For the DesignX 2019 Design Leadership Summit, I did something a little strange: two talks in one. The first talk was a series of Jenny Holzer-inspired truisms about design leadership. The second talk was my latest version of Coach, Diplomat, Champion, Architect: The 4 Archetypes of the Complete Design Leader.
32. THE SKILLS THAT GOT YOU
HERE ARE NOT THE
SKILLS THAT WILL CARRY
YOU FORWARD
33. DESIGNERS WERE MILLENIALS BEFORE THERE WERE
MILLENNIALS
PEOPLE ARE NOT THEIR JOB TITLES
TEAM MEMBERS ARE NOT “RESOURCES”
PEOPLE WORK BEST WHEN THEY CAN BE THEIR FULL
SELVES
IF YOUR TEAM’S WORK ISN’T GOOD, YOU DIDN’T SET
CLEAR EXPECTATIONS
BAD DESIGN IS A RESULT OF CONTEXT, NOT INDIVIDUAL
APTITUDE
IF YOU FOCUS ON THE ORGANIZATION, QUALITY WILL
TAKE CARE OF ITSELF
DESIGN QUALITY IS SUBJECTIVE
YOU CANNOT CALCULATE AN ROI FOR DESIGN
YOU WILL SPEND MORE TIME IN SPREADSHEETS THAN
DESIGN TOOLS
OPENING A PRODUCTION DESIGN TOOL IS LIKELY A SIGN
OF FAILURE
FRAMING THE PROBLEM IS MORE IMPORTANT THAN
SOLVING THE PROBLEM
(DESIGN) LEADERSHIP IS MORE TALKING THAN DOING
YOU’LL DO A BETTER JOB IF YOU LIGHTEN UP
IF YOU HAVEN’T PISSED SOMEONE OFF, YOU’RE NOT
DOING YOUR JOB RIGHT
FOR SOMEONE WHO TALKS A LOT ABOUT EMPATHY, YOU
SHOW LITTLE FOR YOUR COLLEAGUES
NO ONE OUTSIDE YOUR TEAM UNDERSTANDS WHAT IT
TAKES TO DO GOOD WORK
THE OUTCOMES ARE BETTER WHEN EVERYONE IS A
DESIGNER
DESIGN IS INTERESTING BECAUSE IT IS DIFFERENT
AGILE TRANSFORMATIONS ARE HOSTILE TO GOOD DESIGN
INTROVERSION INHIBITS DESIGN’S ULTIMATE IMPACT
WHAT A DESIGN TEAM NEEDS MOST IS A CLEAR SENSE OF
PURPOSE
A DESIGN TEAM WITHOUT A CHARTER IS A TEAM
OVERWHELMED AND UNDERAPPRECIATED
MAKING AN EFFORT TO CONNECT TO ‘BUSINESS VALUE’
GOES A LONG WAY
YOU ARE ON THE FRONT LINE OF A GLOBAL WAR FOR
TALENT
EVERYONE APPLYING FOR A ROLE HAS AN INFLATED TITLE
INTERVIEWS ARE A POOR WAY OF ASSESSING CANDIDATES
DESIGN EXERCISES ARE A BAD INTERIEWING PRACTICE
YOU WILL NEVER HAVE ENOUGH DESIGNERS
YOU WILL NEVER HAVE ENOUGH TIME
THE SKILLS THAT GOT YOU HERE ARE NOT THE SKILLS
THAT WILL CARRY YOU FORWARD
39. Articulate a vision for success
COACH
Tell the broad story, let the team figure out the details
Focus on outcomes, not output
Set clear expectations
40. Go from 10,000ft to 1ft without getting the bends
Lead constructive critique…and speak last
Team stuck? Reframe the problem
Provide guidance
COACH
41. Let them mess up
Make clear what’s acceptable
Don’t dodge difficult conversations
Hold them accountable
It’s how we learn
Covering for them becomes a crutch
COACH
44. Design shouldn’t be a black box that
receives requirements and spits out artifacts
Welcome people into your work; make yourself a part of their work
“Intake” is a symptom of a failed engagement model
Diplomat
True collaboration, no agency model
45. Diplomat
Assume
positive intent
Avoid victim stances
Everybody is doing their best
Don’t accommodate to the dominant culture
Have principles and purpose
Stand strong for
your ideals
55. Draft a Charter
Architect
Team’s need a shared sense of purpose as they scale
Mission (reason for existing); Vision (impact); Values (what you uphold)
Make that charter tangible
56. Figure out your organizational model
Architect
Make
an
Appointment
Buyer
Design
Team
Seller
Design
Team
S S
D D
TL
S S
D D
TL
Growth
Seller Tools
Search/
Browse
Product
Page
Shopping
Cart and
Checkout
Reviews
Buyer
Experience
Seller
Experience
D
57. Define Roles and Build a Levels Framework
Levels
Job postings
Candidate
assessment
Training
Performance
reviews
Recruiting
and hiring
Professional
Development
Team
composition
Delivery
Architect
58. 0
b) Shi rt/blouse
without pockets. On a blazer (fig. e) ,
the top edge of the patch aligns with
the left breast pocket.
(fig. g) . patch. This configuration is worn on
both shoulders of the uniform, on both
shirts (fig. f) and outer-jackets. A light
blue shirt and hat with dark blue
trousers or skirt is recommended .
N/5/
d) Laboratory coat
c) Flight suit/mechanic suit
IIEmergency/security patches
e) BlazerI sport jacket
g) Hardhat/helmet
f) Emergency/security
sh irt (side view)
Develop agreed-upon criteria
(brand personality characteristics,
experience principles,
design systems)
Embrace subjectivity
examples of quality work
Define design quality
Architect
59. Architect
Recruiting
Role Definition
Retention
Employee experience
Levels/Career Paths
Performance Review
Compensation
Reputation
Outreach
“Talent Brand”
Planning and Prioritization
Schedules
Budgets
Headcount
Measurement
Tools and Services
ResearchOps
Facilities
Policies
Staffing (Agencies, Contractors)
Design People Design Practice Design Programs
Professional development
Skills building
Training/education
Content development
Methodology / process descriptions
Internal Events
Establish Design Operations