Have you ever been asked to get creative? Or told to think outside the box? If so, you might have had one of two reactions (or maybe a combination of the two):

1. Hooray! No restrictions. Let’s go! 
2. Yikes! The possibilities are endless. Where do I start?

Regardless of how you might react, it’s crucial to keep the original ask in mind — not “get creative,” but the reason you were charged with getting creative or thinking outside of the box in the first place. Losing sight of the goal or falling into the trap of thinking that a strategic approach isn’t actually “creative” are the fastest ways to the land of no progress and stifled creativity. 

I think the best ideas come out of a harmonious combination of strategic and creative thinking. I’m not the only one; product designers often have a foundations-first approach to their work where they consider a baseline strategy before jumping into high-fidelity mock-ups. Strategists leverage innovation workshops to both strategically and creatively problem solve. And developers weigh cost and functionality tradeoffs when designing and building reproducible and deployable systems.

Problem solving, creative thinking, and focus are universal components of work-life – and life-life. Leveraging a tool to help you do all three isn’t a cop out, it's a way to help you get to the fun stuff (the ideas worth doing) faster. 

One tool that can help you confidently pursue your idea is an Impact and Feasibility Matrix, which will help you focus and narrow in. Your focus will keep you on track, and narrowing in on what ideas are worth doing will illuminate the way forward. Let’s dive in… 

Focus

Step one is keeping your goal in mind. To do so, revisit these questions often:

• How does this help solve the problem?
• How does this contribute to an ideal outcome?

Narrow In

Step two is identifying which creative idea is worth pursuing. One way I like to narrow in and confidently move forward is by plotting ideas on an Impact + Feasibility matrix. 

Impact is:

• Reach. What percentage of your audience or stakeholders will be impacted by your idea?
• Relevance. Does your idea target your key audience? 
• Longevity. How long will your idea impact your team? 

Feasibility is:

• Costs. What are your hard costs? This includes both the time investment and monetary investment. 
• Ease. How easy is your idea to execute? Is this something you can tackle on your own? Will you need to outsource your idea to a partner or vendor? 

The answers to all of these will be unique to your role, the problem you are trying to solve, and your organization. That said, somewhere between impact and feasibility, usually in the upper right quadrant of the matrix, is your sweet spot. This is true regardless of role, problem, or organization. Ideas in the sweet spot are usually worth doing. They reach a relevant audience for your targeted time frame, they are achievable, and within budget.  

Your impact and feasibility matrix will be unique to each problem you are trying to solve. Let’s take a look at some real examples. 

Examples

Problem: Help a newly distributed team settle in to working remotely. 

In the spring of 2020, many organizations (Viget included), were charged with supporting newly distributed teams. Throughout that year, we focused on surprising our team in new ways (think care packages containing branded sweatpants), removing barriers to communication, and improving access to resources (we implemented People Team office hours which we still keep to this day). We did send everyone their favorite candy and had local folks help deliver monitors to their teammates. We still don’t have Viget branded dog swag – maybe one day. 

Problem: Help team members get to know each other during weekly company-wide meetings. 

Each week, we host a company-wide all hands meeting. It’s a tradition we’ve kept since we were founded in 1999. The meeting has evolved over the years and so has our strategy for connection. This is a matrix we revisit often, some ideas we tweak and try again and others like requiring cameras-on or implementing a roll call isn’t something we would consider doing. 

To Sum It Up

The next time you find yourself spinning your wheels, or better yet, the next time you're tasked with thinking outside the box, focus first and plot your ideas on the impact/feasibility matrix. Doing so will help keep you on track and quickly narrow in on which ideas are worth pursuing. 

In the fast moving and constantly changing landscape of web development, codeless solutions like Webflow and Squarespace have emerged as an alternative to more traditional development. These platforms allow users to design and build websites through intuitive visual interfaces, and are viable solutions for many use cases out there. 

For the past several months, I've been working as a frontend development support specialist alongside one of our talented designers, Blair Culbreth, who is managing a large, established Webflow project. Here are my candid thoughts and impressions from this experience, along with some critical considerations for those looking to integrate Webflow into their own workflow. Spoiler alert: while Webflow has some impressive strengths, it also comes with limitations that can be both unexpected and frustrating at times.

What Webflow Does Really Well

Small Team Efficiency

Webflow truly shines for smaller teams or products, especially those with limited resources. For a team that’s just a single designer or a small development crew, Webflow can help lower the technical debt involved with getting a website to production. By mitigating some of the more complex aspects of development such as responsive design, cross-browser compatibility, and hosting, teams are able to focus on other aspects of the site. This makes it a strong option for startups, freelancers, or small businesses looking to create professional-grade websites efficiently and effectively without the necessity of a developer.

Animation Tooling

When I say professional-grade websites, I’m talking about more than just functional designs. Webflow has some fantastic animation tooling making it incredibly simple to build rich, full-page animations and interactions without ever touching a line of code. Users can create scroll-bound animations or interactive moments of joy all from the comfort of a relatively simple and straightforward GUI. Through the use of animation keyframes, you can elevate a static site into something that feels modern and expensive. Heck, I could even see using the animation tooling itself as a prototyping tool for design handoff in a more traditional web development process. This ability to easily add sophisticated animations allows smaller teams to produce polished, dynamic websites that rival those created by much larger teams with dedicated development resources.

Documentation & Education

Beyond its design capabilities, Webflow also stands out for its educational impact. The platform offers incredible documentation that covers core frontend principles, effectively bridging the divide between design and development. Through simple, digestible, and intuitive videos and written documentation, Webflow equips designers with knowledge that shores up many concepts and intricacies of web development.

Working with Webflow provides designers with numerous takeaways they can apply to future projects, including those outside the realm of Webflow. The platform educates users on HTML structure, CSS styling properties, and responsive design. This deeper understanding of web development makes designers more versatile and effective in their roles and inherently benefits communication between designers and developers, as their thinking will be more aligned with one another.

Navigating Webflow’s Limitations

Class Styles

Webflow's class-based styling system is a standout feature, especially to those familiar with CSS. It allows you to bundle properties into classes and apply them efficiently across different elements, minimizing code duplication. When used effectively, this approach facilitates the creation of reusable styles and design systems; however, mastering it requires attention to detail, similar to working with CSS directly, which can be made challenging within the Webflow UI.

Due to the separation of pages and content in Webflow, tracking down existing CSS classes and applying styles consistently throughout a project can be challenging. Keeping track of which class names apply what styles can be a struggle. While Webflow offers a Style Manager to help organize and manage classes, it can be difficult to use for quickly identifying how styles are being applied across the platform.

Moreover, the inability to open multiple pages in designer mode at once presents a significant frustration. Without the ability to compare elements across different pages simultaneously, users may face challenges in ensuring consistency and troubleshooting design issues efficiently. This limitation may lead to a slower, more cumbersome workflow, particularly in larger projects where maintaining a coherent design system is critical.

Another struggle with managing styles within the UI comes in the form of applying styles to combo classes. Combo classes are when you combine multiple classes together to create a variation or modified state of an element. Inadvertently applying styles to a combo class when intending to apply a style for the base class was a common issue I found myself running into, highlighting some challenges users should be aware of, especially when getting more familiar with Webflow.

These challenges underscore the value of implementing a strong and consistent CSS class naming system, such as BEM (Block Element Modifier). Adhering to a standardized naming convention will help mitigate some of the challenges posed by Webflow's class-based styling system, but it does come with the added overhead of needing to learn a new class naming convention.

Preset Web Elements

Webflow provides users with a diverse selection of default web elements, ranging from simple divs to intricate lightbox elements, which serve as the foundational building blocks for websites. These preset elements occasionally impose rigid structural constraints. For instance, when attempting to create a tabs menu with a filter, users may encounter a problem with adding additional elements to the tab menu block. This restriction forces users to either conform their design to Webflow’s constraints or devise creative workarounds to achieve their desired functionality.

Navigating such limitations can be challenging, particularly when striving to realize a specific design vision. It may involve exploring alternative solutions or compromising on the original plan. Yet, as users gain familiarity with the platform, those limitations can be anticipated, allowing them to develop strategies to circumvent the constraints.

Custom Scripts

One of the most powerful aspects of Webflow is also one of the most challenging features to balance. It requires careful management to avoid issues like performance degradation and increased technical debt.  It’s incredibly easy to have a website get bogged down with bloat, especially when a larger team might be working on a project.

Webflow lacks a built-in feature to view all custom scripts at a glance, making it difficult to track and manage them. Maintaining a documented list of all custom scripts used in your project and detailing their purposes and locations can help mitigate this issue, but that’s a fair amount of overhead to maintain. Additionally, custom scripts do not function in Webflow’s editor mode, requiring a site deploy for testing and troubleshooting, which can be time-consuming. 

The ability to add custom scripts opens up a world of options, including third-party plugins and libraries that can expand Webflow's native features. Tools like Jetboost or Finsweet can help fill in the gaps, and are oftentimes worth the investment as they provide relatively easy-to-use integrations that will make for a better user experience.

That’s all to say that applying custom scripts to a Webflow project is not necessarily bad, but should be approached with considerations on how to mitigate technical debt. Here are a few suggestions to help with integrating custom scripts into your Webflow project:

• Maximize Native Features: Use Webflow’s built-in features as much as possible. If a design can be achieved with Webflow’s interactions and animations, avoid adding custom JavaScript.
• External Development: Develop and test scripts in an external environment to reduce time spent deploying and debugging within Webflow.
• Reusable Components: Save frequently used custom code as reusable components to simplify maintenance and ensure consistency across the site.
• Regular Audits: Periodically review and clean up scripts to ensure that only necessary ones are loaded, improving site performance and maintainability.

Mitigating Difficulty Through Teamwork

I started this article by mentioning that I recently served as a frontend development support specialist alongside our designer, Blair, on this project. Blair took on the primary responsibility of building many of the pages, and I want to share more about our collaborative experience. Webflow is as close as you can get to building a traditionally coded website without necessarily needing to touch code, but that doesn’t mean there’s no value in having someone more familiar with the technical side of website building available. From accessibility considerations to complex layout structures, a lot of time can be saved by having a developer serve as a pseudo consultant on the project.

On numerous occasions, Blair reached out to me to help set up more complex custom implementations that required JavaScript or weren’t coming together as expected. By being able to jump in and solve those issues quickly for Blair, she was able to focus on building out the other pages. Similarly, I was able to audit and review her work to ensure it was inclusive for all types of users.

There are various development tricks we can implement to enhance user experiences for visually impaired users. For example, hiding text specific to a screen reader to provide greater context is a technique that a designer might not generally think about or even be aware of, but a good frontend developer would know to include. By being involved in the building process, I was able to highlight and advise on such instances, ensuring our project was accessible and user-friendly for everyone.

Conclusion

Webflow presents a robust solution for web development, particularly for smaller teams or projects with limited resources. Its intuitive visual interface and powerful animation tools enable the creation of professional-grade websites without the need for extensive coding knowledge. Webflow’s educational resources also empower designers to deepen their understanding of web development, bridging the gap between design and development and fostering better collaboration.

Webflow is not without its limitations. The class-based styling system, while efficient, can be challenging to manage, and the need for site deployment to test custom scripts adds to both the complexity and time investment required to build a project. Despite these challenges, many of the difficulties can be mitigated through careful planning and teamwork. Leveraging native features, developing and testing scripts externally, and creating reusable components are all strategies that can help maintain site performance and manage technical debt.

Collaborative efforts between designers and developers can further enhance the process, as seen in my experience working alongside Blair. This teamwork allows for efficient problem-solving and ensures that accessibility and user experience are prioritized throughout the project. By combining the strengths of Webflow with thoughtful collaboration and strategic planning, teams can create dynamic, user-friendly websites that meet modern standards.

Users expect a website to load fast. An average web page loads in about 2.5 seconds. The longer the user has to wait, the higher the user bounce rate. There are a lot of factors that go into site speed, but images account for about 75% of the page weight on an application or website. Google’s Core Web Vitals uses several metrics to rank sites. Visual site speed or largest contentful paint affects ROI as slower sites have fewer repeat users and fewer sales.

Without properly sized images, both site speed and image quality are affected. Accordingly, we use several methods to deliver properly sized images. Our primary solution is imgix because it is easy to implement and saves managers and clients time and effort. 

Imgix Key Features

Imgix provides a lot of features — some we consistently use on projects, and others we use in very specific situations. 

Responsive Images

Setting up responsive images can be complex. As the variety of devices and their screen resolutions continue to expand, managing all the different image requirements is increasingly challenging.

Consider this scenario: a website’s images look crisp and clear on a high-resolution monitor. When that same page is viewed on a mobile device, the images are so large the page takes forever to load. A solution could be to upload a smaller image for mobile, right? It's not quite that simple. We need eight or more different sizes of the same image to account for different screen sizes and retina screens. Keeping track of all the image sizes and saving each size gets complex and would be nearly impossible to do manually on a site that has hundreds or thousands of images. 

One of our clients, National Park Foundation (NPF), wanted to clarify its message to better target major donors. Their gorgeous, large scenic images are essential to their website strategy.  NPF needed the images throughout their site to be crisp and clear at all screen sizes. Using imgix, NPF content managers can load high-resolution images to the CMS and not worry about the site's speed or performance. They rely on imgix to deliver the correctly resized image for any user's screen.

Imgix does this with their Device Pixel Ratio and Client Hints which automatically sets the pixel density for the image based on the user's device. Those API parameters can be easily set in the URLs for the image’s `srcset`. This allows developers to set an image width for an image `srcset` and then imgix delivers the right pixel ratio image to the user. We use `srcset` with imgix on other client sites like Bezos Earth Fund and Human Rights Campaign as well.

Resize and Cropping

Imgix allows you to crop images in addition to setting an image’s focal point. So, only one image needs to be uploaded and it can be used at multiple sizes and croppings throughout the site. Let's say we upload a large landscape image, but on some pages we only need to use a portion of the image cropped as a square. Imgix will crop the image and deliver the smaller versions on the pages we need while persisting the larger versions on other pages.

At Viget we use resizing and cropping on our own website, including our articles, to crop the staff photo to a smaller size at the top of the articles. This makes it possible for us to upload the staff photo once and the article image gets created automatically. 

Color Palette 

Another feature that we've used on client sites is the Color Palette API which allows you as many colors as you want from an image. For example, the Shedd Aquarium website that we built uses this feature by pulling a vibrant color from the image and setting it as the background color for the page hero. Aside from taking the manual work out of closely aligning photography with a page’s design, there’s an additional benefit: if you are on a slow connection, you will see a dynamic colored banner at the top before the image loads.

Image Upscaling

Another valuable feature is the ability to upscale images. Even if you upload an image that is low resolution, it can still be used at a higher resolution. This is especially useful for e-commerce sites or applications where users are uploading their images.  The upscale feature uses Generative AI to take a pixelated image and create a higher-resolution image. The final image will not be perfect, but it looks more professional. See the upscale demo on imgix.

PDF Preview Images

There is also a PDF page to image option in imgix. The API enables the generation of a page-specific image preview from the PDF, which can serve as both a thumbnail and a full-size preview. When we built AHIP.org, they had a resources section for their members containing quite a few PDFs. To help with clarity and findability, we used imgix to show previews of the PDF documents to non-members. This feature allows AHIP to upload resource PDFs without having to also upload any thumbnail images. 

Face Detection

Another nice feature is a face detection parameter that you can pass to the API. This allows you to upload a photo and no matter the cropping or size it will keep the face as the focal point of the image. We used this feature on NEA for their team member page. It's great for user profile images that are used in different contexts throughout the site. 

Video Streaming

Videos have become a key design element on websites. However, determining which service to use for embedding those videos is an ongoing topic of discussion. Video platforms enable you to integrate the video onto the page, yet they introduce scripts that may impede page loading speed. Imgix offers a video embed service that allows content managers to keep all the images and videos in one place. The videos are automatically encoded to Adaptive Bitrate Streaming to get the best compression and video quality. So, videos load fast and look great on mobile and desktop. 

Performance 

A lot of CMSs have image transformations built in. An image transformation encompasses everything for that image including responsive sizes, cropping, resizing, and face detection from the original. This is great for small sets of images, but transformations quickly get out of hand the more images there are on a site. For example, the homepage of the National Park Foundation has a minimum of 96 image transformations. 

Processing all of those image transformations uses a lot of server resources. Imgix saves the images and delivers them through their CDN. The imgix image CDN has an average of 0.15 milliseconds return on requests which enables images to load as quickly as possible. The CDN also caches the images on CDN edge nodes making them immediately available for future requests. 

Flexibility

Imgix is flexible enough to work with almost any site structure; including WordPress, Craft CMS, Shopify, React, Ruby on Rails, Python, and more (see the full list). So, whether a site is a WordPress site or a Rails application, imgix fits right into the ecosystem. And, even better: you don’t have to rebuild your web app or website to gain the benefits of image performance, which can save you a lot of time and money.

Setting up imgix on an existing website is easy. Imgix can connect to existing asset storage sources like AWS, Azure, or a web folder on the same domain. Once the image source is set up, a developer can start passing parameters to the API. 

Cost

Imgix is free for 1,000 images which makes it easy to integrate and grow with your site. Pricing goes to $750/yr for 5,000 images and $3,000/yr for 25,000 images. In their pricing structure, “images” are categorized as origin images, so the count only includes original images and not transformed ones. So, you could have hundreds of images and thousands of image transformations all being delivered through a CDN for free.

Conclusion

Ensuring fast site speed isn't just important. It is vital. It's the cornerstone of a successful online presence, directly influencing search engine rankings, user satisfaction, and ultimately, your return on investment. Properly sized and optimized images are key to ensuring your site loads quickly and displays correctly for users across various devices.

We have found that imgix enables our team to efficiently create projects with diverse image options, saving managers and developers valuable time. Our clients benefit from reduced server space and an increased site speed. Imgix’s API is comprehensive, so you can use one tool for all features and options around site images — from cropping and resizing to face detection and automated color palettes, to video and beyond. Having used imgix for the past five years to support the wide-ranging needs of our clients, we feel confident recommending it and using it again and again. 

Users expect a website to load fast, and imgix is a reliable way to make sure that happens. 

Five years ago, without consciously trying, I would have noticed if a coworker was taking a break, feeling extra chatty, or looking hyper-focused. I got to choose whether to respond and how I might build rapport by responding (I’m sure I didn’t always get it right). Now that more of the Viget team works from home than in an office, I feel a loss. I have less awareness of other people's states of mind and fewer chances to demonstrate my interest. I need to learn new ways of connecting. 

I took notice when Adam Grant recently posted about pebbling: 

Sending memes, links, and videos to others isn't trivial. It signals that you're thinking of them and want them to share your joy. It's known as pebbling, based on penguins gifting pebbles to potential partners. Pebbling is an act of care. Every pebble is a bid for connection.” 

Grant acknowledges that the term "pebbling" comes from penguins, but he also uses the phrase “bid for connection,” which I associate with John Gottman. Gottman is a well-known psychologist who has researched marital stability and relationships. His work provides insights into how small interactions, or "bids," play a crucial role in building strong relationships. 

Gottman defines a "bid" as any attempt from one person to another for attention, affirmation, affection, or any positive connection. A bid can be as explicit as saying, “I had such a hard day,” or as random as saying, “Did you see the size of that red bird?” The impact of responding with interest (turning toward) or ignoring or dismissing (turning away from) significantly influences the quality of the relationship. A simple, “Tell me what happened,” or “What? No, I missed it!” can foster closeness and trust. Silence or something like, “Here we go again,” will spark feelings of neglect and distance.

Gottman's research is widely cited and has impacted my understanding of relationships.  I'm interested in bids for connection at work, particularly as our work environment has changed dramatically in recent years.

Connections at Work

Finding the right balance of work and non-work is a central challenge for most of us as we navigate demands on our time and energy. I generally hope work is a small enough part of a person’s life that they have time for many other things, but also that their work environment is engaging and meaningful enough that they enjoy it. I hope friendships emerge at work, mostly through collaboration or out of the gaps between responsibilities. 

As remote work has become commonplace, I find it’s harder to foster connections than it was before. The lack of proximity, and therefore organic social interactions, makes it harder for me to know my coworkers and be known by them. I’m not advocating for returning to offices. I’m noticing that after working with people for years in an office, I knew them better – their nerves before a presentation, their ability to set new people at ease, their grandma’s soup recipe, their knack for deadpan humor – and that made my life better. While many of my coworkers collaborate with each other daily through pair programming, design critiques, or iteration planning meetings, my work on a small People Team has always been less collaborative. For me, fewer organic in-person interactions means fewer interactions of any kind at work. 

The decline in ad-hoc opportunities for connecting impacts us all differently, but I am particularly interested because an aspect of my role at Viget is to nurture a strong company culture. For us that means a culture where we do excellent work, learn a lot, support each other, and – yes – make some friends. I’m looking for ways we can adapt our employee engagement efforts to the new work environment and evolve how we cultivate alignment.

The concept of "bids for connection" seems useful for understanding the building blocks of connection and, over time, friendships. As a mostly remote company, I want to be sure we’re asking: How do people make bids? How do others respond to them? What parts of the work environment encourage us to turn towards a bid? 

Bids While Distributed

There needs to be “space” for these interactions to happen across a distributed company, and we need to notice what is working and why. One opportunity for bids to play out is in recurring meetings. At Viget, we try to be efficient with our time, but we also build in time for informal interactions.  

Daily Stand-up Meetings

The discipline and project teams that do daily stand-ups are careful to keep them brief. These meetings need to be reliably quick-paced in order to fulfill their purpose. Still, without sacrificing efficiency, these meetings can spark strong bids for connection. Sharing work updates in small, daily increments encourages people to open up about specific elements of their progress. The specificity allows for connection in ways that broad strokes do not. Hearing someone say, “Progress was slow, but I’m finally done with the feature,” I might respond, “Oh, good.” But hearing someone say, “If I don’t figure out how to debug this API integration by noon, we need to update the launch timeline," gives me a chance to be curious, helpful, and invested in something very specific. 

Weekly All-Hands Meeting

Every Friday, our whole company meets for about an hour. The first 15 minutes are deliberately set aside for informal conversations and sharing, which mostly happens over Slack. We often play music or show a live stream of something noteworthy, like an eagle’s nest, to which we can react. Someone might share where they were when they first heard this song. Someone else might reveal they are an experienced falconer. The whole company gets a chance to see or hear these things, and while only a handful may react, we are all building shared awareness and memories.

Monthly Team Meeting

During a team meeting, a small group of same-discipline-peers comes together to talk shop, share lessons learned, or bond. These meetings allow for exercises that don’t scale to a whole company – like getting feedback or planning progress – and over time, certain activities can become team favorites. A monthly “rose, bud, thorn” or an annual “sharing circle” ritual prompts people to share in ways that otherwise might feel too awkward or vulnerable.

Another way to make and respond to bids for connection across locations is on Slack. Different kinds of Slack channels offer different kinds of opportunities.

Interest-based Slack Channels

At Viget we have channels like #woodworking, #sewing, #starwars, #hot-sauce, #gardening, #home-improvement, and many, many more. These types of channels allow people to go deeper than they might in more general channels. You know you’re talking to like-minded people, so why not dive fully into your opinion on robot vacuum cleaners?

"Random" Slack Channel

In our #random channel, I’ve seen everything from a heads up on free Firehouse subs to a recommendation for an estate planning system. The responses vary, too – sometimes they spark day-long conversations. At a minimum, posts will get a smattering of emoji responses and the impact can be significant. For example, a post might get a sympathetic :heart: but then a couple :same: or :it-me: come in and before you know it, there’s a subset of coworkers who realize they share the same rare phobia. I also think a share in #random can signal, “I’m between tasks. I’m open to distractions right now,” and folks can follow up with a DM.

Project-Specific Slack Channel

In channels where everyone is working on the same project with shared goals, stresses, and deadlines, we might see bids that build momentum. A PM might post something in the morning to encourage the team to rally behind a tough deadline. A designer might post mid-week, acknowledging the drudgery of certain tasks, implicitly giving everyone else permission to do the same. A developer might be slowly building a little arsenal of inside jokes and call-backs over weeks, dropping a note at just the right time to get others laughing. Someone might turn one of those jokes into a custom emoji that lives well beyond the project timeline and every time that inside-joke-emoji gets used, it's a bid for folks who worked on that team to recognize each other and reconnect. 

Recognizing Bids

We all grew up learning in-person social norms and have a mostly shared understanding of what’s considered warm, polite, stand-off-ish, or rude in the workplace. Now that we’re distributed, we may need to learn to recognize new signals and define new norms. 

A bid is an action that invites connection, but sometimes the action is so small, we might not notice it or realize it has potential value. Understanding the concept of bids can help us notice them and respond with more awareness. 

If we train ourselves to see bids for what they are and respond accordingly, we may get more mileage out of the limited impromptu interactions we have as remote coworkers. Actions like responding to an open-ended question in a Slack channel or acknowledging someone’s request for help during a meeting go a long way. Each response builds trust and camaraderie, even if in tiny doses. When a comment or question is ignored or dismissed, the negative effect is compounding; that person is less likely to reach out again.

Adam Grant said sharing memes and links are a way to invite someone to share in your joy.  At a distributed company, “bids” take a lot of different shapes, but they all communicate things like, “I am here,” and “let’s work together,” and “you can trust me.”

I’m encouraged to think we already have some infrastructure in place at Viget to support remote bids for connection. I’m excited to work with Aubrey Lear and others to find ways to evolve that infrastructure. We’ll continue to hire people who want to develop friendships with coworkers and who are willing to take personal responsibility for making and turning towards bids. Together, we can make sure Viget remains a great place to work as the workplace continues to evolve.

This summer, I was the Application Developer Intern at Viget. This being my first internship, I was pleasantly surprised by how much I learned. Rather than being tasked with fetching coffee or doing busy work, the internship focused primarily on our growth and development as interns. As my time at Viget comes to a close, I wanted to reflect on ten key things I learned during my experience here.

Following the real-world development cycle

Going into this internship, my development process involved me sitting down and coding until the feature was completed, and that's it. During this internship, I learned and practiced the development cycle used at Viget. For each feature, I created a Branch. Then, I submitted a Pull Request once it was completed. After that, my advisor reviewed my code and gave feedback. Once I had completed the requested changes (if any), I would rebase and merge into the main branch. This cycle made the code cleaner, and the feedback on my code always ensured I was going in the right direction.

Maintaining a clean git history

During my development process at Viget, my advisor ensured I took the necessary steps to maintain a clean git history in my projects. I put the corresponding issue number next to each git commit and pull request. This made it much easier to see which commits belonged to which feature when reviewing git history. I also learned to always use “rebase and merge” rather than “create a merge commit” when merging a pull request. This helped when reviewing git history as merge commits make it much more difficult to understand what’s going on, and rebase and merge provided a clean git history.

Getting introduced to DevOps

Nevin Morgan hosted a MicroClass where he went over the basics of DevOps. Going in, I didn’t know much about DevOps, but the class gave me a solid understanding of the basics. DevOps is a combination of philosophies, practices, and tools designed to improve the speed of development. Their responsibilities include:

• Keeping Communication clear for development teams
• Making sure teams continue collaborating
• Ensuring deployments are quick and reliable

I also got the chance to pair with Nevin when he set up AWS deployment for one of my projects, and when he was setting up Grafana for Viget. Getting to see DevOps in action gave me a good idea of what goes into being part of the DevOps team.

Learning to work with clients

At the start of our intern group project, Nathan Long gave us a presentation on what it's like to work with clients. He covered the typical client project cycle, client presentations, and how to handle client feedback. For our project, we simulated a client relationship with Viget as our client. They provided us with their requirements, and me and the other interns planned out the details of what we would deliver. Throughout the process, we gave several client presentations, received valuable feedback, and iterated on our product. Two weeks later, we had a finished product, which we presented to the client in a live demo. This whole process was designed to mimic what Viget goes through with real clients, and seeing the different perspective required when working with clients was really eye-opening for me.

Exploring digital accessibility

Nathan Schmidt hosted a MicroClass for the interns on Accessibility. He gave us an overview of what digital accessibility is and who it impacts. I learned that digital accessibility is the lens through which we ensure that people of all abilities, and particularly those with disabilities, are able to engage with the digital world. Every website is graded to a level set from the Web Content Accessibility Guidelines (WCAG). These guidelines include video captions, text size, color contrast, and many more requirements. It is the industry standard to follow these WCAG guidelines so that your website can be accessible to a broad range of consumers.

Building confidence in public speaking

When the summer began and I learned that I would need to present to the entire company, I felt intimidated. Public speaking has always been a source of anxiety for me, but I had numerous opportunities to work on this skill. Throughout the summer, I became increasingly confident. First, my fellow interns and I presented our group project to everyone at Viget at the company-wide all hands meeting known as TTT. I presented my personal project to the Dev team, discussing the libraries I used and walking through my code. The most significant presentation I delivered was my final one, where I spoke to everyone at Viget about my Gap Year through a Viget Tradition known as LabShares. Public speaking is a skill that improves with practice, and the various opportunities I had greatly boosted my confidence in this area.

Diving into Vanilla JavaScript

Going into this summer, I had never written a line of JavaScript in my life. I quickly learned that JavaScript is essential if you’re going to work in web development. On my personal project, which was an audio sharing social media app, I had a for you page, and I wanted to make the page update as soon as the user went to the next sound. This would require me to write JavaScript. I went through and wrote Vanilla JavaScript to update all the necessary information from the server's response. Although it was a challenging and tedious process, it significantly enhanced my understanding of how websites work and the role of JavaScript in web development.

Getting my feet wet with Rails

For the first half of the internship, I got my foothold in Ruby on Rails. This was my first time writing in Ruby, so there was a bit of a learning curve. I started with the Rails tutorial and then made a Hacker News clone. This exposed me to a broad range of the application stack and got me prepared for the Intern project, where I also used Rails. I found Rails’ Model, View, Controller setup to be very intuitive, so the learning process was relatively painless.

Discovering the benefits of Tailwind

Being the only Application Developer Intern, my focus throughout the internship was primarily on the back-end. However, I did have the chance to use Tailwind for the first time during my personal project. The biggest thing that stuck out to me was how it was convenient to not have to go through and change the stylesheets myself. With Tailwind's utility-first approach, you can quickly apply predefined classes for spacing, colors, typography, and more, without having to write custom CSS. This makes it much faster to prototype and iterate on designs, as you can see changes immediately by simply adjusting the class names in your HTML.

Exploring the Basics of React

Chris Manning hosted a MicroClass on React. I had never actually used React, but he made the class very beginner friendly. React is a JavaScript library, whose main strength is how dynamically it responds to user input and cascades UI changes. Chris went over JSX and React components, props, children, and state memory. I didn’t have time to actually write any React this summer, but I appreciate that Chris hosted this class after I said React was something I was interested in!

Reflecting on what I’ve learned here at Viget, I realize how invaluable this experience has been for both my personal and professional growth. From learning Rails and JavaScript, to understanding the intricacies of client relationships, I've gained a wealth of knowledge that extends far beyond technical skills. The opportunity to work alongside experienced professionals and receive constructive feedback has been a huge source of development for me. As I move forward, I am excited to apply these lessons and continue exploring the world of Software Development, confident in the foundation this internship has provided.

This week we will bid farewell to our fifteenth cohort of summer interns. Ciel Park (UI Developer Intern), Faye Stover (Product Designer Intern), and Paul McKissock (Application Developer Intern) joined our team ten weeks ago and have been hard at work learning and growing, teaching and sharing, and iterating ever since – and so have we. 

At Viget we are committed to fostering curiosity and drive both for budding engineers and designers but also for our team of full-timers who are eager to learn themselves and flex their mentorship muscles. As we’ve shared over the years, the internship is one of our favorite traditions and while a lot has changed in fifteen years, that commitment remains the same. 

Here’s a quick look at three core aspects of the Viget internship that remain flexible. 

Cohort size and available roles.

We are not married to a specific number of interns. We recruit for and match interns with available mentors who serve as our interns’ dedicated advisors.

Working location. 

This summer our interns primarily worked from our Falls Church, Virginia headquarters. We required interns to work in the office for the first three weeks of the program and the last. During weeks four through nine they were able to work remotely two to three days a week. In the past the internship has been fully in-person and fully remote. 

Cross-discipline internship project. 

Interns can expect cross-discipline collaboration during their time at Viget but how exactly that takes shape remains flexible. In years past interns spent 8 weeks coming up with, designing and building a working product. This year, with our smaller cohort of interns, we opted for a smaller approach to the group project. The project was pre-defined, scoped by our advisors, and happened over just two short weeks.   

Earlier this summer we hosted an internship alumni panel and invited Hayley McMillon (2022 Summer Cohort), Andrea Brucculeri (2019), Gabriel Kay (2019), and Vigenesh Gopalan (2018) to discuss lessons learned at Viget, life after Viget, underrated skills worth developing, tips for remote collaboration and more. The event was open to all and both current staff and other alums sat in on the moderated panel discussion. It was awesome, and everyone – long-timers and interns alike – left feeling inspired. This is my favorite aspect of the internship, our alumni network, and how our interns graduate to be active contributors.

I’m looking forward to staying in touch with Ciel, Faye, and Paul and I cannot wait to see all the wonderful things they accomplish. 

Does this sound like an experience you want to be a part of? We’ll host our 16th cohort of college students and recent grads next summer. Bookmark our internship page to keep an eye on future opportunities. 

Concept testing is a research method that explores how a user perceives or interacts with a new idea. It usually takes place early in a project, and involves putting ideas into the “real world” to see how users will react to them.

Not every project needs to include concept testing, but it can make your solutions more user-centered. Involving users in the design process leads to products, sites, and experiences that are more aligned with user wants and needs — and ultimately more successful.

Concept testing is most useful when exploring ideas that are novel, complex, or risky. It can also help your team:

• Generate more purposeful, user-centered ideas.
• Identify which ideas provide the greatest value to users. 
• Prioritize the most promising idea(s), saving time and money.
• Evaluate any significant changes you make along the way.

I’ll cover how we use concept testing at Viget to help our clients gain clarity and develop user-centered solutions. 

This article will be part of a three-part series focused on concept testing. First, we’ll focus on planning out your concept testing. 

Form a clear plan

A successful concept test has a well-defined plan at its foundation from the start. At Viget, we work with clients to define what you want to learn, and who you want to learn from. 

Let’s imagine that you and your team are redesigning an online food delivery platform, and you have some new concepts that you want to test to see if they resonate with users.   

Focus on what you want to learn.

Start by defining research objectives. Think of these objectives as your north stars that will guide you and your team. You’ll use these for initial alignment, and then to frame what the prototype needs to do, and what feedback you really need.

You can create a strong set of objectives by asking:

• What initially sparked the motivation to test?
• Where do you have the most uncertainty about your concept?
• What are the key things you need to know through testing?

Teams usually have a lot of questions, and feel pressure to answer all of them at once. Resist the pressure! Instead, focus on the most pressing and critical — it will allow you to dive deeper into the most important areas in a session. Otherwise, you may not have the depth you need to move forward when you finish the testing.

Let’s say you've developed new solutions that span the whole user journey of online food delivery. You could spend a whole research session asking questions that cover all that breadth, but you would get much more depth by focusing on one particular moment in the journey, like the online ordering experience.

Think about who you want to talk to (and be holistic).

If you aren’t intentional about who you test with, you can end up with feedback that may not be applicable. Ideally, you’re talking to existing customers or people who would use the website or product in the future. Look at behaviors, like whether they’ve used a competitor, or hold specific sentiments, when recruiting participants. Perhaps you’re trying to expand your audience for your new food delivery app, so you may want to talk to people who cook at home frequently as well. 

Don’t forget to think holistically. Consider every person who might interact with this solution, from beginning to end, and who might be affected by it. For your new app, you'll want to test with the diner, but your solutions may also affect the restaurant host/hostess, cooks and cashier’s workflows for example. So you may need to capture their perspectives. 

Opinions aren’t strong evidence.

You may gravitate towards seeking preferences or opinions about your concepts (i.e., “which concept is better?”). But rather than focusing on which concept users like most, it’s more important to uncover user behavior. Preference-centric concept testing won’t teach you about how someone might actually interact with this concept. 

For instance, you’ll learn much more about which new concepts for online food ordering are most beneficial to users if you ask about how they might use it in a scenario. Or even better, you actually have them interact with each one.   

Questions like the ones below will give you stronger indications of user behavior:

• When was the last time you used [the competitor]?
• How might this concept fit into your day to day?
• How would you accomplish this task with the concept?

Avoid asking questions like “Which concept is better?” or “which one do you prefer?” Instead ask why one concept has advantages or disadvantages over another for a user, or how they actually envision it in their daily life. 

Even if the focus of the test is on preference (as is the case for branding or marketing research) it’s still helpful to dive deeper into what a user feels the design is communicating to them and why that prompts a specific reaction.

These key strategies that I’ve covered should get you a jump-start for successfully planning out your first concept test.

In the next article in the series, I'll dive into prototyping.

For agencies like ours, success doesn’t come from being an expert at everything—a big part of it is complementing our expertise and working hand-in-hand with like-minded partners who share our values and standards.

These partnerships haven't just boosted what we can do, they've created opportunities for us to engage with new clients. Here's how these collaborations have made us—and our partners—stronger:

1. Incremental Value: We have a deep respect for expertise. We believe If you try to be an expert at everything, it’s difficult to be exceptional at anything. By teaming up with partners who bring different skills and services to the table, we get access to all sorts of proficiencies we wouldn't have on our own, adding value to prospective and existing clients. Instead of “That’s not our area of expertise”, now it’s “Yes, we can help with that.” These alliances empower us to deliver a higher level of service and comprehensive results for our clients.
2. Mutual Scalability: Sometimes, there’s a ton of demand for what we do, and it's hard to keep up. Strategic partnerships mean we can call in reinforcements when we need them. By tapping into our partners' talent pools, we can handle even the most time-sensitive client demands without sacrificing quality or speed. And it’s mutual. When our team has time available, we are the reinforcements instead.
3. More Leads, More Growth: In a crowded market, having a steady stream of clients is crucial. Naturally, every knock on our door can’t be a great fit. Through our partnerships, we've built a network of agencies that share our values, quality standards, and culture. By working closely together and passing leads back and forth, we've created a symbiotic ecosystem where projects flow smoothly, keeping all of us busy and growing.
4. Reaching New Frontiers: Exploring new markets or industries can be risky, especially if you don't know the terrain. That's where partnerships come in handy. With an experienced partner on your team, it cracks open a door to reach new customers that may have otherwise been too difficult to open on your own. By teaming up with others who know the ropes in different areas (e.g. machine learning, hardware prototyping, reputation management, etc.), we can expand our reach, and establish ourselves in new segments with confidence.
5. Getting Creative Together: Innovation flourishes when different minds come together under a set of constraints. By teaming up with partners who bring fresh ideas to the table, whether through smaller things like adding feedback to a partner’s open-source library, or bigger things like discussing AI’s impact on the web, we create a space where new approaches can flourish. (And, well, it’s our namesake after all).
6. Professional Development: Values like “learn & grow” are part of a rewarding career at Viget. The symbiotic ecosystem created in our partner network provides opportunities for knowledge sharing. Partners help us solidify new skills including teaching others. Our own expertise shared with our peers gets reciprocated—each agency broadening the other’s horizons and leveling up one another’s teams. 

In the end, strategic partnerships are an important ingredient in our recipe for success. They give us access to all sorts of perks we wouldn't have on our own, and they help us build a community of successful agencies and contractors who all value the power of teamwork. 

When Viget was founded in 1999, Andy and I used the title “Founding Partner.” We were founders of the business and also committed business partners. Within a couple of years, we switched to more specific titles: Co-Founder and President (Andy) and Co-Founder and CEO (me), but “business partners” was always the key structure.

We divided responsibilities of leadership, delivery, and operations in ways that optimized our different strengths and weaknesses. Key decision making has always been a collaborative process, with healthy debate between the two of us. I know some incredible solo entrepreneurs, but for us, having a partner to lean on, leverage, and grow with has been not only rewarding, it’s been essential to Viget’s longevity and success.

Also key to our success has been a founding principle of hiring incredible people who share our values and vision, value longevity and lasting relationships, and take pride in their work and careers. As they’ve joined, we’ve shared the opportunities and responsibilities that come with running a healthy business. Empowering others to lead key parts of Viget has taken us further than we’d ever gone otherwise.

Being owners and partners in the business has always been a privilege, an honor, and, at times, a stressful burden. When things go well – clients are happy, the team is gelling, the finances are solid – I’m filled with pride, satisfaction, and calm. When things aren’t going well – projects are sideways, turnover seems contagious, and the metrics point in the wrong direction – I’m filled with anxiety, frustration, and self-doubt. In either scenario, having a partner to navigate the waters with has been vital.

In recent years, three key areas of our business have matured thanks to the overall strength of our team and especially strong leadership. Our sales and marketing systems, tools, and strategies have fed a much more predictable revenue engine with great clients. Our client delivery processes and best practices have helped us consistently deliver value for our clients with more clarity, less risk, and better results. Finally, through some very challenging years in our industry, our culture has grown stronger and more adaptable, still centered on meaningful human connections at the core.

These three business areas have been led by Zach Robbins (sales and marketing), Kelly Kenny (delivery), and Emily Bloom (culture). They are the pillars upon which all other aspects of the business are built. These leaders have truly grown up with the business, having joined more than 13, 14, and 17 years ago, respectively. Their impact first as individual contributors, then managers, and eventually strategic leaders has been immeasurable.

Viget is coming up on a major milestone: we’ll soon eclipse 25 years since our founding on December 27, 1999. As Andy and I looked out at the next decade and beyond of our business, expanding our partnership became a clear goal. Embracing additional partners to not just lead their area of the business but to weigh in on all major decisions would help Viget continue to mature into the business we believe it can be. We saw an opportunity to invite others into the deep water of business partnership – the good, bad, and ugly – so that our shared decision making can be sharper, more insightful, and more strategic in the years to come.

At our fall retreat last week, we announced that we're welcoming Emily, Zach, and Kelly as partners at Viget. They’ve each been here for more than half of Viget’s history, each shaping Viget into what it is today. As partners, they’ll have even more influence as we take Viget into our second quarter century and beyond.

This is part two of a three-part series on how to successfully conduct concept testing with users, focused on prototyping. Check out part one (planning) to learn more.
 

Prototype your concepts

Once a well-aligned research plan has been crafted, it’s time to create a prototype (or multiple) based on your concept. There are a plethora of ways you can create prototypes that communicate your concepts to users; I’ll cover strategies that will help spark meaningful reactions and conversation.

Provide context to ground your concept

We humans as a whole are poor predictors of our own future behaviors, so it’s really important that your concept testing simulates the future experience you’re trying to test. Ideally, you want to ground your concepts, so a participant can envision it in their own day-to-day. One of the best ways to do this is by building in context, whether into the prototype itself or in the way you actually test out the concepts.

You can ground a participant in what they would actually do by: 

• Adding small contextual details into the prototype (e.g. the participant’s name or location). 
• Providing the participant with a realistic scenario to frame the prototypes
• Designing a certain scenario into the actual prototype (e.g. error messages appear in).  
• Conducting the test in the actual or simulated environment where it will be used. 

Grounding a participant can make a difference in how someone interacts with your prototype. Let’s imagine you and your team are redesigning a part of an online food delivery platform for restaurants, specifically the parts that hosts and cashiers use. When you put your concept to the test, you can ground participants by “simulating” a lunch rush atmosphere (distractions, loud noises, etc).

Build real-ish prototypes

It might sound counterintuitive but you don’t need high-fidelity prototypes for concept testing. While high-fidelity prototypes may best simulate the future experience, that level of fidelity may not be feasible for a few reasons: 

• You don’t have the time to create something at that level of detail or complexity before testing.
• You don’t have the details fleshed out yet.
• You want your users to help define these details with you. 

Low to mid-fidelity (or as I like to call “real-ish”) prototypes can still get you to the insights you need and even have some unexpected benefits. It’s easier for research participants to focus on overarching concepts when interacting with low-fidelity prototypes. Higher fidelity prototypes tend to invoke feedback hyper-focused on the details. With lower-fidelity, research participants are more likely to provide critical feedback on ideas, since they don’t seem as “final.” You can also leave out certain details in a low-fidelity concept, which allows you to brainstorm with participants.

Again, crafting context is a large part of building out an idea that starts to feel “real” enough for a user to invoke a response. Some examples of real-ish prototypes with just enough context include: 

• Setting the stage with realistic scenarios for how and when research participants would reach out to an AI chat bot in a therapy app.
• Creating initial wireframes for a ride-sharing app that research participants test out in a simulated car ride experience, to understand what info is most helpful at each moment on the ride.
• Sending research participants “updates” on their food delivery order, to learn what participants might want to know about their order’s progress. 

Be selective about which concepts to show

You may have several concepts (or variations on a single concept) that you want to prototype out, and test through research. They may all feel exciting and important, but showing too many in one session can leave a research participant with decision fatigue. Even if you need to test multiple concepts to move forward, you don’t want to show every single one you’ve come up with.

Instead, you’ll want to be selective. One way to help you decide which concepts are best to test is by mapping them out on a matrix.

Let’s imagine again you and your team have generated multiple concepts for your food delivery app that aim to tempt users to order takeout more frequently. Perhaps some concepts focus on individualized recommendations, while other concepts show social trends. First, create a matrix that has extreme aspects of the concepts on each end and place them where you think they might belong. 

Then, ask yourself a few questions: 

• Are there two concepts that are too similar to each other? 
• Is this concept playing it too safe?

These kinds of concepts may not give you useful feedback because they’re not distinct enough or they’re too neutral over all. Instead, you’ll want to select concepts that are on the edges of your extremes. Those concepts will allow you to learn much more about your users and how they might interact with your concepts in the future.

These tips will help you craft prototypes that research participants can more easily and accurately react to. 

To end this series, I’ll discuss how to prepare for the actual testing in my next article.