand-up meeting. During the stand-up, each person shares their answers to the five questions. To sustain a learning-centered culture, the fifth question is the most important question to answer. It allows individual reflection focused on learning. Sometimes this isn’t an easy question to answer. It makes us stretch. It makes us think. By sharing our individual answers to the fifth question, we open ourselves up to the group. When we honestly share what we’ve learned, we openly admit that we didn’t know something. Sharing like this would be scary (and even risky) if we didn’t have a learning-centered culture. We often share the actual process of how we learned something. By listening, each of us is invited to learn more about the topic at hand, consider what more there is to learn about that topic, and even gain insights into other methods of learning—which can be applied to other topics. Sharing the answers to the fifth question also allows opportunities for further conversations. We often take what someone has individually learned and find ways to apply it for our entire team in support of our organization. We are, after all, learning together. Building individual learners We strive to grow together as a team at Center Centre, but we don’t lose sight of the importance of the individuals who form our team. As individuals, we bring our goals, dreams, abilities, and prior knowledge to the team. To build learning teams, we must build individual learners. A team made up of lifelong learners, who share their learning and learn from each other, is a team that will continually produce better results. As a manager, I need to meet each direct where they are with their current abilities and knowledge. Then, I can help them take their skills and knowledge base to the next levels. This process requires each individual direct to engage in professional development. We believe effective managers help their directs engage in behaviors that support growth and development. Effective managers encourage and support learning. Our weekly one-on-ones One way we encourage learning is through weekly one-on-ones. Each of my directs meets with me, individually, for thirty minutes each week. The meeting is their meeting. It is not my meeting. My direct sets the agenda. They talk about what they want to talk about. They can talk about work. They can talk about things outside of work. They can talk about their health, their kids, and even their cat. Whatever is important to them is important to me. I listen. I take notes. Although the direct sets the specific agenda, the meeting has three main parts. Approximately ten minutes for them (the direct), ten minutes for me (the manager), and ten minutes for us to talk about their future within—and beyond—our organization. Coaching for future performance The final third of our one-on-one is when I coach my directs. Coaching looks to the direct’s future performance. It focuses on developing the direct’s skills. Coaching isn’t hard. It doesn’t take much time. For me, it usually takes less than five minutes a week during a one-on-one. The first time I coach one of my directs, I ask them to brainstorm about the skills they want to improve. They usually already have an idea about this. It’s often something they’ve wanted to work on for some time, but didn’t think they had the time or the knowhow to improve. If a direct doesn’t know what they want to improve, we discuss their job responsibilities—specifically the aspects of the job that concern them. Coaching provides an opportunity for me to ask, “In your job, what are the required skills that you feel like you don’t have (or know well enough, or perform effectively, or use with ease)?” Sometimes I have to remind a direct that it’s okay not to know how to do something (even if it’s a required part of their job). After all, our organization is a learning organization. In a learning organization, no one knows everything but everyone is willing to learn anything. After we review the job responsibilities together, I ask my direct what skill they’d like to work to improve. Whatever they choose, we focus on that skill for coaching—I’ve found my directs work better when they’re internally motivated. Sometimes the first time I talk with a direct about coaching, they get a bit anxious. If this happens, I share a personal story about my professional learning journey. I say something like: I didn’t know how to make a school before we started to make Center Centre. I didn’t know how to manage an entire team of people—day in and day out—until I started managing a team of people every day. When I realized that I was the boss—and that the success of the school would hinge, at least in part, on my skills as a manager—I was a bit terrified. I was missing an important skill set that I needed to know (and I needed to know well). When I first understood this, I felt bad—like I should have already known how to be a great manager. But then I realized, I’d never faced this situation. I’d never needed to know how to use this skill set in this way. I worked through my anxiety about feeling inadequate. I decided I’d better learn how to be an effective manager because the school needed me to be one. You needed me to be one. Every day, I work to improve my management skills. You’ve probably noticed that some days I’m better at it than others. I try not to beat myself up about this, although it’s hard—I’d like to be perfect at it. But I’m not. I know that if I make a conscious, daily effort to learn how to be a better manager, I’ll continue to improve. So that’s what I do. Every day I learn. I learn by doing. I learn how to be better than I was the day before. That’s what I ask of you. Once we determine the skill the direct wants to learn, we figure out how they can go about learning it. I ask: “How could you learn this skill?” We brainstorm for two or three minutes about this. We write down every idea that comes to mind, and we write it so both of us can easily see the options (both whiteboards and sticky notes on the wall work well for this exercise). Read a book. Research online. Watch a virtual seminar. Listen to a podcast. Talk to a mentor. Reach out to an expert. Attend a conference. Shadow someone else while they do the skill. Join a professional organization. The goal is to get the direct on a path of self-development. I’m coaching their development, but I’m not the main way my direct will learn this new skill. I ask my direct which path seems like the best place to start. I let them choose whatever option they want (as long as it works with our budget). They are more likely to follow through if they are in control of this process. Next, we work to break down the selected path into tasks. We only plan one week’s worth of tasks. The tasks are small, and the deadlines are short. My direct reports when each task is completed. At our next one-on-one, I ask my direct about their experience learning this new skill. Rinse. Repeat. That’s it. I spend five minutes a week talking with each direct about their individual learning. They develop their professional skills, and together we’re creating a learning-centered culture. Asking questions I don’t know the answer to When my direct said, “I’ve never worked where people are so honest and transparent about things,” it led me to believe that all this is working. We are building a learning-centered culture. This week I was reminded that creating a learning-centered culture starts not just with the staff, but with me. When I challenge myself to learn and then share what I’m currently learning, my directs want to learn more about what I’m learning about. For example, I decided I needed to improve my writing skills. A few weeks ago, I realized that I was sorely out of practice and I felt like I had lost my voice. So I started to write. I put words on paper. I felt overwhelmed. I felt like I didn’t know how to write anymore (at least not well or effectively). I bought some books on writing (mostly Peter Elbow’s books like Writing with Power, Writing Without Teachers, and Vernacular Eloquence), and I read them. I read them all. Reading these books was part of my personal coaching. I used the same steps to coach myself as I use with my directs when I coach them. In stand-ups, I started sharing what I accomplished (like I completed one of the books) and what I learned by doing—specific things, like engaging in freewriting and an open-ended writing process. This week, I went to lunch with one of my directs. She said, “You’ve been talking about freewriting a lot. You’re really excited about it. Freewriting seems like it’s helping your writing process. Would you tell me more about it?” So I shared the details with her. I shared the reasons why I think freewriting is helping. I’m not focused on perfection. Instead, each day I’m focused on spending ten, uninterrupted minutes writing down whatever comes to my mind. It’s opening my writing mind. It’s allowing my words to flow more freely. And it’s helping me feel less self-conscious about my writing. She said, “Leslie, when you say you’re self-conscious about your writing, I laugh. Not because it’s funny. But because when I read what you write, I think, ‘What is there to improve?’ I think you’re a great writer. It’s interesting to know that you think you can be a better writer. I like learning about your learning process. I think I could do freewriting. I’m going to give it a try.” There’s something magical about all of this. I’m not even sure I can eloquently put it into words. I just know that our working environment is something very different. I’ve never experienced anything quite like it. Somehow, by sharing that I don’t know everything and that I’m always working to learn more, I invite my directs to be really open about what they don’t know. And they see it’s possible always to learn and grow. I’m glad I ignore all the lawyering I’ve learned from watching TV. I’m glad I ask the questions I don’t know the answers to. And I’m glad my directs do the same. When we meet for learning, we accelerate and amplify the learning process—building individual learners and learning teams. Embracing the unknown and working toward understanding is what makes our culture a learning-centered culture. Photos by Summer Kohlhorst.",2014,Leslie Jensen-Inman,lesliejenseninman,2014-12-20T00:00:00+00:00,https://24ways.org/2014/meet-for-learning/,process 207,Want to Break Out of Comparison Syndrome? Do a Media Detox,"“Comparison is the thief of joy.” —Theodore Roosevelt I grew up in an environment of perpetual creativity and inventiveness. My father Dennis built and flew experimental aircraft as a hobby. During my entire childhood, there was an airplane fuselage in the garage instead of a car. My mother Deloria was a self-taught master artisan who could quickly acquire any skills that it took to work with fabric and weaving. She could sew any garment she desired, and was able to weave intricate wall hangings just by looking at a black and white photos in magazines. My older sister Diane blossomed into a consummate fine artist who drew portraits with uncanny likeness, painted murals, and studied art and architecture. In addition, she loved good food and had a genius for cooking and baking, which converged in her creating remarkable art pieces out of cake that were incredibly delicious to boot. Yes. This was the household in which I grew up. While there were countless positives to being surrounded by people who were compelled to create, there was also a downside to it. I incessantly compared myself to my parents and older sister and always found myself lacking. It wasn’t a fair comparison, but tell that to a sensitive kid who wanted to fit in to her family by being creative as well. From my early years throughout my teens, I convinced myself that I would never understand how to build an airplane or at least be as proficient with tools as my father, the aeronautical engineer. Even though my sister was six years older than I was, I lamented that I would never be as good a visual artist as she was. And I marveled at my mother’s seemingly magical ability to make and tailor clothes and was certain that I would never attain her level of mastery. This habit of comparing myself to others grew over the years, continuing to subtly and effectively undermine my sense of self. I had almost reached an uneasy truce with my comparison habit when social media happened. As an early adopter of Twitter, I loved staying connected to people I met at tech conferences. However, as I began to realize my aspirations of being an author and a speaker, Twitter became a dreaded hall of mirrors where I only saw distorted reflections of my lack of achievement in other people’s success. Every person announcing a publishing deal caused me to drown under waves of envy over the imagined size of her or his book advance as I struggled to pay my mortgage. Every announcement I read of someone speaking at a conference led to thoughts of, “I wish I were speaking at that conference – I must not be good enough to be invited.” Twitter was fertile ground for my Inner Critic to run rampant. One day in 2011, my comparisons to people who I didn’t even know rose to a fever pitch. I saw a series of tweets that sparked a wave of self-loathing so profound that I spent the day sobbing and despondent, as I chastised myself for being a failure. I had fallen into the deep pit of Comparison Syndrome, and to return to anything close to being productive took a day or two of painstakingly clawing my way out. Comparison Syndrome Takes Deficiency Anxiety to Eleven Do any of these scenarios ring true? You frequently feel like a failure when viewing the success of others. You feel dispirited and paralyzed in moving forward with your own work because it will never measure up to what others have done. You discount your ideas because you fear that they aren’t as good as those of your colleagues or industry peers. Are you making yourself miserable by thinking thoughts like these? “I’m surrounded by people who are so good at what they do, how can I possibly measure up?” “Compared to my partner, my musical ability is childish – and music is no longer fun.” “Why haven’t I accomplished more by now? My peers are so much more successful than I am.” Unenviable Envy Many people use the terms envy and jealousy interchangeably, but they are two distinct emotions. Jealousy is the fear of losing someone to a perceived rival: a threat to an important relationship and the parts of the self that are served by that relationship. Jealousy is always about the relationship between three people. Envy is wanting what another has because of a perceived shortcoming on your part. Envy is always based on a social comparison to another.1 Envy is a reaction to the feeling of lacking something. Envy always reflects something we feel about ourselves, about how we are somehow deficient in qualities, possessions, or success.2 It’s based on a scarcity mentality: the idea that there is only so much to go around, and another person got something that should rightfully be yours.3 A syndrome is a condition characterized by a set of associated symptoms. I call it Comparison Syndrome because a perceived deficiency of some sort – in talent, accomplishments, success, skills, etc. – is what initially sparks it. While at the beginning you may merely feel inadequate, the onset of the syndrome will bring additional symptoms. Lack of self-trust and feelings of low self-worth will fuel increased thoughts of not-enoughness and blindness to your unique brilliance. If left unchecked, Deficiency Anxieties can escalate to full-blown Comparison Syndrome: a form of the Inner Critic in which we experience despair from envy and define ourselves as failures in light of another’s success. The irony is that when we focus so much on what we lack, we can’t see what we have in abundance that the other person doesn’t have. And in doing so, we block what is our birthright: our creative expression. Envy shackles our creativity, keeps us trapped in place, and prevents forward movement. The Inner Critic in the form of Comparison Syndrome caused by envy blocks us from utilizing our gifts, seeing our path clearly, and reveling in our creative power. In order to keep a grip on reality and not fall into the abyss of Comparison Syndrome, we’ll quell the compulsion to compare before it happens: we will free the mental bandwidth to turn our focus inward so we can start to see ourselves clearly. Break the Compulsion to Compare “Why compare yourself with others? No one in the entire world can do a better job of being you than you.” — Krystal Volney, poet and author At some point in time, many of us succumb to moments of feeling that we are lacking and comparing ourselves unfavorably to others. As social animals, much of our self-definition comes from comparison with others. This is how our personalities develop. We learn this behavior as children, and we grow up being compared to siblings, peers, and kids in the media. Because of this, the belief that somehow, someway, we aren’t good enough becomes deeply ingrained. The problem is that whenever we deem ourselves to be “less than,” our self-esteem suffers. This creates a negative feedback loop where negative thoughts produce strong emotions that result in self-defeating behaviors that beget more negative thoughts. Couple this cycle with the messages we get from society that only “gifted” people are creative, and it’s no wonder that many of us will fall down the rabbit hole of Comparison Syndrome like I did on that fated day while reading tweets. Comparing ourselves to others is worse than a zero-sum game, it’s a negative-sum game. No one wins, our self-esteem deteriorates, and our creative spark dies out. With effort, we can break the compulsion to compare and stop the decline into Comparison Syndrome by turning the focus of comparison inward to ourselves and appreciating who we’ve become. But first, we need to remove some of the instances that trigger our comparisons in the first place. Arrest: Stop the Triggers “Right discipline consists, not in external compulsion, but in the habits of mind which lead spontaneously to desirable rather than undesirable activities.” — Bertrand Russell, philosopher After my Twitter post meltdown, I knew had to make a change. While bolstering my sense of self was clearly a priority, I also knew that my ingrained comparison habit was too strong to resist and that I needed to instill discipline. I decided then and there to establish boundaries with social media. First, to maintain my sanity, I took this on as my mantra: “I will not compare myself to strangers on the Internet or acquaintances on Facebook.” If you find yourself sliding down the slippery slope of social media comparison, you can do the same: repeat this mantra to yourself to help put on the brakes. Second, in order to reduce my triggers, I stopped reading the tweets of the people I followed. However, I continued to be active on Twitter through sharing information, responding to mentions, crowdsourcing, and direct messaging people. It worked! The only time I’d start to slip into darkness were the rare instances when I would break my rules and look at my Twitstream. But we can do even more than calm ourselves with helpful mantras. Just like my example of modifying my use of Twitter, and more recently, of separating myself from Facebook, you can get some distance from the media that activates your comparison reflex and start creating the space for other habits that are more supportive to your being to take its place. Creative Dose: Trigger-free and Happy Purpose: To stop comparison triggers in their tracks Mindfulness is a wonderful tool, but sometimes you have to get hardcore and do as much as you can to eliminate distractions so that you can first hear your own thoughts in order to know which ones you need to focus on. Here are four steps to becoming trigger-free and happier. Step 1: Make a List Pay attention when you get the most triggered and hooked. Is it on Twitter, Facebook, Instagram, or Snapchat? Is it YouTube, TV shows, or magazines? Make list of your top triggers. My primary trigger is:______________________________________ My second trigger is:______________________________________ My third trigger is:______________________________________ Now that you have your list, you need to get an idea just how often you’re getting triggered. Step 2: Monitor It’s easy to think that we should track our activity on the computer, but these days, it’s no longer our computer use that is the culprit: most of us access social media and news from our phones. Fortunately, there are apps that will track the usage for both. Seeing just how much you consume media from either or both will show you how much of an accomplice the use of devices is to your comparison syndrome, and how much you need to modify your behavior accordingly. For tracking both computer use and tablet use, this app works great: RescueTime.com tracks app usage and sends a productivity report at the end of the week via email. For your phone, there are many for either platform.4 Although I recommend fully researching what is available and will work for you best, here are a few recommendations: For both platforms: Offtime, Breakfree, Checky For Android only: Flipd, AppDetox, QualityTime, Stay On Task For iOS only: Moment Install your app of choice, and see what you find. How much time are you spending on sites or apps that compel you to compare? Step 3: Just Say No Now that you know what your triggers are and how much you’re exposing yourself to them, it’s time to say No. Put yourself on a partial social media and/or media detox for a specified period of time; consider even going for a full media detox.5 I recommend starting with one month. To help you to fully commit, I recommend writing this down and posting it where you can see it. I, ___________________, commit to avoiding my comparison triggers of ___________________, ___________________, and ___________________ for the period of ___________________, starting on ___________________ and ending on ___________________ . To help you out, I’ve created a social media detox commitment sheet for you. Step 4: Block When I decided to reduce my use of Twitter and Facebook to break my comparison habit, initially I tried to rely solely on self-discipline, which was only moderately successful. Then I realized that I could use the power of technology to help. Don’t think you have to rely upon sheer willpower to block, or at least limit, your exposure to known triggers. If your primary access to the items that cause you to compare yourself to others is via computers and other digitalia, use these devices to help maintain your mental equilibrium. Here are some apps and browser extensions that you can use during your media detox to help keep yourself sane and stay away from sites that could throw you into a comparison tailspin. These apps are installed onto your computer: RescueTime.com works on both computer and mobile devices, and does a lot more than just prevent you from going to sites that will ruin your concentration, it will also track your apps usage and give you a productivity report at the end of the week. Focus and SelfControl (Mac-only) To go right to the source and prevent you from visiting sites through your browser, there are browser extensions. Not only can you put in the list of the URLs that are your points of weakness, but you can also usually set the times of the day you need the self-control the most. Google Chrome: StayFocusd, Strict Workflow, and Website Blocker Firefox: Idderall and Leechblock Safari: WasteNoTime and MindfulBrowsing Edge (or Explorer): Unfortunately, there are currently no website blocking extensions for these browsers. I currently use a browser extension to block me from using Facebook between 9:00am – 6:00pm. It’s been a boon for my sanity: I compare tons less. A bonus is that it’s been terrific for my productivity as well. Which tool will you use for your media detox time? Explore them all and then settle upon the one(s) that will work the best for you. Install it and put it to work. Despite the tool, you will still need to exercise discipline. Resist the urge to browse Instagram or Facebook while waiting for your morning train. You can do it! Step 5: Relax Instead of panicking from FOMO (Fear of Missing Out), take comfort from this thought: what you don’t know won’t affect you. Start embracing JOMO (Joy of Missing Out), and the process of rebuilding and maintaining your sanity. What will you do instead of consuming the media that compels you to compare? Here are some ideas: Read a book Go for a walk Have dinner with a friend Go watch a movie Learn how to play the harmonica Take an improv class Really, you could do anything. And depending on how much of your time and attention you’ve devoted to media, you could be recapturing a lot of lost moments, minutes, hours, and days. Step 6: Reconnect Use your recovered time and attention to focus on your life and reconnect with your true value-driven goals, higher aspirations, and activities that you’ve always wanted to do. This article is an excerpt from the book Banish Your Inner Critic by Denise Jacobs, and has been reprinted with permission. If you’d like to read more, you can find the book on Amazon. Shane Parrish, “Mental Model: Bias from Envy and Jealousy,” Farnam Street, accessed February 9, 2017. ↩ Parrish, “Mental Model: Bias from Envy and Jealousy.” ↩ Henrik Edberg, “How to Overcome Envy: 5 Effective Tips,” Practical Happiness Advice That Works | The Positivity Blog, accessed February 9, 2017. ↩ Jeremy Golden, “6 Apps to Stop Your Smartphone Addiction,” Inc.com, accessed February 10, 2017. ↩ Emily Nickerson, “How to Silence the Voice of Doubt,” The Muse, accessed February 8, 2017. ↩",2017,Denise Jacobs,denisejacobs,2017-12-19T00:00:00+00:00,https://24ways.org/2017/do-a-media-detox/,process 8,Coding Towards Accessibility,"“Can we make it AAA-compliant?” – does this question strike fear into your heart? Maybe for no other reason than because you will soon have to wade through the impenetrable WCAG documentation once again, to find out exactly what AAA-compliant means? I’m not here to talk about that. The Web Content Accessibility Guidelines are a comprehensive and peer-reviewed resource which we’re lucky to have at our fingertips. But they are also a pig to read, and they may have contributed to the sense of mystery and dread with which some developers associate the word accessibility. This Christmas, I want to share with you some thoughts and some practical tips for building accessible interfaces which you can start using today, without having to do a ton of reading or changing your tools and workflow. But first, let’s clear up a couple of misconceptions. Dreary, flat experiences I recently built a front-end framework for the Post Office. This was a great gig for a developer, but when I found out about my client’s stringent accessibility requirements I was concerned that I’d have to scale back what was quite a complex set of visual designs. Sites like Jakob Neilsen’s old workhorse useit.com and even the pioneering GOV.UK may have to shoulder some of the blame for this. They put a premium on usability and accessibility over visual flourish. (Although, in fairness to Mr Neilsen, his new site nngroup.com is really quite a snazzy affair, comparatively.) Of course, there are other reasons for these sites’ aesthetics — and it’s not because of the limitations of the form. You can make an accessible site look as glossy or as plain as you want it to look. It’s always our own ingenuity and attention to detail that are going to be the limiting factors. Synecdoche We must always guard against the tendency to assume that catering to screen readers means we have the whole accessibility ballgame covered. There’s so much more to accessibility than assistive technology, as you know. And within the field of assistive technology there are plenty of other devices for us to consider. Planning to accommodate all these users and devices can be daunting. When I first started working in this field I thought that the breadth of technology was prohibitive. I didn’t even know what a screen reader looked like. (I assumed they were big and heavy, perhaps like an old typewriter, and certainly they would be expensive and difficult to fathom.) This is nonsense, of course. Screen reader emulators are readily available as browser extensions and can be activated in seconds. Chromevox and Fangs are both excellent and you should download one or the other right now. But the really good news is that you can emulate many other types of assistive technology without downloading a byte. And this is where we move from misconceptions into some (hopefully) useful advice. The mouse trap The simplest and most effective way to improve your abilities as a developer of accessible interfaces is to unplug your mouse. Keyboard operation has its own WCAG chapter, because most users of assistive technology are navigating the web using only their keyboards. You can go some way towards putting yourself into their shoes so easily — just by ditching a peripheral. Learning this was a lightbulb moment for me. When I build interfaces I am constantly flicking between code and the browser, testing or viewing the changes I have made. Now, instead of checking a new element once, I check it twice: once with my mouse and then again without. Don’t just :hover The reality is that when you first start doing this you can find your site becomes unusable straightaway. It’s easy to lose track of which element is in focus as you hit the tab key repeatedly. One of the easiest changes you can make to your coding practice is to add :focus and :active pseudo-classes to every hover state that you write. I’m still amazed at how many sites fail to provide a decent focus state for links (and despite previous 24 ways authors in 2007 and 2009 writing on this same issue!). You may find that in some cases it makes sense to have something other than, or in addition to, the hover state on focus, but start with the hover state that your designer has taken the time to provide you with. It’s a tiny change and there is no downside. So instead of this: .my-cool-link:hover { background-color: MistyRose ; } …try writing this: .my-cool-link:hover, .my-cool-link:focus, .my-cool-link:active { background-color: MistyRose ; } I’ve toyed with the idea of making a Sass mixin to take care of this for me, but I haven’t yet. I worry that people reading my code won’t see that I’m explicitly defining my focus and active states so I take the hit and write my hover rules out longhand. JavaScript can play, too This was another revelation for me. Keyboard-only navigation doesn’t necessitate a JavaScript-free experience, and up-to-date screen readers can execute JavaScript. So we’re able to create complex JavaScript-driven interfaces which all users can interact with. Some of the hard work has already been done for us. First, there are already conventions around keyboard-driven interfaces. Think about the last time you viewed a photo album on Facebook. You can use the arrow keys to switch between photos, and the escape key closes whichever lightbox-y UI thing Facebook is showing its photos in this week. Arrow keys (up/down as well as left/right) for progression through content; Escape to back out of something; Enter or space bar to indicate a positive intention — these are established keyboard conventions which we can apply to our interfaces to improve their accessiblity. Of course, by doing so we are improving our interfaces in general, giving all users the option to switch between keyboard and mouse actions as and when it suits them. Second, this guy wants to help you out. Hans Hillen is a developer who has done a great deal of work around accessibility and JavaScript-powered interfaces. Along with The Paciello Group he has created a version of the jQuery UI library which has been fully optimised for keyboard navigation and screen reader use. It’s a fantastic reference which I revisit all the time I’m not a huge fan of the jQuery UI library. It’s a pain to style and the code is a bit bloated. So I’ve not used this demo as a code resource to copy wholesale. I use it by playing with the various components and seeing how they react to keyboard controls. Each component is also fully marked up with the relevant ARIA roles to improve screen reader announcement where possible (more on this below). Coding for accessibility promotes good habits This is a another observation around accessibility and JavaScript. I noticed an improvement in the structure and abstraction of my code when I started adding keyboard controls to my interface elements. Your code has to become more modular and event-driven, because any number of events could trigger the same interaction. A mouse-click, the Enter key and the space bar could all conceivably trigger the same open function on a collapsed accordion element. (And you want to keep things DRY, don’t you?) If you aren’t already in the habit of separating out your interface functionality into discrete functions, you will be soon. var doSomethingCool = function(){ // Do something cool here. } // Bind function to a button click - pretty vanilla $('.myCoolButton').on('click', function(){ doSomethingCool(); return false; }); // Bind the same function to a range of keypresses $(document).keyup(function(e){ switch(e.keyCode) { case 13: // enter case 32: // spacebar doSomethingCool(); break; case 27: // escape doSomethingElse(); break; } }); To be honest, if you’re doing complex UI stuff with JavaScript these days, or if you’ve been building any responsive interfaces which rely on JavaScript, then you are most likely working with an application framework such as Backbone, Angular or Ember, so an abstraced and event-driven application structure will be familar to you. It should be super easy for you to start helping out your keyboard-only users if you aren’t already — just add a few more event bindings into your UI layer! Manipulating the tab order So, you’ve adjusted your mindset and now you test every change to your codebase using a keyboard as well as a mouse. You’ve applied all your hover states to :focus and :active so you can see where you’re tabbing on the page, and your interactive components react seamlessly to a mixture of mouse and keyboard commands. Feels good, right? There’s another level of optimisation to consider: manipulating the tab order. Certain DOM elements are naturally part of the tab order, and others are excluded. Links and input elements are the main elements included in the tab order, and static elements like paragraphs and headings are excluded. What if you want to make a static element ‘tabbable’? A good example would be in an expandable accordion component. Each section of the accordion should be separated by a heading, and there’s no reason to make that heading into a link simply because it’s interactive.
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Drew McLellan is a web developer, author and no-good swindler from just outside London, England. At the Web Standards Project he works on press, strategy and tools. Drew keeps a personal weblog covering web development issues and themes.
Drew McLellan is a web developer... The two remaining items are my URL and the organisation I belong to. The class names designated for those are url and org respectively. As both of those items are links in this case, I can apply the classes to those links. So here’s the finished hCard.
Drew McLellan is a web developer, author and no-good swindler from just outside London, England. At the Web Standards Project he works on press, strategy and tools. Drew keeps a personal weblog covering web development issues and themes.