In the last lesson, I said we’d be talking next about how to present your ideas to management. But, jumping into that too soon could actually backfire.

If you go to leadership now with nothing but frustrations and vague intentions, it’s likely to come across as a complaint. And that’s not what you’re aiming for. You're not there to moan about the state of UX in your organization. You're there to show leadership. To demonstrate vision. And to earn their trust.

That’s why, before we move on to stakeholder conversations, we need to step back and put together a draft UX strategy.

I’m calling it a draft for a reason. This isn’t a final plan. You don’t need to have every detail nailed down yet. In fact, you shouldn’t.

You’ll be far more successful if you involve others in shaping the strategy with you. If you present something that’s 100 percent locked in, people are more likely to push back. Not because the plan is wrong, but because they feel excluded from it.

On the other hand, a draft invites collaboration. It shows initiative without being presumptuous. It says: “Here’s what I’m thinking, but I’d love your help refining it.”

And that’s the mindset we want to take into these early conversations with management.

Why Now Is the Right Time for Strategy Work

Over the last few lessons, you’ve been quietly building toward this. You’ve audited your current role, taken stock of your resources, and thought through where you already have influence. You’ve probably also started identifying which organizational goals UX could support.

Now it’s time to bring all of that together.

A strategy isn’t just a roadmap. It’s not a shopping list of new tools or a wish list for more staff. And it’s definitely not a list of complaints.

A good UX strategy does three things:

• It explains why change is needed by highlighting real challenges and opportunities
• It defines principles and priorities that guide UX efforts across the organization
• It outlines practical tactics for making progress with the resources you already have

That’s what we’re going to build.

You might be wondering, “Why bother drafting a UX strategy if I don’t have a boss to present it to?”

It’s a fair question. But the value of a strategy doesn’t disappear just because you work for yourself. In fact, it might be even more important.

A strategy gives you clarity. It helps you decide what kind of work you want to do, who you want to work with, and how you’ll position yourself. It stops you from just reacting to client requests and starts putting you in a more proactive, consultative role.

Maybe you’re tired of being handed poor wireframes and asked to “make it look good.” Maybe you’d rather help clients define their goals, shape better experiences, and have a real impact on outcomes. If that’s the case, then a strategy helps you frame that shift, both for yourself and for your clients.

It also becomes a powerful sales tool. When a prospect says, “We’re thinking of redesigning our website,” you don’t just say “Great, let’s get started.” You can say, “Here’s how I typically approach UX projects, and why that delivers better results.” Suddenly, you’re not just a supplier. You’re a strategic partner.

So even if there’s no internal stakeholder to share it with, a clear UX strategy helps you steer your business, strengthen your pitch, and attract the right kinds of clients.

What Not to Include in Your Draft Strategy

Let’s begin with a few common pitfalls. These are things I see in struggling strategy documents again and again.

Don’t include project plans or timelines

The goal here isn’t to map out every task for the next year. That approach makes your strategy rigid and quickly outdated. Instead, you want a strategy that can flex with shifting priorities. One that defines how UX operates, not just what it delivers.

Don’t lead with requests for more resources

At this stage, avoid asking for extra staff, tools, or budget. Most managers spend their lives fielding those kinds of requests. You want to stand out by showing what you can do with what’s already available. That makes it much easier to have resource conversations later — when you’ve proven value and built credibility.

Don’t just list broad goals

It’s tempting to include statements like “improve usability” or “reduce friction.” But on their own, these are too vague. A strategy needs to explain not just what you want to achieve, but how you plan to get there, and why it matters to the business.

What a Good UX Strategy Includes

Let’s walk through the key elements your draft strategy should include. Think of these as building blocks; you don’t need to get them perfect, just sketched out enough to invite discussion.

Challenges and Opportunities

Start by making the case for change. What's broken in the current user experience? Where are users struggling? Where is the organization missing out?

Frame these points through a business lens. If user frustration is leading to increased support calls, that's not just a UX problem, it's a cost issue. If your site's onboarding process is clunky, that's not just bad design, it's hurting conversion and revenue.

Be careful to strike the right tone here. You're not trying to point fingers. You're highlighting real pain points or untapped opportunities so you can help the organization move forward.

Which you emphasize, challenges or opportunities, depends on your context. In large, established organizations, it's often more effective to talk about risks of not changing. In smaller, growth-focused environments, you might want to lean more heavily into what could be gained by investing in UX.

Guiding Principles and Policies

This part of your strategy sets the tone for how UX should operate across the organization. It gives leadership a sense of your approach, not just your activities.

Start with a few core principles. These could be things like:

• "We design with evidence, not assumptions"
• "We aim to empower teams across the organization to think about UX"
• "We prioritize inclusivity and accessibility from the start"

Then, sketch out any policies or playbook elements that would help make those principles real. For example, maybe you want every new feature to go through at least one round of usability testing. Or maybe you propose a standard onboarding workshop for new teams to learn about UX best practices.

For each principle and policy, clearly outline the benefits they'll bring to teams and the organization. Will they speed up development? Reduce support tickets? Improve customer satisfaction? The more concrete these benefits are, the less like bureaucracy they'll feel.

Keep everything as lightweight as possible. The smaller the ask, the more likely people are to embrace it. And always emphasize that you're there to support teams through any changes - you're not just adding requirements and walking away.

These policies aren't rules to enforce from day one. They're flags in the ground. They show where you want to go.

Tactics to Build Momentum

Finally, identify some practical steps you can take to start making change without waiting for a bigger team or a bigger budget. Don't worry, we'll explore each of these tactics in much more detail as the course continues.

Here are some examples:

• Create internal resources: things like UX checklists, journey mapping templates, or research guides
• Offer lightweight support services: quick audits, design reviews, or discovery workshops
• Run training sessions: lunch-and-learns, onboarding sessions, or short videos to introduce UX thinking
• Start culture-building efforts: sharing success stories, publishing small wins, highlighting user quotes

These kinds of tactics show you're ready to help others succeed. They also create visibility and credibility for UX, without overpromising what your team can deliver. We'll dive deeper into implementing each of these approaches in upcoming lessons.

Keep It Light and Collaborative

The point of this strategy is not to have all the answers. It’s to create a foundation for better conversations.

When you take this draft to management, you’re not saying, “Here’s what I need you to approve.” You’re saying, “Here’s what I’m thinking; does this direction make sense to you?”

That shift changes everything. It turns your strategy into a shared journey, not a top-down mandate. And it gives your stakeholders a sense of ownership in the process, which, as we'll see in the next lesson, is critical to getting long-term support.

Your Next Step

This week, set aside some time to sketch out your draft. Start small. Write one paragraph about the UX challenge that most worries you. List two or three principles that reflect how you want UX to work. Jot down one tactic that could help you move things forward right now.

You'll add to it and refine it over time. But getting started and getting it out of your head is what matters most.

In the next lesson, I'll walk you through how to share this with leadership in a way that invites support instead of skepticism.