This post is the third in a series about HubSpot Canvas, our new Design Language. Read the first here and the second here.

Every January, millions of people decide that this is the year their lives will be different. You’ll read more books. You’ll put more money into savings. You’ll eat fewer Cool Ranch Doritos and pints of Ben & Jerry’s. And you will gym. Every. Day.

But more often than not, as soon as February rolls around, there’s a stack of unread books on your nightstand. Your savings is routinely going to fund your Taco Tuesday habit. And there’s a fine layer of Dorito dust covering your couch. 

Why? Because good intentions aren’t enough. Unless you make a lifestyle change, even the best-intentioned resolution just won’t stick.

Here at HubSpot, automation is king. If you’ve got a bug, all you have to do is fix it once and it’s gone. But if you try to ignore a human error? Get ready — you’ll definitely see it again.

One of the best things about tech is the sheer number of people who just want to build things, and build them well. This means that there's a lot of sharing in the tech world — we share how we're building with new technologies, how we redesign our products, how we structure our teams.

User Experience (UX) teams have existed at software companies for a long time. But as the field of UX continues to grow and develop, more specialized roles, like UX writers, have been steadily growing and developing in importance, too, taking their place alongside more established roles like UX (product) designers and UX researchers. UX writers (also sometimes known as content strategists) are the folks responsible for crafting the words you see on the screen in the software you use.

In our recent post about how we do engineering leadership here at HubSpot, we shared our philosophy about what engineering leaders should focus on. 

We encourage our engineering leaders to be primarily product-focused (and, to a somewhat lesser degree, people-focused) rather than spending most of their time driving a process or managing people. This kind of leadership stands in stark contrast to the kinds of leaders who primarily care about administering and health-checking teams, or are on the hook for making sure their employees did the things they were supposed to do.