Design is to solve problems for people. As a design leader, my job is to connect the dots between people, businesses, products, and technology. As a team leader, my job is to care personally, listen openly, challenge directly, and facilitate conversations.
Care personally, challenge directly.
[Scott, K. M. (2017). Radical candor: How to be a kickass boss without losing your humanity (First edition.). New York: St. Martin’s Press.]
Developing products excites my brain; developing people satisfies my soul. I lead the design operations team focus on growing the design practice within an organization.
Through empathy, nurture, and encouragement, I lead teams that celebrated the growth mindset. Each team member is unique, and each team member has his or her own focus on growing as a professional. I empower my team to focus on personal growth.
Through collaboration with business partners and cross-functional delivery partners, I advocate for the business value of design. In a balanced team, designers, product managers, and engineers all have an equal seat at the table and when we work together, we deliver the strongest results.
What can we learn from these progressive models? Is it possible to adopt any progressive structure within a generally traditional organization?
Can design org be so different? Furthermore, SHOULD design org be so different?
Have you thought about becoming a manager? What does it take, and how to move from your individual contributor role into a people managing role?
Being a people manager is not a goal for everyone. But for some ICs, this is an aspiration. With the right mindset and skills, you will find it interesting, challenging, and rewarding. It also comes with new responsibilities. Let’s talk about the transition from ICs to people managers.
According to Susan Kobasa, a psychologist, there are three essential points in resilience training:
As ops people the topic of resilience is extremely important. Being resilient is not easy. Being resilient is rewarding.
Taking the Oxford Women’s Leadership Development Program pushed me to examine how we develop people. In the past, I have been advocating how we need to utilize people’s superpower vs. trying to focus on room for improvement. But there is nuance to this general statement. For example, I was looking at a designer on a design team. What if a […]
Our interviewing process is not short. But it helps us to find the best match.
We believe finding a job is a match. We need time to find the candidates who match our vision and beliefs. Candidates need time to decide if we are the right design group for them in their current career stage.
Matching is hard. It takes time and planning.