Designing Behaviors.
Thoughts on Leadership.
IN THE EVER -EVOLVING WORLD OF DESIGN, one thing has become abundantly clear to me over the years: being a design director is no longer just about mastering the craft of design. It's more like becoming the behavior architect, the team's Yoda, and the sculptor of a design dream team. I decided to share some principles that have consistently proven their worth in building and mentoring strong design teams. These principles reflect my overarching philosophy on design team leadership in this exciting remote and on-site collaboration era.
1. Give Them Space to Soar (But Keep the Safety Net Handy)
I like to do this by creating an environment that encourages exploration. I encourage my team to take risks, challenge the status quo, and push their creativity's boundaries. I want them to know it's okay to stumble because, guess what? Growth truly happens in those moments of uncertainty.
But, what do I mean by 'taking risks'? Nobody wants to invest their time and effort in developing a design solution that carries an unnecessary high risk, as it could face automatic rejection. This would leave you little or no time to revise or correct your actions. However, I strongly encourage designers to explore a spectrum of solutions, ranging from safe and conventional approaches to innovative, "blue-sky" solutions. Interestingly, it is often the riskier solutions that either get selected or unlock a wave of creativity within an entire project.
Above all, I always emphasize that I'm here to provide guidance and support, like a safety net beneath the tightrope walker, ensuring they can rise more assertive and confident.
2. Unearth Hidden Superpowers (Like a Design Detective)
Designers are like superheroes with secret identities. Sometimes, their amazing talents stay hidden because they're too humble or unsure. As design leaders, it's our role to unearth these hidden gems and use them to empower our team members. One way I do this is by fostering open and honest individual conversations. I actively seek to understand their unique perspectives and encourage them to freely share their ideas and insights, creating a safe space for self-expression.
One crucial aspect to consider is to approach each team member in the most natural and comfortable manner. Often, junior or entry-level designers may feel hesitant to express themselves openly with a Senior or a Group Design Director, but they tend to communicate more freely with a Senior Designer. Utilize your team's intermediaries or liaisons to establish connections and foster communication with all members of your team.
3. Start the Leadership Party Early and Keep It Going
Traditionally, design leadership is synonymous with seniority. However, in today's dynamic design landscape, mentorship and leadership can emerge at any stage of one's career. One approach I've found effective is identifying the specific skills and expertise that each team member brings to the table. For instance, If a mid-level designer is the Picasso of animations, they can mentor the senior UI guru. Recognizing and harnessing these talents at all levels creates a culture where leadership and mentorship thrive organically.
Everyone on the team should take pride in both being a mentor and having a mentor.
4. Education, or as I Call It - 'Family Meetings'
Design is more than pixels and cool prototypes; it's about understanding the world around us. To promote this culture of education, I like to introduce weekly design 'family' meetings within my team. Each time, one member takes the lead, presenting a topic of personal interest, a current piece of work, or even a passion project. This expands our knowledge and strengthens our bonds as a team.
Furthermore, I encourage team members to take ownership of their expertise, elevating them to educational roles within the group. Whether it's Social Media Design, Animation, Campaign and Brand Identity, or Design Systems, these 'Skill Pods' allow them to shine and educate their peers, creating a continuous growth cycle.
5. Show Them 'the Way'
A healthy design team is one where every member aspires to grow and advance. I team up with the talent and culture leaders in the organization to create clear career paths for our designers. Together, we define well-structured career role descriptions for designers, ensuring each team member knows what it takes to reach the next level. By offering guidance, mentorship, and unwavering support, we pave the way for our designers to thrive.
6. Above All, Be a Design Zen Master
As design leaders, our role is not just about commanding but serving. We shape our team members' careers and lives, a privilege not to be taken lightly. Your job is to create an environment where everyone can be extraordinary as individuals and as a team. Be humble in your approach, understanding that leadership is not about asserting dominance but fostering growth and camaraderie.