Leading with self-awareness: David’s approach to enabling teams and navigating leadership challenges

Design edition no. 5 — David Stevens

Design edition

In 2023, I interviewed a group of leaders from the design industry to gather their perspectives on leadership and personal growth. This collection aims to inspire and empower the design community through their shared experiences and insights.

This article is part of the Converations with Leaders publication.

№5 — A conversation with David Stevens

David Stevens is a seasoned Product Design Leader at Globant, leading a major transformation program for a European financial client. With over 15 years of experience, he has held key roles at Lloyds Banking Group and Shell, where he has driven innovation, embedded human-centred design, and improved customer experiences across finance and energy sectors.

Leadership, as David sees it, revolves around serving the team’s needs, unblocking resources, and helping them do their best work. Creating a supportive and humanised environment is crucial. A good leader maintains a view of the “infinite game,” focusing on long-term goals rather than just immediate wins. If a manager struggles with this mindset, David recommends that design operations step in to assist by creating space for the manager to think about the team’s vision and clarity. This might involve offering help by saying, “I notice you are swamped, and it’s impacting the team. Can I help?”

One key approach is to assess the importance of issues when addressing them with a manager. He suggests rating the problem on a scale of 1 to 10. If there’s a discrepancy, such as your manager rating it a 5 while you rate it a 10, it indicates a gap in perception that needs to be addressed.

David also stressed that being a leader without an official title often involves a form of “parenting.” Many people think they can lead, but true leadership typically comes with experience. Early in his career, David made a point to advocate for his team’s skills by engaging with various organisations, establishing a dedicated studio function, securing a budget, and providing both visual and tactical support. Managing the high demand for his team’s services was essential to ensure that his vision aligned with both business needs and team strategy.

Aligning the team is another key aspect of leadership. At Shell, where David was part of the leadership team responsible for a team of 160 members across various disciplines, he used tools like Myers-Briggs or 16 Personalities tests to foster understanding within the team. He also utilised Cassy Robinson’s “User Manual of Me” to identify commonalities and differences within the group. Another method he employed was “Meet the Fam,” where small, randomly selected groups of four would discuss personal topics like holidays, helping them bond outside of work.

When asked about the qualities of a good leader, David emphasised self-awareness and continuous improvement. He stated, “The fact that you are reaching out and asking questions, that you are aware that you can improve, makes you a good leader.” He cautioned against young leaders trying to be everyone’s friend, which can lead to challenges in protecting the team and making tough decisions. Instead, leaders should aim to be like a ship’s captain, providing both guidance and freedom to their crew.

Additional leadership tips

David offered several additional tips for effective leadership:

• Document what you need: Keep a record of your needs and concerns, perhaps in snippets, so that you have a reference point.
• Share personal examples: Connect your behaviours to personal examples and use them to express your wishes to others.
• Build honesty and trust: Honesty and trust are fundamental. One-on-one meetings are crucial for maintaining these values.
• Prioritise time with direct reports: Never sacrifice time with your direct reports. They need to know your thoughts and whether you support the team’s vision.
• Understand the role of the Head of Design: The head of design should be the Chief Vision Officer, focusing on the broader vision, while operators handle the day-to-day tasks.
• Communicate struggles and needs: Especially as end-of-year reviews approach, it’s vital to communicate what you are struggling with and link it to what you need.

Book recommendations:

David suggests reading “The Making of a Manager” by Julie Zhuo and “How We Talk About Leadership” by Tracey L. Brown. These books provide valuable insights into the nuances of leadership, particularly in understanding the importance of communication, consistency, and aligning team goals with business objectives.

#conversations-with-leaders is a collection by Roman Schoeneboom that delves into the multifaceted nature of leadership. It offers a rich tapestry of perspectives on #leadership, #management, and #personal growth.

Rooted in the Old English words “laédan” (to lead) and “léod” (people or nation), leadership has evolved from guiding groups to influencing and motivating individuals toward shared goals. From the Middle English “ledere” to today’s complex work environments, diverse leadership styles offer unique approaches to guiding others.