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  • From Beta to Bedrock: Build Products that Stick.

    From Beta to Bedrock: Build Products that Stick.

    As a solution builder for too many times, I can’t recall how many times I’ve seen promising ideas go from being heroes in a few weeks to being useless within months.

    Financial items, which is my area of expertise, are no exception. It’s tempting to put as many features at the ceiling as possible and expect something sticks because people’s true, hard-earned money is on the line, user expectations are high, and crowded market. However, this strategy is a formula for disaster. Why, please:

    The perils of feature-first growth

    It’s easy to get swept up in the enthusiasm of developing innovative features when you start developing a financial product from scratch or are migrating existing user journeys from papers or telephony channels to online bank or mobile applications. They may believe,” If I may only add one more thing that solves this particular person problem, they’ll enjoy me”! But what happens if you eventually encounter a roadblock as a result of your security team’s negligence? don’t like it, right? When a battle-tested film isn’t as well-known as you anticipated, or when it fails due to unforeseen difficulty?

    The concept of Minimum Viable Product ( MVP ) comes into play in this context. Even if Jason Fried doesn’t usually refer to this concept, his book Getting Real and his audio Rework frequently discuss it. An MVP is a product that offers only enough significance to your users to keep them interested without becoming too hard or frustrating to use. Although the idea seems simple, it requires a razor-sharp eye, a ruthless edge, and the courage to stand up for your position because it is easy to fall for” the Columbo Effect” when there is always” just one more thing …” to add.

    The issue with most fund apps is that they frequently turn out to be reflections of the company’s internal politics rather than an experience created purely for the customer. Instead of offering a distinct value statement that is focused on what people in the real world want, the focus should be on delivering as some features and functionalities as possible to satisfy the needs and wants of competing inside sections. These products may therefore quickly become a muddled mess of confusing, related, and finally unlovable client experiences—a feature salad, you might say.

    The significance of the foundation

    What’s a better course of action then? How can we create items that are reliable, user-friendly, and most importantly, stick?

    The concept of “bedrock” comes into play in this context. Rock is the main feature of your item that really matters to customers. It’s the fundamental building block that creates benefit and maintains relevance over time.

    The rock has got to be in and around the standard servicing journeys in the world of retail bank, which is where I work. Individuals only look at their existing account once every five minutes, but they also look at it daily. They sign up for a credit card every year or two, but they check their stability and pay their bill at least once a quarter.

    The key is in identifying the main tasks that people want to complete and working relentlessly to render them simple, reliable, and trustworthy.

    But how do you reach the foundation? By focusing on the” MVP” strategy, giving clarity the top priority, and working toward a distinct value proposition. This means avoiding pointless extras and putting your customers first, making the most of them.

    It also requires some nerve, as your coworkers might not always agree on your eyesight right away. And dubiously, occasionally it can even suggest making it clear to customers that you won’t be coming to their house and making their breakfast. Sometimes you need to use the sporadic “opinionated user interface design” ( i .e. clunky workaround for edge cases ) to test a concept or to give yourself some more time to work on something more crucial.

    Functional methods for creating reliable economic items

    What are the main learnings I’ve made from my own research and practice, then?

    1. What trouble are you trying to solve first, and make a distinct “why”? For whom? Before beginning any project, make sure your goal is completely clear. Make certain it also complies with the goals of your business.
    2. Avoid putting too many features on the list at again; instead, focus on getting that right first. Choose one that actually adds price, and work from that.
    3. When it comes to financial goods, clarity is often over difficulty. Eliminate unwanted details and concentrate solely on what matters most.
    4. Accept constant iteration as Bedrock is a powerful process rather than a set destination. Continuously collect customer feedback, improve your product, and work toward that foundational state.
    5. Stop, look, and listen: Don’t just go through with testing your product as part of the delivery process; test it consistently in the field. Use it for yourself. Move the A/B testing. User opinions on Gear. Talk to those who use it, and change things up correctly.

    The “bedrock dilemma”

    This is an intriguing conundrum: sacrificing some of the potential for short-term progress in favor of long-term stability. But the reward is worthwhile because products built with a focus on bedrock will outlive and surpass their rivals over time and provide users with long-term value.

    How do you begin your quest for rock, then? Take it slowly. Start by identifying the underlying factors that your customers actually care about. Focus on developing and improving a second, potent have that delivers real value. And most importantly, make an obsessive effort because, in the words of Abraham Lincoln, Alan Kay, or Peter Drucker ( whew! The best way to foretell the future is to build it, he said.

  • Why Peer Groups Accelerate Success

    Why Peer Groups Accelerate Success

    Why Peer Groups Accelerate Success written by John Jantsch read more at Duct Tape Marketing

    Listen to the full episode: Overview In this episode of the Duct Tape Marketing Podcast, John Jantsch interviews Victoria Downing, president of Remodelers Advantage—the leading peer group and business improvement resource for remodeling company owners. With over three decades of experience, Victoria explains how peer groups, professional training, and a focus on both profit and […]

    Why Peer Groups Accelerate Success written by John Jantsch read more at Duct Tape Marketing

    Listen to the full episode:

    Victoria Downing

    Overview

    In this episode of the Duct Tape Marketing Podcast, John Jantsch interviews Victoria Downing, president of Remodelers Advantage—the leading peer group and business improvement resource for remodeling company owners. With over three decades of experience, Victoria explains how peer groups, professional training, and a focus on both profit and work-life balance have helped thousands of remodelers scale their businesses, lead more effectively, and create better lives for themselves and their teams. If you’re interested in how accountability, community, and structured learning can accelerate your growth—no matter your industry—this episode is packed with actionable insights.

    About the Guest

    Victoria Downing is the president of Remodelers Advantage, the premier peer group and business improvement organization for remodeling contractors. For more than 30 years, Victoria has helped remodelers across the US and Canada improve profitability, leadership, and work-life balance. She is a sought-after speaker, industry pioneer, and advocate for viewing your business as a tool for creating a great life—for yourself, your team, and your clients.

    Actionable Insights

    • Your business should be a tool for creating the life you want—for both owners and employees—not just an engine for profit.
    • Peer groups are powerful: non-competing companies from all over the country meet to share numbers, challenges, and best practices, creating deep accountability and real results.
    • The most successful remodelers invest in their teams, using credits and resources for professional development, masterclasses, and specialized peer groups (production, design, finance, etc.).
    • Many contractors start as technicians—great at the craft, but not always at the business skills (especially finance and delegation). Peer groups help bridge that gap.
    • Clear, accurate financials are essential—the numbers tell the story and help owners decide what to focus on next.
    • Growth comes from learning to delegate and letting go of control; owners who try to hold onto every decision become the bottleneck.
    • Publicly sharing numbers and commitments with a peer group drives focus, accountability, and targeted improvement.
    • Technology (from CRMs to project management to AI) is rapidly evolving—Remodelers Advantage helps companies share what works and stay ahead without pushing a single software.
    • The peer group model is thriving in many industries; masterminding with other business owners cuts your learning curve in half and keeps you on the leading edge.
    • Group dynamics matter—matching by size, style, and personality (using tools like DISC) creates high-functioning, supportive communities.

    Great Moments (with Timestamps)

    • 00:56 – What is Remodelers Advantage?
      Victoria explains the vision: building better lives through better businesses.
    • 03:02 – The Power of Peer Groups
      How non-competing owners form deep accountability, learn, and grow together.
    • 05:23 – Investing in the Team
      Specialized peer groups and credits for professional development boost performance and retention.
    • 07:20 – The Technician’s Trap
      Why so many owners struggle with finance, delegation, and growth—and how peer groups help.
    • 09:17 – Accountability and “Peer Pressure”
      How public commitments drive faster, more focused improvement.
    • 11:38 – Adapting to Technology
      How Victoria’s team stays agnostic but ahead, sharing what’s working across the industry.
    • 13:31 – Group Dynamics and the Role of DISC
      How careful placement and personality matching keep groups thriving.
    • 16:21 – Real Results: 30% Revenue Growth, Complete Overhauls, and More
      Victoria shares a real-life member’s story of transformation.
    • 18:13 – Peer Groups in Other Industries
      How masterminding accelerates learning and keeps Victoria sharp as a leader herself.
    • 19:19 – What’s Next for Remodelers and the Industry
      How Victoria’s team helps members stay on top of trends and plan for the future.

    Insights

    “Your business is a tool to build the life you want. Start with your goals, then engineer your business to deliver them.”

    “Peer groups aren’t just about sharing wins—they’re about accountability for the tough stuff, too. That’s where growth happens.”

    “The most successful owners invest in their teams’ development. When your people get better, your business gets better.”

    “Clear, accurate numbers are a must. If you can’t read your financials, you can’t steer your business.”

    “Business management is business management—masterminding with peers cuts your learning curve in half, in any industry.”

    John Jantsch (00:01.026)

    Hello and welcome to another episode of the Duct Tape Marketing Podcast. This is Jon Jantsch and my guest today is Victoria Downing. She’s the president of Remodeler’s Advantage. It’s the leading peer group and business improvement resource for remodeling company’s owners. For more than two decades, Victoria has helped thousands of remodelers improve profitability, leadership and work-life balance. Remodeler’s Advantage has really been known as

    probably the leading peer group network, certainly in the industry for training and for helping folks grow their businesses. I actually have a couple of clients over the years that have been in this group and it really led me to wanting to interview Victoria. So welcome to the show.

    Victoria Downing (00:47.33)

    Well, thank you for having me.

    John Jantsch (00:48.984)

    So I guess let’s just start with kind of somebody said, so Victoria, what is Remidler’s advantage? Maybe just kind of set the baseline for what the group is and does.

    Victoria Downing (00:56.581)

    Okay, the baseline, let’s talk about the vision first, right? Our vision is to be the company that all remodelers turn to for a better life. We are all about looking at your business as a tool to help you build the life you want for yourself and for your employees while delivering a fantastic product to the community. So that’s our focus when we deliver that in a lot of different ways.

    John Jantsch (01:21.902)

    Well, it’s interesting to hear you say, because it, you know, I think I led in the bio, they’re talking about making companies more profitable, but you kind of led with work life balance. Do you feel like that’s those two are very, very intrinsically connected? Yeah.

    Victoria Downing (01:36.349)

    Absolutely. I mean, again, your business is a tool. So I always encourage our members, especially when they first come in, where are we trying to take you? What finances do you have to have to live your life now and into retirement and for your family and for college and all the stuff for your goals? How much money do you need to live that life? Well, that we back into that and say, OK, now how can we modify, manipulate this business to get you the funds you need? again, your employees, it’s not about

    just the owner being greedy and taking every penny, it’s building a wonderful culture and future and lifestyle for the employees as well.

    John Jantsch (02:15.704)

    So the primary tool, guess, and correct me if I’m wrong on that, really is these peer groups. Talk a little bit about how that structure of bringing non-competing folks from all over the country together to really form a community.

    Victoria Downing (02:33.775)

    Well, I actually realized I have to update my bio because I’ve actually been doing this for since 1990. So for 35 years, I’ve been doing this. And it was, we started, started, I had a business partner at the time, Linda Case. She was very big in the industry for years and years and years. And I joined her then. And we would speak at trade shows and talk to a lot of people, write magazine columns and books and so on. And people started coming up to us saying, we’re looking for the next level.

    John Jantsch (02:40.334)

    30, mean, yeah.

    Victoria Downing (03:02.341)

    We’ve been coming to trade shows and listening to the speakers for 10, 15 years. We want more. What can we do? So we started a peer group. It was fantastic. And we slowly just added people and added groups over the years till now. We have over 200 companies across the U S and Canada that altogether produce over a billion dollars in revenue annually. So that’s a, they’re representing a lot of renovations, a lot of remodeling.

    John Jantsch (03:02.872)

    Mm-hmm.

    John Jantsch (03:32.27)

    So, I’ll give you a softball question here, because I know the answer to this, but I want to hear you answer it. know, people that get coaching, that participate in peer groups, participate in their community, participate in their industry, tend to be the cream of the crop of an industry. I’ve just seen that across the board. How have you seen that play out with the RA groups?

    Victoria Downing (03:47.033)

    Yes.

    Victoria Downing (03:52.537)

    Well, it certainly is the case that we have a number of people. So let me back up a step. We have two different sort of levels of our round table peer groups. And peer groups makes up about a little bit more than half of our business in total with the others being master classes and events and consulting and coaching. So, but in round tables, there’s the base membership and then we have the mentor membership. The mentors tend to be larger, more profitable.

    and they tend to have been members of Round Tables for many years. I can’t tell you how many people in the mentor levels have been with us for 15, 20 years. And they just keep coming because they know that they’re always going to learn something. You know, and yes, is there some diminishing returns over from the first fire hose, those first five years to 20 years in? Certainly. But they know that they can still get the bits and pieces that’ll make the difference between

    John Jantsch (04:31.566)

    You

    Victoria Downing (04:49.613)

    a good year and an exceptional year. So it really does play out that way.

    John Jantsch (04:55.254)

    And one of the things I’ve seen you do that, that I think of course, I’m sure evolved or people asked you for was that, you you, these are owners initially in a lot of the peer groups, but then you’ve started to put together all of your marketing people are in a peer group, you know, with them or all of your finance people are in a peer group. And how I’ve got to believe that, that that gets everybody talking the same language, you know, pulling the same direction. Have you, have you found that that, if nothing else is an amazing retention strategy as well.

    Victoria Downing (05:08.911)

    Yes.

    Victoria Downing (05:23.909)

    Yeah, yeah. You know, I mean, most of the people that are in those what we call tactical groups, there are people in positions in the companies. Most of those people are from member groups, but we do have some that are from outside the community. Right now we have nine groups for production managers, two groups for design managers, a group for CFOs. And then we also have a variety of what we call power meetings. We’ll bring administrators and office managers together for two days of intensiveness.

    John Jantsch (05:29.326)

    Mm-hmm.

    John Jantsch (05:53.39)

    Mm-hmm.

    Victoria Downing (05:53.539)

    And that’s another way they pick up the language. But we have found that the companies that are the most successful, and again, I got to go back to some of our longer term members, they invest in their team, right? We can see it. The people who were buying masterclasses, investing in consulting and coaching and all this stuff had better returns than the rest. So what we did about four years ago, I guess it was right around COVID time.

    John Jantsch (06:05.592)

    Yeah. Yeah.

    John Jantsch (06:16.856)

    Yeah.

    Victoria Downing (06:22.179)

    We changed our membership to include what we call professional service credits. So people get, I don’t know, $5,000 worth of credits that they can use for all sorts of other trades. They can use it for production manager round table membership dues. So that we’re encouraging them to follow the lead of the best of the best and invest in their people with, you know, dollars that they have in their pocket from us.

    John Jantsch (06:50.606)

    So I’ve worked with a lot of remodeling contractors and every business to some extent, it has a lot of this where people got into business because they knew how to do something. I think remodeling contractors in some cases are the ultimate technicians. mean, they were the ones building the walls and putting in windows and things. And then also had to try to build a business. Do you find that in many cases that kind of technician mentality holds them back a little bit? It’s like, I know how to do all this stuff.

    Victoria Downing (07:20.128)

    Well, it does in a couple of ways. One of the things I’ve found is that when people come to us at the beginning of their relationship with us, that one of the things that is almost 100 % true is that their financial reporting is a mess. You can’t tell what’s going on. So if I’m telling them your business is a tool, well, I got to be able to read the story in that tool, right? I to be able to tell what’s going on. So we have to start by

    John Jantsch (07:34.607)

    Mmm, yeah.

    Victoria Downing (07:46.447)

    helping them organize and learn how to read and understand the information that’s in those reports. So then we can say, I always tell people the numbers tell the story. And if they are clear and accurate, the reports can almost tell you what your next move is gonna be. But you gotta have them in a format that we can read and that their peers can read and understand. So that’s one way that being a technician holds them back, because they haven’t had that business training. But another way,

    happens a lot with the area of control. The companies that grow, and you know this as well as I do, it’s nothing new under the sun, but those companies that are able to delegate tend to be able to grow. If one of these owners has their fists around every decision that’s made in the company, it makes it very difficult to grow beyond yourself.

    John Jantsch (08:20.536)

    news.

    You

    John Jantsch (08:39.884)

    Yeah. They become the, they become actually the bottleneck for, for, for growth, even though they claim that that’s what, what they ultimately want. How has, how have you seen also, I know one of the things that you do, I have a little advantage of hearing a little bit more about what, you do from a very tactical standpoint. You know, you make people bring their numbers, you know, they, they, know, in front of their peers have to say, here’s where we’re.

    Victoria Downing (08:43.481)

    Yes.

    John Jantsch (09:08.728)

    winning, here’s where we’re losing. How does that kind of peer pressure, or if for lack of a better term, actually help them grow?

    Victoria Downing (09:10.371)

    Right.

    Victoria Downing (09:17.455)

    Well, it’s that there are nine other company representatives from nine other companies sitting there and looking at them and they’re saying, well, here’s where you’re down, but look at this guy over here, he’s really high in that, let’s get you two together. Or this guy who’s doing really well in that area gives advice. So it not only helps them get ideas and strategies for improving the lower levels, but…

    It also helps these owners figure out what to work on first. You know, there’s that whole thing about just picking the things that are the most important things to work on. And a lot of business owners get confused. They they see them the next shiny object. They take their eye off the ball. They’re not watching their pipeline. They’re not monitoring the financial statements to know what carpenter’s producing profitable jobs and which one’s losing jobs. All of that stuff.

    These groups help them pinpoint. Every time a member leaves their peer group, they have two or three written commitments that they have to report back to their group who hold them accountable for achieving those commitments. And then they’ve got the whole team of the peer group, as well as the support staff of us. If they’re having challenges in meeting those commitments, we’ve got resources. One of the beauties, as you know,

    in being in the business for as long as we’ve been in the business, that you have a pretty good network of people and resources that you can share and you can help. So we’ve got a lot of that at hand.

    John Jantsch (10:52.002)

    Yeah.

    John Jantsch (10:58.946)

    Let’s talk about technology a little bit. know, I mean, when I started my business, you’ve been in business as long as I have, you know, we didn’t have the web. Right. We didn’t have, yeah, exactly. And so obviously not only that kind of technology has changed, but even how you run, run their businesses. mean, everything from, you know, quoting to tracking, you know, some of the things that they do, know, inventorying. So, I mean, it’s all kind of technology driven today. How, how have.

    Victoria Downing (11:07.257)

    Yeah, I know. I can remember those days.

    John Jantsch (11:28.386)

    How have you been able to kind of keep up with that and not just keep up with it, but probably be seen as a leader in helping people adopt new technologies.

    Victoria Downing (11:38.117)

    Well, one of the things that happens is we try to stay a little bit agnostic on what technology they want to use. There are some outstanding project management softwares focused on the industry. There’s two major ones in our space right now. I listen to our members. I’m constantly reading. We receive information from them all day, every day. I get emails from every group. Every group has their own email thread.

    John Jantsch (11:42.35)

    Mm.

    John Jantsch (11:48.302)

    Maybe. Sure.

    Victoria Downing (12:03.993)

    and I get all those emails all the time. So I’m constantly reading about what’s working, what’s not working. Then I can reach out and ask questions and use that information to compile suggestions and share that information with the rest of the community. So I really relaxed. I mean, I don’t do estimates, right? But I pay attention to those who do and what’s working and what new things they’re finding. you know, so there’s, that’s a big, big one. The whole CRM sales management thing is a big one.

    John Jantsch (12:04.129)

    Hmm.

    John Jantsch (12:25.422)

    Yeah. Yeah.

    Victoria Downing (12:32.737)

    Recently, we had a members only webinar where we featured three of our members and how they use AI in their business. That was pretty fascinating. And now AI has taken over how marketing works and how all those searches and all that work. So we’re getting information on that and sharing it with our community as well. It’s just everywhere. It’s amazing.

    John Jantsch (12:41.068)

    Yeah, yeah. Yeah, yeah.

    John Jantsch (12:53.826)

    Yeah. Yeah. Yeah. It is, it is evolving. You know, not obviously all my listeners are modeling contractors or in the home services business, but it was, so I really, again, it’s this peer group idea that I think is really fascinating. I’m curious, how do you manage some of the dynamics? mean, I’m sure you’ve had times where like people just weren’t getting along in the group or somebody shouldn’t be in that group or, know, somebody’s dominating that group or something. Again, I, I’m sure you’ve seen it all.

    Victoria Downing (13:07.343)

    Yes.

    Victoria Downing (13:22.895)

    Yes.

    John Jantsch (13:23.819)

    How do you kind of manage some of the dynamics of making sure that you’ve got a really gelled group?

    Victoria Downing (13:31.183)

    Well, right for the last probably six years, my colleague Steve Wheeler has been managing the roundtable groups and he is excellent at first of all placement. When we’re placing someone in a group, we have to start out by making sure there’s nothing competitive in the match. Then we try to match them up with similar volume levels and similar job sizes and similar business models, like are they using all subs?

    John Jantsch (13:38.083)

    Mm-hmm.

    John Jantsch (13:43.117)

    Yeah.

    John Jantsch (13:48.984)

    Right. Right.

    Victoria Downing (13:59.043)

    or they have their own in-house labor, that sort of thing. And then we also look at a personality profile of each of the members that tells us how they like to give and receive information. We use DISC. All of our members take it. We use it internally. We use it for hiring. It’s all over the place. So that helps us also determine where to place people. So are you familiar with DISC at all? OK, so, you know, for example, it’s D, I, S, and C.

    John Jantsch (14:05.944)

    you

    John Jantsch (14:12.023)

    Hmm.

    John Jantsch (14:23.425)

    yeah, sure. Yes, I’m.

    Victoria Downing (14:28.547)

    The S people are slower to make decisions. They’re a little bit less outgoing. They like to do more one thing at a time. You get a whole group of S people. It’s pretty flippin’ quiet. So we gotta throw a D in there to ramp it up or throw an I in there to give it some jazz, you know? But we’re constantly monitoring that. And our members, first of all, it’s not a class. We’re not pablum feeding them.

    John Jantsch (14:39.699)

    Hehehehehe

    Yeah, yeah, yeah.

    John Jantsch (14:54.53)

    Yeah, yeah.

    Victoria Downing (14:54.671)

    We’re setting up an environment for them to use the resources we make available. Our mission statement is to light the path of greater success for motivated remodeling professionals. We don’t do it for them. We show them the way. We give them the resources. We light the path. They have to do the work to get where they want to go. So we talk a lot about that. And that’s part of the process. making a commitment.

    So anyway, so this is a group of peers that need to be holding one another accountable. And overall for things like commitments, they do a pretty good job. Like, hey dude, you made the commitment, we didn’t hear from you, you didn’t ask for an extension, why are you coming here without your commitment done? That works pretty well. It’s when they don’t like someone or there’s a personality conflict that then it gets a little bit dicey. It’s awkward oftentimes to address that within the group.

    So they’ll go to their facilitator or they’ll come to the staff and we’ll help fix it or move somebody to a group that’s a better fit. So we do that when they, because we have 25 owner groups, we can do that.

    John Jantsch (16:05.218)

    Yeah. Yeah. Do you have, and you don’t need to name names here at all, but do you have some examples of businesses that you’ve just really seen grow and flourish, you know, by directly by being a part of a peer group? Yeah.

    Victoria Downing (16:21.727)

    Absolutely. So as a matter of fact, I got an email this week and I printed it out so that I could read you some of the things that they said. Every year or as somebody’s been with us a year, I will reach out to them and ask them what are the changes, improvements that they have made since their time with Roundtables. So I did that with this particular company, which is a Canadian company. We have a number of Canadians in our community.

    John Jantsch (16:37.698)

    Mm-hmm.

    Victoria Downing (16:47.439)

    They sent me a list of 18 items that they have improved upon since they joined in one year. You know, I always tell people, like in our mission statement, we talk about greater success. I’ll tell people, we know you’re going to be successful, but this will cut your time in half. So just to give you a couple of things, revenue growth of 30 % on our rolling 12 month report, gross profit growth of 36%, complete company overhaul. We rebuilt every department in the company.

    John Jantsch (16:50.702)

    You

    Victoria Downing (17:17.509)

    We implemented the work in progress process and we meet monthly to review all key financials. We have 100 % better understanding of the financials, WIP, budgeting, et cetera. We’ve created department scorecards to track and manage KPIs and on and on and on and on. So then the owner goes on and he says,

    RA, Remodeler’s Advantage, has certainly opened my mind as to what’s possible in this business. I feel we have a strong foundation to continue to build upon and our potential is just starting to be realized. We have a long way to go and RA is going to be an integral part in making that happen. That we get dozens of letters like that all the time.

    John Jantsch (18:02.958)

    You know, because you’ve been a pioneer in this particular business model, are you familiar and it’s okay if you’re not, but are you familiar with other industries or other groups similar to RA that you’ve run across?

    Victoria Downing (18:13.871)

    Well, funny you should ask, I belong to something called the Council of Masterminds, which is a peer group for companies that do peer groups. We think it’s kind of meta, you know? So in that, we’re all different industry verticals that we just came back from our meeting. We have peer groups for dentists, optometrists, computer service companies, insurance brokerages, and on and on. And there’s about 12 of us that come to this. And I’ve been going to that meeting.

    John Jantsch (18:19.48)

    okay.

    Okay. Yeah.

    Victoria Downing (18:43.429)

    twice a year for 20 years. So I am walking the talk and I come back with pages of notes, just like I do even from our peer groups. It’s a different industry, but business management is business management is business management. So many ideas fit.

    John Jantsch (18:59.416)

    Yeah. Yeah. You know, I was thinking that I’m sure that a lot of your members kind of keep you, you know, like what’s going on in the industry. What’s the future look like? What’s the technology changes? I’m sure you hear a lot of that from your members and that probably helps keep you abreast of things because you’re hearing from kind of the cream of the crop. Yeah.

    Victoria Downing (19:14.714)

    Yes.

    Victoria Downing (19:19.833)

    Yes, yes, that does too. But again, we also follow all of the studies like the leading indicator of remodeling activity in Harvard and all of those things to try to stay on top. know, House just did a survey talking about what the future looks like for remodeling. We’re having a session at the summit on looking forward and how to deal with the uncertainty now and what to expect as we go through the next several years. we try to compile all that information for our members and make it readily available.

    John Jantsch (19:24.44)

    Yeah.

    John Jantsch (19:49.612)

    Yeah, awesome. Well, Victoria, I appreciate you spending a few moments to share with my audience. Is there someplace you’d invite somebody to, whether they’re in the industry or not, to learn more about what you do and connect with you?

    Victoria Downing (20:04.837)

    Well, I’d love them to visit our website, which is RemodelersAdvantage.com. I’d love to them to come to the summit, RemodelersSummit.com. And they can always write to me for more information. I’ll steer them in the right direction. And my email is Victoria at RemodelersAdvantage.com.

    John Jantsch (20:25.155)

    Well, again, I appreciate you spending a few minutes with us and hopefully we’ll see you one of these days out there on the road.

    Victoria Downing (20:26.959)

    Thank you.

    Victoria Downing (20:31.139)

    Thank you very much. Appreciate it.

    powered by

  • Peanuts: A Summer Musical Creators Take the Characters to Melodic Heights

    Peanuts: A Summer Musical Creators Take the Characters to Melodic Heights

    With the most recent special, Snoopy Presents: A Summer Musical, the Peanuts show’s fruitful streaming house on Apple TV + expands into previously unknown territory. The Peanuts gang travels to their favorite summer camp in the particular, which is a true music as the name suggests. [ ]…

    The first article on Den of Geek was Peanuts: A Summer Musical Creators Get the Figures to Melodic Heights.

    The Stark children and the heart they pulled whenever they interacted with some dog direwolves were the majority of Game of Thrones ‘ work on HBO, much like the still untouched A Song of Ice and Fire guide set the TV show is based on. The Stark boys spent decades yearning for reunification, an agonized yearning represented by the sadness, abandonment, and even death suffered by their direwolves, despite just being under the same roof for two episodes ( or a few pages in George R. R. Martin’s huge works ). Despite what revisionist social media complaints might have it now, the general response was euphoric when a few adult Stark siblings finally bonded in later seasons.

    Thankfully, Colossal Biosciences ‘ real-world dire wolves don’t need to wait that long.

    cnx. cmd. push ( function ( ) {cnx ( {playerId:” 106e33c0-3911-473c-b599-b1426db57530″, }). render ( “0270c398a82f44f49c23c16122516796” ), }),

    Given the controversy over whether they are the exact same species of wolf that disappeared around the Pleistocene epoch, the company has updated the situation of their three dire wolves, Romulus, Remus, and Khaleesi, just three months after Colossal broke the news online. Khaleesi was the younger pup, who was only howling for the first time around the start of this year, compared to Romulus and Remus’s birth in 2024. All three have nevertheless finally spoken up.

    Khaleesi was first introduced to the older Romulus and Remus in an undisclosed nature preserve in the northern regions of North America after being carefully ( and adorably ) captured by Colossal.

    The team is constantly reviewing and working together to ensure that we’re providing the best welfare for these guys, according to Paige McNickle, the coordinator of animal husbandry. McNickle explained Khaleesi’s integration with the other dire wolves in a clear-cut setting during a video interview.

    As seen in the video, Khaleesi met with each male wolf one at a time and worked closely with the larger Romulus to keep a distance by hiding beneath a pair of nearby logs with her smaller frame. Because Romulus and Remus are closer to being fully grown, neither can approach the younger female wolf from where she chooses to hide.

    ” She could come out and sniff his nose and play with him, and then go back in whenever she was like “wow,” said McNickle.” That helped her control the interaction.

    The current plan allows Khaleesi to only interact with one male wolf at a time on alternating days for at least the next few months, despite the fact that all three wolves appeared to be reunited briefly on the first day of what appear to be decidedly happy interactions. With the intention of eventually integrating all three into a literal wolf pack, Khaleesi will eventually be able to run with both Romulus and Remus as her size increases.

    The de-extinction advocate discussed the possibility of producing more dire wolves so they could create a full-sized wolf pack of seven to eight dire wolves when we previously spoke with Colossal CEO Ben Lamm. He even sounded curious about naming one of those potential next-generation wolves Nymeria ( the name of the fictional direwolf queen who briefly belonged to Arya Stark in Game of Thrones ).

    That development would be welcomed by us. There is a saying in the Stark family that says,” When the snows fall and the white winds blow, the lone wolf dies, but the pack survives,” which this ultimately upbeat video reminds us of.

    The first post on Den of Geek was Colossal’s Dire Wolf Pack Is Finally One.

  • Paul Verhoeven’s Hollow Man Predicted the Internet Manosphere

    Paul Verhoeven’s Hollow Man Predicted the Internet Manosphere

    Request the majority of Paul Verhoeven’s fans, and they will tell you that their Hollywood careers were a disappointment. After a 15-year work that included classics like RoboCop, Total Recall, and Basic Instinct, Verhoeven wrapped up his British film career with the amazing Hollow Man remake from The Invisible Man in 2000.

    The second post from Paul Verhoeven’s book Hollow Man Predicted the Internet Manosphere was published on Den of Geek.

    The Stark children and the heart they pulled whenever they interacted with some dog direwolves were the majority of Game of Thrones ‘ work on HBO, much like the still untouched A Song of Ice and Fire guide set the TV show is based on. The Stark children spent years long yearning to be reunited, an anguished yearning represented by their direwolves ‘ loneliness, abandonment, and even death despite only being together for two episodes ( or a small number of chapters in George R. R. Martin’s massive novels ). Despite what revisionist social media complaints might have it now, the common response was pleasant when a few adult Stark siblings eventually bonded in the afterwards seasons.

    Thankfully, Colossal Biosciences hasn’t had to wait so long to create the real-world, severe wolves.

    cnx. powershell. push ( function ( ) {cnx ( {playerId:” 106e33c0-3911-473c-b599-b1426db57530″, }). render ( “0270c398a82f44f49c23c16122516796” ), }),

    Given the controversy over whether they are the exact same species of wolf that disappeared around the Pleistocene epoch, the company has updated the situation of their three severe wolves, Romulus, Remus, and Khaleesi, only three weeks after Colossal broke the news online. Khaleesi was the younger pup, just howling for the first time toward the beginning of this time, compared to Romulus and Remus ‘ birth in 2024. All three have nevertheless eventually spoken up.

    Khaleesi was first introduced to the older Romulus and Remus in an undisclosed nature preserve in the northern regions of North America after being carefully ( and adorably ) captured by Colossal.

    The team is constantly reevaluating and working together to ensure that we’re providing the best security for these people, according to Paige McNickle, the coordinator of animal farming.” All of the techniques, feelings, and needs are being addressed. McNickle explained Khaleesi’s connectivity with the other grave wolves in a clear-cut setting during a video interview.

    As seen in the video, Khaleesi met with each man wolf one at a time and used her smaller framework to conceal herself beneath a pair of near logs while maintaining a distance with the larger Romulus. Because Romulus and Remus are closer to being fully grown, none can approach the younger female wolf from where she chooses to conceal.

    ” That helped her manage the interaction,” said McNickle,” so she could come out and sniff his head and sing with him, and then go up in whenever she was like “wow.”

    The existing plan allows Khaleesi to interact with just one male wolf at once on alternating days for at least the next few months, despite the fact that all three wolves briefly came together on the first day of what appear to be very happy interactions. With the intention of later integrating all three into a precise dog crate, Khaleesi will eventually be able to work with both Romulus and Remus as her size increases.

    The de-extinction advocate discussed the possibility of producing more grave wolves so they could create a full-sized bear pack of seven to eight severe wolves when we recently spoke with Colossal CEO Ben Lamm. One of those possible next-generation wolves, Nymeria, was reportedly the name of the fictional wolf wife who quickly belonged to Arya Stark in Game of Thrones.

    That growth would be welcomed by us. There is a saying in the Stark community that says,” When the snows collapse and the light winds blow, the lone wolf dies, but the bottle lives,” which is true in this eventually happy video.

    The first post on Den of Geek was Colossal’s Dire Wolf Pack Is Finally One.

  • Fantastic Fest 2025 Full Line-Up Announced!

    Fantastic Fest 2025 Full Line-Up Announced!

    Fantastic Fest is again! Since 2005, fans of the horror and music have traveled to Texas to watch the most recent releases in the latest horror, sci-fi, and just plain weird. Fantastic Fest’s 20th anniversary year sees it advance even further with a jam-packed event portfolio that includes more than a few stones. ]… ]

    The announcement of the Fantastic Fest 2025 Full Line-Up! second appeared on Den of Geek.

    The Stark children and the heart they pulled whenever they interacted with some dog direwolves were the majority of Game of Thrones ‘ work on HBO, much like the still untouched A Song of Ice and Fire guide set the TV show is based on. The Stark children spent decades pining for reunification, an anguished passion represented by the sadness, abandonment, and even death suffered by their direwolves despite just being under the same roof for two episodes ( or a few pages in George R. R. Martin’s large books ). Despite what revisionist social media complaints might have it now, the common response was pleasant when a few adult Stark siblings suddenly bonded in the afterwards seasons.

    Thankfully, Colossal Biosciences hasn’t had to wait so long to create the real-world, grave wolves.

    cnx. command. push ( function ( ) {cnx ( {playerId:” 106e33c0-3911-473c-b599-b1426db57530″, }). render ( “0270c398a82f44f49c23c16122516796” ), }),

    Given the controversy over whether they are the exact same species of wolf that disappeared around the Pleistocene epoch, the company has updated the situation of their three severe wolves, Romulus, Remus, and Khaleesi, only three weeks after Colossal broke the news online. Khaleesi was the younger dog, simply howling for the first time around the beginning of this time, compared to Romulus and Remus who were born in 2024. However, all three have suddenly spoken up immediately.

    Khaleesi was first introduced to the older Romulus and Remus in an undisclosed nature preserve in the northern regions of North America after being carefully ( and adorably ) captured by Colossal.

    The team is constantly reevaluating and working together to ensure that we’re providing the best security for these people, according to Paige McNickle, the coordinator of animal farming.” All of the techniques, feelings, and needs are being addressed. McNickle explained Khaleesi’s integration into a controlled environment with the other dire wolves while speaking on camera.

    As seen in the video, Khaleesi met with each male wolf one at a time and used her smaller frame to conceal herself beneath a pair of nearby logs while maintaining a distance with the larger Romulus. Because Romulus and Remus are closer to being fully grown, neither can approach the younger female wolf from where she chooses to hide.

    ” She could come out and sniff his nose and play with him, and then go back in whenever she was like “wow,” said McNickle.” That helped her control the interaction.

    The current plan allows Khaleesi to only interact with one male wolf at a time on alternating days for at least the next few months, despite the fact that all three wolves appeared to be reunited briefly on the first day of what appear to be decidedly happy interactions. With the intention of eventually integrating all three into a literal wolf pack, Khaleesi will eventually be able to run with both Romulus and Remus as her size increases.

    The proponent of de-extinction discussed the possibility of making more dire wolves when we spoke with Colossal CEO Ben Lamm earlier in order to create a full-sized wolf pack of seven to eight dire wolves. He even sounded curious about naming one of those potential next-generation wolves Nymeria ( the name of the fictional direwolf queen who briefly belonged to Arya Stark in Game of Thrones ).

    That development would be welcomed by us. There is a saying in the Stark family that says,” When the snows fall and the white winds blow, the lone wolf dies, but the pack survives.” This is true because of the ultimately wholesome video.

    The first post on Den of Geek was Colossal’s Dire Wolf Pack Is Finally One.

  • Nobody 2: Bob Odenkirk and Connie Nielsen Reveal Their Real-Life Vacation Nightmares

    Nobody 2: Bob Odenkirk and Connie Nielsen Reveal Their Real-Life Vacation Nightmares

    Bob Odenkirk refused to allow himself consider the project as the start of a possible action franchise when making the initial Nothing back in the pre-COVID nights of 2019. He viewed the job first and foremost as a creative bargain despite training for it for more than a year. Perhaps thus, he confides to […]

    The second post Nothing 2: Bob Odenkirk and Connie Nielsen Tease Their Real-Life Holiday Misadventures appeared first on Den of Geek.

    The Stark children and the heart they pulled whenever they interacted with some dog direwolves were the majority of Game of Thrones ‘ work on HBO, much like the still untouched A Song of Ice and Fire guide set the TV show is based on. The Stark children spent decades pining for reunification, an anguished passion represented by the sadness, abandonment, and even death suffered by their direwolves despite just being under the same roof for two episodes ( or a few pages in George R. R. Martin’s large books ). Despite what revisionist social media complaints might have it now, the common response was euphoric when a few adult Stark siblings eventually bonded in later seasons.

    Thankfully, Colossal Biosciences ‘ real-world severe wolves don’t need to wait that long.

    cnx. powershell. push ( function ( ) {cnx ( {playerId:” 106e33c0-3911-473c-b599-b1426db57530″, }). render ( “0270c398a82f44f49c23c16122516796” ), }),

    Given the controversy over whether they qualify as the exact same species of wolf that went extinct around the close of the Pleistocene epoch, the firm has now updated the public on the development of their three grave wolf: Romulus, Remus, and Khaleesi. Just three months after Colossal broke the news on the internet and announced that they had saved the grave bear from extinction—or at least a variation of it. Khaleesi was the younger pup, only howling for the first time toward the beginning of this year, compared to Romulus and Remus ‘ birth in 2024. All three have nevertheless finally spoken up.

    Khaleesi was first introduced to the older Romulus and Remus in an undisclosed nature preserve in the northern regions of North America after being carefully ( and adorably ) captured by Colossal.

    The team is constantly reevaluating and working together to ensure that we’re providing the best welfare for these guys, according to Paige McNickle, the coordinator of animal husbandry.” All of the processes, thoughts, and needs are being addressed. McNickle explained Khaleesi’s integration with the other evil wolves while speaking on camera.

    As seen in the video, Khaleesi met with each male wolf one at a time and used her smaller frame to conceal herself beneath a pair of nearby logs while maintaining a distance with the larger Romulus. Because Romulus and Remus are closer to being fully grown, neither can approach the younger female wolf from where she chooses to hide.

    ” She could come out and sniff his nose and play with him, and then go back in whenever she was like “wow,” said McNickle.” That helped her control the interaction.

    The current plan allows Khaleesi to interact with just one male wolf at once on alternating days for at least the next few months, despite the fact that all three wolves briefly came together on the first day of what appear to be decidedly happy interactions. With the intention of eventually integrating all three into a literal wolf pack, Khaleesi will eventually be able to run with both Romulus and Remus as her size increases.

    The proponent of de-extinction discussed the possibility of making more dire wolves when we spoke with Colossal CEO Ben Lamm earlier in order to create a full-sized wolf pack of seven to eight dire wolves. He even sounded open to naming one of those potential next-generation wolves Nymeria ( the name of the fictional direwolf queen who briefly belonged to Arya Stark in Game of Thrones ).

    That development would be welcomed by us. There is a saying in the Stark family that says,” When the snows fall and the white winds blow, the lone wolf dies, but the pack survives,” which this ultimately upbeat video reminds us of.

    The first post on Den of Geek was Colossal’s Dire Wolf Pack Is Finally One.

  • Star Trek: Strange New Worlds Season 3 Episode 6 Review — The Sehlat Who Ate Its Tail

    Star Trek: Strange New Worlds Season 3 Episode 6 Review — The Sehlat Who Ate Its Tail

    Spoilers for winter 3 show 6 are included in this Star Trek: Odd New Worlds review. If it seems as though every Star Trek: Odd New Worlds year 3 season is almost instantly deemed the best of the time, that’s because it’s real. The next season of the show has really been nothing but bangers.

    The Sehlat Who Ate Its Tail: Star Trek: Odd New Worlds Season 3 Episode 6 Review first appeared on Den of Geek.

    The Stark children and the heart they pulled whenever they interacted with some dog direwolves were the majority of Game of Thrones ‘ work on HBO, much like the still untouched A Song of Ice and Fire guide set the TV show is based on. The Stark children spent decades pining for reunification, an anguished passion represented by the sadness, abandonment, and even death suffered by their direwolves despite just being under the same roof for two episodes ( or a few pages in George R. R. Martin’s large books ). In spite of what revisionist cultural media complaints might say today, the general response was pleasant when a few mature Stark siblings suddenly bonded in the afterwards seasons.

    Thankfully, Colossal Biosciences ‘ real-world severe wolf don’t need to wait that long.

    cnx. command. push ( function ( ) {cnx ( {playerId:” 106e33c0-3911-473c-b599-b1426db57530″, }). render ( “0270c398a82f44f49c23c16122516796” ), }),

    Given the controversy over whether they are the exact same species of wolf that went extinct around the close of the Pleistocene epoch, the firm has now updated the public on the development of their three grave wolves: Romulus, Remus, and Khaleesi, only three months after Colossal broke the news on the internet and announced that they had saved the grave bear from extinction—or at least a variation of it. Khaleesi was the younger pup, only howling for the first time toward the beginning of this year, compared to Romulus and Remus ‘ birth in 2024. All three have since acted in a final moment.

    Khaleesi was first introduced to the older Romulus and Remus in an undisclosed nature preserve in the northern regions of North America after being carefully ( and adorably ) captured by Colossal.

    ” All of the]the processes, thoughts, and needs are being addressed, and the team is constantly reevaluating and working together to make sure we’re providing the best welfare for these guys,” said Paige McNickle, the Colossal manager of animal husbandry. McNickle explained Khaleesi’s integration into a controlled environment with the other dire wolves while speaking on camera.

    As seen in the video, Khaleesi met with each male wolf one at a time and worked closely with the larger Romulus to keep a distance by hiding beneath a pair of nearby logs with her smaller frame. Because Romulus and Remus are approaching the end of their lives, neither can approach the younger female wolf from where she chooses to hide.

    ” That made her control the interaction,” said McNickle,” so she could come out and sniff his nose and play with him, and then go back in whenever she was like “wow.”

    The current plan allows Khaleesi to only interact with one male wolf at a time on alternating days for at least the next few months, despite the fact that all three wolves appeared to be reunited briefly on the first day of what appear to be decidedly happy interactions. With the intention of eventually integrating all three into a literal wolf pack, Khaleesi will eventually be able to run with both Romulus and Remus as her size increases.

    The proponent of de-extinction discussed the possibility of making more dire wolves when we spoke with Colossal CEO Ben Lamm earlier in order to create a full-sized wolf pack of seven to eight dire wolves. He even sounded curious about naming one of those potential next-generation wolves Nymeria ( the name of the fictional direwolf queen who briefly belonged to Arya Stark in Game of Thrones ).

    That development would be welcomed by us. There is a saying in the Stark family that says,” When the snows fall and the white winds blow, the lone wolf dies, but the pack survives,” which is true in this ultimately happy video.

    The first post on Den of Geek was Colossal’s Dire Wolf Pack Is Finally One.

  • Colossal’s Dire Wolf Pack Is Finally One

    Colossal’s Dire Wolf Pack Is Finally One

    The Stark children and the heart they pulled whenever they interacted with some dog direwolves were the majority of Game of Thrones ‘ work on HBO, much like the still untouched A Song of Ice and Fire guide set the TV show is based on. Despite just being […]…]…

    On Den of Geek, the second article Colossal’s Dire Wolf Pack Is Suddenly One appeared.

    The Stark children and the heart they pulled whenever they interacted with some dog direwolves were the majority of Game of Thrones ‘ work on HBO, much like the still untouched A Song of Ice and Fire guide set the TV show is based on. The Stark children spent decades yearning for reunification, an anguished passion represented by the sadness, abandonment, and even death suffered by their direwolves despite just being under the same roof for two episodes ( or a few pages in George R. R. Martin’s large books ). In spite of what revisionist social media complaints might say now, the general response was euphoric when a few mature Stark siblings finally bonded in the later seasons.

    Thankfully, Colossal Biosciences ‘ real-world dire wolves don’t need to wait that long.

    cnx. cmd. push ( function ( ) {cnx ( {playerId:” 106e33c0-3911-473c-b599-b1426db57530″, }). render ( “0270c398a82f44f49c23c16122516796” ), }),

    Given the controversy over whether they are the exact same species of wolf that disappeared around the Pleistocene epoch, the company has updated the situation of their three dire wolves, Romulus, Remus, and Khaleesi, just three months after Colossal broke the news online. Khaleesi was the younger pup, only howling for the first time toward the beginning of this year, compared to Romulus and Remus ‘ birth in 2024. All three have nevertheless finally spoken up.

    Khaleesi was first introduced to the older Romulus and Remus in an undisclosed nature preserve in the northern regions of North America after being carefully ( and adorably ) captured by Colossal.

    ” All of the]the processes, thoughts, and needs are being addressed, and the team is constantly reevaluating and working together to make sure we’re providing the best welfare for these guys,” said Paige McNickle, the Colossal manager of animal husbandry. McNickle explained Khaleesi’s integration into a controlled environment with the other dire wolves while speaking on camera.

    As seen in the video, Khaleesi met with each male wolf one at a time and worked closely with the larger Romulus to keep a distance by hiding beneath a pair of nearby logs with her smaller frame. Because Romulus and Remus are approaching the end of their lives, neither can approach the younger female wolf from where she chooses to hide.

    ” She could come out and sniff his nose and play with him, and then go back in whenever she was like “wow,” said McNickle.” That helped her control the interaction.

    The current plan allows Khaleesi to only interact with one male wolf at a time on alternating days for at least the next few months, despite the fact that all three wolves appeared to be reunited briefly on the first day of what appear to be decidedly happy interactions. With the intention of eventually integrating all three into a literal wolf pack, Khaleesi will eventually be able to run with both Romulus and Remus as her size increases.

    The de-extinction advocate discussed the possibility of producing more dire wolves so they could create a full-sized wolf pack of seven to eight dire wolves when we previously spoke with Colossal CEO Ben Lamm. One of those potential next-generation wolves, Nymeria, was reportedly the name of the fictional direwolf queen who briefly belonged to Arya Stark in Game of Thrones.

    That development would be welcomed by us. There is a saying in the Stark family that says,” When the snows fall and the white winds blow, the lone wolf dies, but the pack survives,” which this ultimately upbeat video reminds us of.

    On Den of Geek, the second article Colossal’s Dire Wolf Pack Is Suddenly One appeared.

  • Asynchronous Design Critique: Giving Feedback

    Asynchronous Design Critique: Giving Feedback

    One of the most successful soft skills we have at our disposal is opinions, in whatever form it takes, and whatever it may be called. It helps us collaborate to improve our designs while developing our own abilities and perspectives.

    Feedback is also one of the most underestimated equipment, and generally by assuming that we’re now great at it, we settle, forgetting that it’s a skill that can be trained, grown, and improved. Bad opinions can lead to conflict on projects, lower morale, and long-term, undermine trust and teamwork. Quality comments can be a revolutionary force.

    Practicing our knowledge is absolutely a good way to enhance, but the learning gets yet faster when it’s paired with a good base that programs and focuses the exercise. What are some fundamental components of providing effective opinions? And how can input be adjusted for isolated and distributed function settings?

    We can find a long history of sequential opinions on the web: code was written and discussed on mailing lists since the beginning of open source. Currently, engineers engage on pull calls, developers post in their favourite design tools, project managers and sprint masters exchange ideas on tickets, and so on.

    Design analysis is often the label used for a type of input that’s provided to make our job better, jointly. It generally shares many of the concepts with suggestions, but it also has some differences.

    The material

    The content of the feedback is the bedrock of every effective criticism, so where do we need to begin? There are many designs that you can use to form your content. The one that I personally like best—because it’s obvious and actionable—is this one from Lara Hogan.

    This equation, which is typically used to provide feedback to users, even fits really well in a design critique because it finally addresses one of the main issues that we address: What? Where? Why? How? Imagine that you’re giving some comments about some pattern function that spans several screens, like an onboard movement: there are some pages shown, a stream blueprint, and an outline of the decisions made. You notice anything that needs to be improved. If you keep the three components of the equation in mind, you’ll have a mental unit that can help you become more precise and effective.

    Here is a reply that could be included in some feedback, and it might appear fair at first glance because it appears to merely fit the equation. But does it?

    Not confident about the keys ‘ patterns and hierarchy—it feels off. May you alter them?

    Observation for style feedback doesn’t really mean pointing out which part of the software your input refers to, but it also refers to offering a viewpoint that’s as specific as possible. Do you offer the user’s viewpoint? Your expert perspective? A business perspective? The perspective of the project manager A first-time user’s perspective?

    When I see these two buttons, I anticipate one to go forward and the other to go back.

    Impact is about the why. Just pointing out a UI element might sometimes be enough if the issue may be obvious, but more often than not, you should add an explanation of what you’re pointing out.

    When I see these two buttons, I anticipate one to go forward and the other to go back. But this is the only screen where this happens, as before we just used a single button and an “×” to close. This seems to be breaking the consistency in the flow.

    The question approach is meant to provide open guidance by eliciting the critical thinking in the designer receiving the feedback. Notably, in Lara’s equation she provides a second approach: request, which instead provides guidance toward a specific solution. While that’s a viable option for feedback in general, in my experience, going back to the question approach typically leads to the best solutions because designers are generally more at ease in being given an open space to explore.

    The difference between the two can be exemplified with, for the question approach:

    When I see these two buttons, I anticipate one to go forward and the other to go back. But this is the only screen where this happens, as before we just used a single button and an “×” to close. This seems to be breaking the consistency in the flow. Would it make sense to unify them?

    Or, for the request approach:

    When I see these two buttons, I anticipate one to go forward and the other to go back. But this is the only screen where this happens, as before we just used a single button and an “×” to close. This seems to be breaking the consistency in the flow. Let’s make sure that all screens have the same pair of forward and back buttons.

    At this point in some situations, it might be useful to integrate with an extra why: why you consider the given suggestion to be better.

    When I see these two buttons, I anticipate one to go forward and the other to go back. But this is the only screen where this happens, as before we just used a single button and an “×” to close. This seems to be breaking the consistency in the flow. Let’s make sure that all screens have the same two forward and back buttons so that users don’t get confused.

    Choosing the question approach or the request approach can also at times be a matter of personal preference. I spent a while working on improving my feedback, conducting anonymous feedback reviews and sharing feedback with others. After a few rounds of this work and a year later, I got a positive response: my feedback came across as effective and grounded. Until I changed teams. Quite unexpected, my next round of criticism from one particular person wasn’t very positive. The reason is that I had previously tried not to be prescriptive in my advice—because the people who I was previously working with preferred the open-ended question format over the request style of suggestions. However, there was a member of this other team who preferred specific guidance. So I adapted my feedback for them to include requests.

    One comment that I heard come up a few times is that this kind of feedback is quite long, and it doesn’t seem very efficient. No, but also yes. Let’s explore both sides.

    No, because of the length in question, this kind of feedback is effective and can provide just enough information for a sound fix. Also if we zoom out, it can reduce future back-and-forth conversations and misunderstandings, improving the overall efficiency and effectiveness of collaboration beyond the single comment. Imagine that in the example above the feedback were instead just,” Let’s make sure that all screens have the same two forward and back buttons”. The designer receiving this feedback wouldn’t have much to go by, so they might just implement the change. In later iterations, the interface might change or they might introduce new features—and maybe that change might not make sense anymore. Without explaining the why, the designer might assume that the change is one of consistency, but what if it wasn’t? So there could now be an underlying concern that changing the buttons would be perceived as a regression.

    Yes, this style of feedback is not always efficient because the points in some comments don’t always need to be exhaustive, sometimes because certain changes may be obvious (” The font used doesn’t follow our guidelines” ) and sometimes because the team may have a lot of internal knowledge such that some of the whys may be implied.

    Therefore, the above equation serves as a mnemonic to reflect and enhance the practice rather than a strict template for feedback. Even after years of active work on my critiques, I still from time to time go back to this formula and reflect on whether what I just wrote is effective.

    The tone

    Well-grounded content is the foundation of feedback, but that’s not really enough. The soft skills of the person who’s providing the critique can multiply the likelihood that the feedback will be well received and understood. It has been demonstrated that only positive feedback can lead to sustained change in people. It can be determined by tone alone whether content is rejected or welcomed.

    Since our goal is to be understood and to have a positive working environment, tone is essential to work on. Over the years, I’ve tried to summarize the necessary soft skills in a formula that resembles the one for content: the receptivity equation.

    Respectful feedback comes across as grounded, solid, and constructive. It’s the kind of feedback that, whether it’s positive or negative, is perceived as useful and fair.

    The term “timing” describes the moment when the feedback occurs. To-the-point feedback doesn’t have much hope of being well received if it’s given at the wrong time. When a new feature’s entire high-level information architecture is about to go on sale, it might still be relevant if the questioning raises a significant blocker that no one saw, but those concerns are much more likely to have to wait for a later revision. So in general, attune your feedback to the stage of the project. Early iteration? Iteration that was later? Polishing work in progress? Each of these has unique needs. The right timing will make it more likely that your feedback will be well received.

    Attitude is the equivalent of intent, and in the context of person-to-person feedback, it can be referred to as radical candor. That entails checking whether what we have in mind will actually help the person and improve the overall project before writing. This might be a hard reflection at times because maybe we don’t want to admit that we don’t really appreciate that person. Hopefully that’s not the case, but it can happen, which is fine. Acknowledging and owning that can help you make up for that: how would I write if I really cared about them? How can I avoid being passive aggressive? How can I be more helpful?

    Form is relevant especially in a diverse and cross-cultural work environments because having great content, perfect timing, and the right attitude might not come across if the way that we write creates misunderstandings. There could be many reasons for this: some words might cause particular reactions, some non-native speakers might not understand all the nuances of some sentences, and other times our brains might be different and we might perceive the world differently. Neurodiversity must be taken into account. Whatever the reason, it’s important to review not just what we write but how.

    A few years back, I was asking for some feedback on how I give feedback. I was given some helpful advice, but I also found a surprise in my comment. They pointed out that when I wrote” Oh, ]… ]”, I made them feel stupid. That wasn’t my intention at all! I felt really bad, and I just realized that I provided feedback to them for months, and every time I might have made them feel stupid. I was horrified … but also thankful. I quickly changed the way I typed “oh” into my list of replaced words (your choice between aText, TextExpander, or others ), so that it was instantly deleted when I typed “oh.”

    Something to highlight because it’s quite frequent—especially in teams that have a strong group spirit—is that people tend to beat around the bush. A positive attitude doesn’t necessarily mean giving in to criticism; it just means that you give it in a respectful and constructive manner, whether it be in the form of criticism or criticism. The nicest thing that you can do for someone is to help them grow.

    We have a great advantage in giving feedback in written form: it can be reviewed by another person who isn’t directly involved, which can help to reduce or remove any bias that might be there. When I shared a comment with someone I knew,” How does this sound,”” How can I do it better,” or even” How would you have written it,” I discovered that the two versions had different meanings.

    The format

    Asynchronous feedback also has a significant inherent benefit: we can devote more time to making sure that the suggestions ‘ clarity of communication and actionability meet two main objectives.

    Let’s imagine that someone shared a design iteration for a project. You are reviewing it and leaving a comment. There are many ways to accomplish this, and context is of course important, but let’s try to think about some things that might be worthwhile to take into account.

    In terms of clarity, start by grounding the critique that you’re about to give by providing context. This includes specifically describing where you’re coming from: do you know the project well, or do you just see it for the first time? Are you coming from a high-level perspective, or are you figuring out the details? Are there regressions? Which user’s point of view do you consider when providing feedback? Is the design iteration at a point where it would be okay to ship this, or are there major things that need to be addressed first?

    Even if you’re giving feedback to a team that already has some project information, providing context is helpful. And context is absolutely essential when giving cross-team feedback. If I were to review a design that might be indirectly related to my work, and if I had no knowledge about how the project arrived at that point, I would say so, highlighting my take as external.

    We frequently concentrate on the negatives and attempt to list every possible improvement. That’s of course important, but it’s just as important—if not more—to focus on the positives, especially if you saw progress from the previous iteration. Although this may seem superfluous, it’s important to keep in mind that design is a field with hundreds of possible solutions for each problem. So pointing out that the design solution that was chosen is good and explaining why it’s good has two major benefits: it confirms that the approach taken was solid, and it helps to ground your negative feedback. In the longer term, sharing positive feedback can help prevent regressions on things that are going well because those things will have been highlighted as important. Positive feedback can also help, as an added bonus, prevent impostor syndrome.

    There’s one powerful approach that combines both context and a focus on the positives: frame how the design is better than the status quo ( compared to a previous iteration, competitors, or benchmarks ) and why, and then on that foundation, you can add what could be improved. There is a significant difference between a critique of a design that is already in good shape and one that isn’t quite there yet.

    Another way that you can improve your feedback is to depersonalize the feedback: the comments should always be about the work, never about the person who made it. It’s” This button isn’t well aligned” versus” You haven’t aligned this button well”. This can be changed in your writing very quickly by reviewing it just before sending.

    In terms of actionability, one of the best approaches to help the designer who’s reading through your feedback is to split it into bullet points or paragraphs, which are easier to review and analyze one by one. You might also think about breaking up the feedback into sections or even across multiple comments if it is longer. Of course, adding screenshots or signifying markers of the specific part of the interface you’re referring to can also be especially useful.

    One approach that I’ve personally used effectively in some contexts is to enhance the bullet points with four markers using emojis. A red square indicates that it is something I consider blocking, a yellow diamond indicates that it needs to be changed, and a green circle provides a thorough, positive confirmation. I also use a blue spiral � � for either something that I’m not sure about, an exploration, an open alternative, or just a note. However, I’d only use this strategy on teams where I’ve already established a high level of trust because it might turn out to be quite demoralizing if I deliver a lot of red squares, and I’d have to reframe how I’d communicate that.

    Let’s see how this would work by reusing the example that we used earlier as the first bullet point in this list:

    • 🔶 Navigation—When I see these two buttons, I anticipate one to go forward and the other to go back. But this is the only screen where this happens, as before we just used a single button and an “×” to close. This seems to be breaking the consistency in the flow. Let’s make sure that all screens have the same two forward and back buttons so that users don’t get confused.
    • � � Overall— I think the page is solid, and this is good enough to be our release candidate for a version 1.0.
    • � � Metrics—Good improvement in the buttons on the metrics area, the improved contrast and new focus style make them more accessible.
    • Button Style: Using the green accent in this context, which conveys that it is a positive action because green is typically seen as a confirmation color. Do we need to explore a different color?
    • Considering the number of items on the page and the overall page hierarchy, it seems to me that the tiles should use Subtitle 2 instead of Subtitle 1. This will keep the visual hierarchy more consistent.
    • � � Background—Using a light texture works well, but I wonder whether it adds too much noise in this kind of page. What is the purpose behind using that?

    What about giving feedback directly in Figma or another design tool that allows in-place feedback? These are generally difficult to use because they conceal discussions and are harder to follow, but they can be very useful in the right context. Just make sure that each of the comments is separate so that it’s easier to match each discussion to a single task, similar to the idea of splitting mentioned above.

    One final note: say the obvious. Sometimes we might feel good or bad about something, so we don’t say it. Or sometimes we might have a doubt that we don’t express because the question might sound stupid. Say it, that’s fine. You might have to reword it a little bit to make the reader feel more comfortable, but don’t hold it back. Good feedback is transparent, even when it may be obvious.

    Asynchronous feedback also has the benefit of automatically guiding decisions, according to writing. Especially in large projects,” Why did we do this”? There’s nothing better than open, transparent discussions that can be reviewed at any time, and this could be a question that arises from time to time. For this reason, I recommend using software that saves these discussions, without hiding them once they are resolved.

    Content, tone, and format. Although each of these subjects offers a useful model, improving eight of the subjects ‘ observation, impact, question, timing, attitude, form, clarity, and actionability is a lot of work to put in all at once. One effective approach is to take them one by one: first identify the area that you lack the most (either from your perspective or from feedback from others ) and start there. Then the second, followed by the third, and so on. At first you’ll have to put in extra time for every piece of feedback that you give, but after a while, it’ll become second nature, and your impact on the work will multiply.

    Thanks to Brie Anne Demkiw and Mike Shelton for reviewing the first draft of this article.

  • Designing for the Unexpected

    Designing for the Unexpected

    Although I’m not certain when I first heard this statement, it has stuck with me over the centuries. How do you generate solutions for scenarios you can’t think? Or create materials that are functional on products that have not yet been created?

    Flash, Photoshop, and flexible style

    When I first started designing sites, my go-to technology was Photoshop. I created a design for a 960px paint that I would later add willing to. The growth phase was about attaining pixel-perfect precision using set widths, fixed levels, and absolute placement.

    All of this was altered by Ethan Marcotte’s 2010 content in A List Off entitled” Responsive Web Design.” I was sold on reactive style as soon as I heard about it, but I was even terrified. The pixel-perfect models full of special figures that I had formerly prided myself on producing were no longer good enough.

    My first encounter with reactive style didn’t help my fear. My second project was to get an active fixed-width website and make it reactive. I quickly realized that you didn’t just put responsiveness at the end of a task. To make smooth design, you need to prepare throughout the style stage.

    A new way to style

    Making information accessible to all devices a priority when designing responsive or liquid websites has always been the goal. It relies on the use of percentage-based design, which I immediately achieved with local CSS and power groups:

    .column-span-6 { width: 49%; float: left; margin-right: 0.5%; margin-left: 0.5%;}.column-span-4 { width: 32%; float: left; margin-right: 0.5%; margin-left: 0.5%;}.column-span-3 { width: 24%; float: left; margin-right: 0.5%; margin-left: 0.5%;}

    Therefore using Sass to re-use repeated slabs of code and transition to more semantic premium:

    .logo { @include colSpan(6);}.search { @include colSpan(3);}.social-share { @include colSpan(3);}

    Media answers

    The next ingredient for flexible design is press queries. Without them, regardless of whether the information was still readable, may shrink to fit the available storage.

    Media answers prevented this by allowing us to add breakpoints where the design could adapt. Like most people, I started out with three breakpoints: one for desktop, one for tablets, and one for mobile. Over the years, I added more and more for phablets, wide screens, and so on. 

    For years, I happily worked this way and improved both my design and front-end skills in the process. The only problem I encountered was making changes to content, since with our Sass grid system in place, there was no way for the site owners to add content without amending the markup—something a small business owner might struggle with. This is because each row in the grid was defined using a div as a container. Adding content meant creating new row markup, which requires a level of HTML knowledge.

    String premium was a mainstay of early flexible design, present in all the frequently used systems like Bootstrap and Skeleton.

    1 of 7
    2 of 7
    3 of 7
    4 of 7
    5 of 7
    6 of 7
    7 of 7

    Another difficulty arose as I moved from a design firm building websites for smaller- to medium-sized companies, to larger in-house teams where I worked across a collection of related sites. In those capacities, I began to work more with washable pieces.

    Our rely on multimedia queries resulted in parts that were tied to frequent screen sizes. If the goal of part libraries is modify, then this is a real problem because you can just use these components if the devices you’re designing for correspond to the viewport sizes used in the pattern library—in the process never really hitting that “devices that don’t already occur” goal.

    Then there’s the problem of space. Media answers allow components to adapt based on the viewport size, but what if I put a component into a sidebar, like in the figure below?

    Container queries: our savior or a false dawn?

    Container queries have long been touted as an improvement upon media queries, but at the time of writing are unsupported in most browsers. Workarounds for JavaScript exist, but they can lead to dependencies and compatibility issues. The basic theory underlying container queries is that elements should change based on the size of their parent container and not the viewport width, as seen in the following illustrations.

    One of the biggest arguments in favor of container queries is that they help us create components or design patterns that are truly reusable because they can be picked up and placed anywhere in a layout. This is an important step in moving toward a form of component-based design that works at any size on any device.

    In other words, responsive elements should be used to replace responsive layouts.

    Container queries will help us move from designing pages that respond to the browser or device size to designing components that can be placed in a sidebar or in the main content, and respond accordingly.

    My issue is that layout is still used to determine when a design needs to adapt. This approach will always be restrictive, as we will still need pre-defined breakpoints. For this reason, my main question with container queries is, How would we decide when to change the CSS used by a component?

    A component library that is disconnected from context and real content is probably not the best place to make that choice.

    As the diagrams below illustrate, we can use container queries to create designs for specific container widths, but what if I want to change the design based on the image size or ratio?

    In this example, the dimensions of the container are not what should dictate the design, rather, the image is.

    Without reliable cross-browser support for them, it’s difficult to say for certain whether container queries will be successful. Responsive component libraries would definitely evolve how we design and would improve the possibilities for reuse and design at scale. However, we might always need to modify these elements to fit our content.

    CSS is changing

    Whilst the container query debate rumbles on, there have been numerous advances in CSS that change the way we think about design. The days of fixed-width elements measured in pixels and floated div elements used to cobble layouts together are long gone, consigned to history along with table layouts. Flexbox and CSS Grid have revolutionized layouts for the web. We can now create elements that wrap onto new rows when they run out of space, not when the device changes.

    .wrapper { display: grid; grid-template-columns: repeat(auto-fit, 450px); gap: 10px;}

    The repeat() function paired with auto-fit or auto-fill allows us to specify how much space each column should use while leaving it up to the browser to decide when to spill the columns onto a new line. Similar things can be achieved with Flexbox, as elements can wrap over multiple rows and “flex” to fill available space. 

    .wrapper { display: flex; flex-wrap: wrap; justify-content: space-between;}.child { flex-basis: 32%; margin-bottom: 20px;}

    The biggest benefit of all of this is that you don’t need to wrap any containers in rows. Without rows, content isn’t tied to page markup in quite the same way, allowing for removals or additions of content without additional development.

    This is a big step forward when it comes to creating designs that allow for evolving content, but the real game changer for flexible designs is CSS Subgrid.

    Remember the days of crafting perfectly aligned interfaces, only for the customer to add an unbelievably long header almost as soon as they’re given CMS access, like the illustration below?

    Subgrid allows elements to respond to adjustments in their own content and in the content of sibling elements, helping us create designs more resilient to change.

    .wrapper { display: grid; grid-template-columns: repeat(auto-fit, minmax(150px, 1fr)); grid-template-rows: auto 1fr auto; gap: 10px;}.sub-grid { display: grid; grid-row: span 3; grid-template-rows: subgrid; /* sets rows to parent grid */}

    CSS Grid allows us to separate layout and content, thereby enabling flexible designs. Meanwhile, Subgrid allows us to create designs that can adapt in order to suit morphing content. The above code can be implemented behind an @supports feature query even though Firefox is the only browser that supports subgrid at the time of writing.

    Intrinsic layouts

    I’d be remiss not to mention intrinsic layouts, a term used by Jen Simmons to describe a mix of contemporary and traditional CSS features to create layouts that respond to available space.

    Responsive layouts have flexible columns using percentages. Intrinsic layouts, on the other hand, use the fr unit to create flexible columns that won’t ever shrink so much that they render the content illegible.

    frunits is a statement that says,” I want you to distribute the extra space in this way, but… don’t ever make it smaller than the content that is inside of it.”

    —Jen Simmons,” Designing Intrinsic Layouts”

    Intrinsic layouts can also make use of a mix of fixed and flexible units, letting the content choose how much space it occupies.

    What makes intrinsic design stand out is that it not only creates designs that can withstand future devices but also helps scale design without losing flexibility. Without having the same breakpoints or the same amount of content as in the previous implementation, components and patterns can be lifted and reused.

    We can now create designs that adapt to the space they have, the content within them, and the content around them. We can create responsive components without relying on container queries using an intrinsic approach.

    Another 2010 moment?

    This intrinsic approach should in my view be every bit as groundbreaking as responsive web design was ten years ago. It’s another “everything changed” moment for me.

    But it doesn’t seem to be moving quite as fast, I haven’t yet had that same career-changing moment I had with responsive design, despite the widely shared and brilliant talk that brought it to my attention.

    One possible explanation for that is that I now work for a sizable company, which is quite different from the role I held as a design agency in 2010! In my agency days, every new project was a clean slate, a chance to try something new. Nowadays, projects use existing tools and frameworks and are often improvements to existing websites with an existing codebase.

    Another possibility is that I’m now more prepared for change. In 2010 I was new to design in general, the shift was frightening and required a lot of learning. Additionally, an intrinsic approach isn’t exactly all-new; it’s about applying existing skills and CSS knowledge in a unique way.

    You can’t framework your way out of a content problem

    Another reason for the slightly slower adoption of intrinsic design could be the lack of quick-fix framework solutions available to kick-start the change.

    Ten years ago, responsive grid systems were everywhere. With a framework like Bootstrap or Skeleton, you had a responsive design template at your fingertips.

    Because having a selection of units is a benefit when creating layout templates, intrinsic design and frameworks do not go hand in hand quite as well. The beauty of intrinsic design is combining different units and experimenting with techniques to get the best for your content.

    And then there are design tools. We probably all used Photoshop templates for desktop, tablet, and mobile devices at some point in our careers to drop designs in and demonstrate how the site would look at each of the three stages.

    How do you do that now, with each component responding to content and layouts flexing as and when they need to? This kind of design must take place in the browser, which is something I’m very fond of.

    The debate about “whether designers should code” is another that has rumbled on for years. When designing a digital product, we should, at the very least, design for a best- and worst-case scenario when it comes to content. It’s not ideal to do this in a graphics-based software package. In code, we can add longer sentences, more radio buttons, and extra tabs, and watch in real time as the design adapts. Does it continue to function? Is the design too reliant on the current content?

    Personally, I look forward to the day intrinsic design is the standard for design, when a design component can be truly flexible and adapt to both its space and content with no reliance on device or container dimensions.

    First, the content

    Content is not constant. After all, to design for the unanticipated or unexpected, we must take into account changes in content, like in our earlier Subgrid card illustration, which allowed the cards to modify both their own content and that of their sibling components.

    Thankfully, there’s more to CSS than layout, and plenty of properties and values can help us put content first. Subgrid and pseudo-elements like ::first-line and ::first-letter help to separate design from markup so we can create designs that allow for changes.

    Instead of dated markup tricks like this —

    First line of text with different styling...

    —we can target content based on where it appears.

    .element::first-line { font-size: 1.4em;}.element::first-letter { color: red;}

    Much bigger additions to CSS include logical properties, which change the way we construct designs using logical dimensions (start and end) instead of physical ones (left and right), something CSS Grid also does with functions like min(), max(), and clamp().

    This flexibility allows for directional changes according to content, a common requirement when we need to present content in multiple languages. In the past, this was often achieved with Sass mixins but was often limited to switching from left-to-right to right-to-left orientation.

    Directional variables must be set in the Sass version.

    $direction: rtl;$opposite-direction: ltr;$start-direction: right;$end-direction: left;

    These variables can be used as values—

    body { direction: $direction; text-align: $start-direction;}

    —or as real estate.

    margin-#{$end-direction}: 10px;padding-#{$start-direction}: 10px;

    However, now we have native logical properties, removing the reliance on both Sass ( or a similar tool ) and pre-planning that necessitated using variables throughout a codebase. These properties also start to break apart the tight coupling between a design and strict physical dimensions, creating more flexibility for changes in language and in direction.

    margin-block-end: 10px;padding-block-start: 10px;

    There are also native start and end values for properties like text-align, which means we can replace text-align: right with text-align: start.

    Like the earlier examples, these properties help to build out designs that aren’t constrained to one language, the design will reflect the content’s needs.

    Fluid and fixed

    We briefly covered the power of combining fixed widths with fluid widths with intrinsic layouts. The min() and max() functions are a similar concept, allowing you to specify a fixed value with a flexible alternative. 

    For min() this means setting a fluid minimum value and a maximum fixed value.

    .element { width: min(50%, 300px);}

    The element in the figure above will be 50 % of its container as long as the element’s width doesn’t exceed 300px.

    For max() we can set a flexible max value and a minimum fixed value.

    .element { width: max(50%, 300px);}

    Now the element will be 50 % of its container as long as the element’s width is at least 300px. This means we can set limits but allow content to react to the available space.

    The clamp() function builds on this by allowing us to set a preferred value with a third parameter. Now we can allow the element to shrink or grow if it needs to without getting to a point where it becomes unusable.

    .element { width: clamp(300px, 50%, 600px);}

    This time, the element’s width will be 50 % of its container’s preferred value, with no exceptions for 300px and 600px.

    With these techniques, we have a content-first approach to responsive design. We can separate content from markup, meaning the changes users make will not affect the design. By making plans for unanticipated changes in language or direction, we can begin to future-proof designs. And we can increase flexibility by setting desired dimensions alongside flexible alternatives, allowing for more or less content to be displayed correctly.

    First, the circumstances

    Thanks to what we’ve discussed so far, we can cover device flexibility by changing our approach, designing around content and space instead of catering to devices. But what about that last bit of Jeffrey Zeldman’s quote,”… situations you haven’t imagined”?

    It’s a completely different design process for someone using a mobile phone and moving through a crowded street in glaring sunshine from a person using a desktop computer. Situations and environments are hard to plan for or predict because they change as people react to their own unique challenges and tasks.

    Choice is so crucial because of this. One size never fits all, so we need to design for multiple scenarios to create equal experiences for all our users.

    Thankfully, there is a lot we can do to provide choice.

    Responsible design

    ” There are parts of the world where mobile data is prohibitively expensive, and where there is little or no broadband infrastructure”.

    I Used the Web for a Day on a 50 MB Budget.”

    Chris Ashton

    One of the biggest assumptions we make is that people interacting with our designs have a good wifi connection and a wide screen monitor. However, in the real world, our users may be commuters using smaller mobile devices that may experience drops in connectivity while traveling on trains or other modes of transportation. There is nothing more frustrating than a web page that won’t load, but there are ways we can help users use less data or deal with sporadic connectivity.

    The srcset attribute allows the browser to decide which image to serve. This means we can create smaller ‘cropped’ images to display on mobile devices in turn using less bandwidth and less data.

    Image alt text

    The preload attribute can also help us to think about how and when media is downloaded. It can be used to tell a browser about any critical assets that need to be downloaded with high priority, improving perceived performance and the user experience. 

      

    There’s also native lazy loading, which indicates assets that should only be downloaded when they are needed.

    …

    With srcset, preload, and lazy loading, we can start to tailor a user’s experience based on the situation they find themselves in. What none of this does, however, is allow the user themselves to decide what they want downloaded, as the decision is usually the browser’s to make. 

    So how can we put users in control?

    The media queries are now being returned.

    Media answers have always been about much more than device sizes. They allow content to adapt to different situations, with screen size being just one of them.

    We’ve long been able to check for media types like print and speech and features such as hover, resolution, and color. These checks allow us to provide options that suit more than one scenario, it’s less about one-size-fits-all and more about serving adaptable content.

    The Level 5 spec for Media Queries is still being developed at this writing. It introduces some really exciting queries that in the future will help us design for multiple other unexpected situations.

    For instance, there is a light-level feature that enables you to alter a user’s style when they are in the sun or the darkness. Paired with custom properties, these features allow us to quickly create designs or themes for specific environments.

    @media (light-level: normal) { --background-color: #fff; --text-color: #0b0c0c; }@media (light-level: dim) { --background-color: #efd226; --text-color: #0b0c0c;}

    Another key feature of the Level 5 spec is personalization. Instead of creating designs that are the same for everyone, users can choose what works for them. This is achieved by using features like prefers-reduced-data, prefers-color-scheme, and prefers-reduced-motion, the latter two of which already enjoy broad browser support. These features tap into preferences set via the operating system or browser so people don’t have to spend time making each site they visit more usable. 

    Media answers like this go beyond choices made by a browser to grant more control to the user.

    Expect the unexpected

    In the end, we should always anticipate that things will change. Devices in particular change faster than we can keep up, with foldable screens already on the market.

    We can design for content, but we can’t do it the same way we do for this constantly changing landscape. By putting content first and allowing that content to adapt to whatever space surrounds it, we can create more robust, flexible designs that increase the longevity of our products.

    A lot of the CSS discussed here is about moving away from layouts and putting content at the heart of design. There are still many more things we can do to adopt a more intrinsic approach, from responsive to fluid and fixed. Even better, we can test these techniques during the design phase by designing in-browser and watching how our designs adapt in real-time.

    When it comes to unexpected circumstances, we need to make sure our goods are usable when people need them, whenever and wherever that may be. We can move closer to achieving this by involving users in our design decisions, by creating choice via browsers, and by giving control to our users with user-preference-based media queries.

    Good design for the unexpected should allow for change, provide choice, and give control to those we serve: our users themselves.