My note to _by Humankind_ offering plastic reduction ideas

Dear by Humankind folks:

I love what you are doing and have progressively bought more by Humankind products over time (and tried to turn friends on to them). It’s inspired me to find ways to reduce plastic and packaging elsewhere in my life. And it’s also inspired me to consider how things might be redesigned to reduce their throwaway parts. So, if you’re willing, I have some ideas about your deodorant refills and dispenser.

Near as I can tell there are three “throwaway” plastic parts in a deo refill: the carrier, the screw, and the cap.

First up is the cap – it gives the deodorant its nice domed shape, but since you have it mated with a cardboard tube it doesn’t really do that job all that well; there’s always quite a bit of flash around the top of the deodorant, and the cap is sometimes hard to remove (I’m on my third refill, and two of them have took some tugging). So that injection-molded plastic cap could probably be replaced by a cheaper and lighter plastic film or possibly even paper. That would also allow you to get a little more deo material in the refill. The domed shape comes soon enough through use. This change would probably not disrupt any part of the customer experience and certainly wouldn’t demand more from users – in fact, it may be easier for them to use.

Next up is the carrier, which pushes the deodorant up when the screw is turned. This probably can’t be done away with, alas.

Finally, the screw. It’s kind of a big injection-molded part, and cast into the deo material, which makes it easy for users to manage. But depending on the level of work you are willing to ask of your customers, it could be a non-replaced part of the dispenser rather than a replaced and discarded part of the refill. This would require the user to screw the refill onto the knob and screw, then insert that assembly into the sleeve, which is a different and more difficult process. But it would knock off one screw per refill, or about two-fifths of the total plastic per refill. This would be a disruptive change also because you’d have to change dispensers, and thus obsolete and replace a set of existing dispensers. But it might fulfill part of your mission better, if done early enough.

A less-disruptive form of this would be to stop shipping screws in each refill and just have people keep a screw from a previous recent refill – they could screw the screw into a screwless refill, then install it the usual way, and you could ship screws to folks who need them or who buy new dispensers.

An alternative would be to collect all three of these parts, but that would lead to more shipping and you’d have to clean and inspect them before reintroducing them to manufacturing. Better to reduce than reuse.

Anyhow, food for thought. I certainly don’t expect or demand you make any of these changes, but figured you might find these thoughts interesting.

Reviews

At work we are soon to reconsider how we do annual reviews. But we lack a shared sense of why we do them, and they are performed with different levels of seriousness in different parts of this small company.

Unfortunately, signals from leadership are (likely inadvertently) mixed: reviews are important, feedback and development are important, but with raises sort of on hold due to the pandemic, reviews are as well. Reviews aren’t all about money, but they are suddenly seemingly unimportant and all about money since the money is at issue.

I don’t say this to be critical of our leadership; the situation has been come by honestly over a long history. But it’s confusing to folks who have not grown up in this particular work culture. This is one of those all-too-frequent situations where a little more professionalism goes a long way.

In the meantime, I have people on my team who want to have their reviews, and I want to give them. And I just had my one-year anniversary, and want to have my own review. So we’re going to do them unofficially, with the slightly reluctant blessing of the leadership team, separate entirely from thoughts of compensation.

There are nice parts of these reviews: they involve an extensive self-appraisal, they involve peer feedback, they aren’t forced into a ranking or a five-point scale. But there are troubles as well. There’s little guidance to managers regarding performing these reviews. There’s scant relationship between the reviews and the mission or values of the company. And the reviews all end with an overview and compensation discussion with the very busy company president. So the connection between feedback and compensation is starkly underscored.

I’d much rather reviews be separate from compensation, since de-fanging them in this way allows them to lean more fully toward constructive feedback and the future rather than proving that past behavior was worthy of money. And now I have the chance to tilt the few reviews I’ll be a part of in this more helpful direction.

The peer feedback is also solicited in a vague way, with essentially two questions: do you have constructive feedback for the reviewee, and do you have any other feedback for the reviewee? I suspect these are not specific enough for any but the most committed peers to do a good job of addressing.

If I recall correctly, IDEO likes to evaluate their employees along four dimensions

  • Content – what is the quality of a person’s delivery

  • Commerce – what is their contribution to the success of their clients and the firm

  • Collaboration – what is their manner for working with the teams they are on

  • Culture – what is their contribution to the culture of IDEO

I think we can adapt this notion – the commerce piece in particular is a little more distant for many of our people. But we could bend it a bit toward

  • Quality – HMT (how might they) contribute to better results for the users of the product/project

  • Content – HMT improve the delivery of their own work

  • Collaboration – HMT foster greater collaboration among the team

  • Client – HMT better serve the needs of the client

  • Improvement – where have we noticed improvement in the review period

I plan to try this on by doing my two coming reviews with these dimensions explicitly in mind, and using these to solicit peer feedback. I’ll let you know how it goes.

My message to my team today

Gentle people,

It’s a moment of uncertainty and anxiety (election), piled atop a lengthy period of uncertainty and anxiety (pandemic, police killings, climate change, fires, etc.) with no real end in sight. I get it if you’re distracted. It’s fine—expected, even.

Be kind to yourself. And if you like, let me be kind to you, too. Let me know if you need help. Need to clear the decks? I can help. Need things to do to be distracted? I can help. Need to get something off your chest? I can help.

Don’t want to talk about it? Fine. Want to talk about it? Fine. I’m here for that, either way.

We will gratefully greet the sun in the morning.

Daphne writes:

I have near two year experience doing oversea marketing from a leading international NAS company called Synology. My role was devising marketing strategy and implementing it in our New Zealand and Australia market. (These two markets earn Synology over 1 billion revenue annually) I was the only marketing person who looks after these two area, so I have to run user/market research, devise product and content strategies, build campaign website with development, hold offline trade shows, perform copywriting, release product PR/ writeups and strategically distribute all the marketing materials to various channel outlets (including enterprise and consumer channels).

I came across UX in a marketing campaign where I design the website from scratch and attracted millions of impressions within two months. I realized that I’m interested in how experience shapes user behaviors, as well how they make decisions. By looking into users in both qualitative and quantitative lens, I hope I can play a more product-oriented role in a firm. That’s why I decided to pivot my career.

Thanks for reading these long paragraph and would love to hear any suggestions from you!

Hello, Daphne, Sorry about the delay. I read your note with interest; since you have some experience in product marketing you might be more ready than your peers to engage design goals at a higher level.

Design goals are the marriage of user goals and business goals. The ideal product, design, or business intervention brings success to the person being served and the business doing the serving.

In my early days at a past employer some product management leaders arrived from Procter & Gamble. They brought a method of product definition that changed the way I look at design. To hear them tell it, a solid product concept depends on some insight about a customer, some insight about the competition, and a way of delivering a benefit to that customer in a way that is informed by these insights and thus distinct from your competitors. It may not have a direct competitor at all, if your insights are insightful enough.

An insight is a statement of fact about a situation or behavior that is obvious in retrospect, but hidden or overlooked to most observers. An example: if you ask married men in the US why they shave their faces, they may say something about their spouses liking them to have a smooth face. But if you examine common shaving behaviors you’d see these same men shaving on weekday mornings before work, and letting their stubble grow on the weekend, just when they’d be spending the most time with their spouse. Clearly their motivation is elsewhere; it turns out that their behavior demonstrates that they shave to demonstrate a professional appearance at work.

A benefit is the result of having or using your product, expressed in general terms. It’s especially important that the benefit be a result, rather than a product itself. It’s also important that the benefit be expressed in general terms; the benefit could perhaps be delivered by means other than your product. In the shaving example, the benefit of a comfortable, smooth shave every morning could be delivered via a razor, or a shaving powder, or perhaps carefully-targeted lasers. The method is important, but the benefit does not state it.

I mention these product marketing concepts, benefits and insights, because interrogating them can usefully inform the work of product design and help others on the team, such as engineers and QA people, understand the intent behind the product being developed.

Asking about benefits and insights can also help you detect where research may be needed to strengthen the case for a product, to improve the benefit, determine how to demonstrate the benefit, or even where the product management is lacking. It’s common for newer product managers to rush headlong into assignments where they are asked to deliver a feature without really delving into the benefit that feature is meant to deliver. During design and development the forces of budget, timeframe, and technology can distort a poorly-understood benefit and put the design and development effort at significant risk. Attention the the benefit, why the benefit is relevant, and the various means available to you of delivering the benefit, can help you craft an intervention that is at the right scale for the business and really meets a customer need.

There’s one more product marketing concept that is important here: reasons to believe. A reason to believe is a fact about the product that helps the consumer understand that the product really will deliver the benefit it promises. RtBs come in many forms, such as endorsement (Kobe wears these shoes, the American Dental association recommends this toothpaste), explanation (a diagram of the product in use, a video), demonstration (see my white teeth), comparison (this router is 15% faster than the leading brand), proof (clinically proven to reduce cavities), a visible feature, a named feature, reassurance (money-back guarantee), or a testimonial (Joe here really enjoys his stump jumper).

If you are working on a feature for a product, and you understand the benefit, you can more easily give your user the scent of that benefit early in the interaction and demonstrate that you have delivered the benefit later in the interaction. This is just good design practice, but by asking the right questions you can get to a potentially successful design faster.