Design Management Decoded Part 2: 20 Essential Principles for Success in Creative Management
Navigating the Dynamic Terrain of Design Leadership
11. Don’t be scared to hire people who are better than you
The ethos of effective leadership often hinges on the ability to assemble a team that excels beyond individual capacities. This principle is eloquently articulated in “The Making of a Manager” by Julie Zhuo, where the author advocates for leaders not to shy away from hiring individuals with skill sets superior to their own. The notion that the success of a team is amplified when each member brings unique strengths is a central theme in “Good Strategy, Bad Strategy” by Richard Rumelt. Rumelt emphasizes the importance of leveraging collective talents to formulate and execute effective strategies.
“Don’t be scared to hire people who are better than you.” — Julie Zhuo, “The Making of a Manager”
Zhuo’s quote encapsulates the essence of humility and strategic thinking in leadership. It underscores the idea that a leader’s role is not to be the best at everything but to orchestrate a symphony of diverse talents. Embracing this philosophy requires a departure from ego-driven leadership to one that values the collective success of the team over individual prowess.
“Hiring for strengths” is a concept expounded upon in “Now, Discover Your Strengths” by Marcus Buckingham and Donald O. Clifton. The book advocates for identifying and harnessing individual strengths within a team, creating a synergistic dynamic where each member contributes their unique capabilities. In the context of design management, where creativity and innovation are paramount, assembling a team with diverse and complementary strengths becomes a strategic imperative.
The fearlessness in hiring those who surpass the leader’s own skills extends beyond the immediate advantages. It sets the stage for a culture of continuous learning and growth. “Empowered” by Marty Cagan and Chris Jones emphasizes the significance of a learning culture within an organization. Cagan and Jones argue that a team of individuals who are continually learning and evolving is better equipped to navigate the complexities of the ever-changing design landscape.
In summary, the quote by Julie Zhuo serves as a guiding principle for design leaders: the willingness to hire individuals with superior skills is not a sign of weakness but a strategic choice that propels the team toward excellence. Drawing inspiration from management philosophies that champion collective strengths and continuous learning, design leaders can foster an environment where the pursuit of excellence becomes a shared journey.
12. Give feedback often and quickly
The art of giving feedback is a cornerstone of effective leadership, and its importance is underscored by numerous management books. “Radical Candor” by Kim Scott is a comprehensive guide that emphasizes the significance of timely and honest feedback. The worst mistake a manager can make is withholding feedback in an attempt to perfect its delivery. As Scott aptly puts it, “The worst thing you can do is hold onto feedback because you are trying to make it sound perfect.” This resonates with the idea that immediate, even if imperfect, feedback is far more valuable than delayed, polished feedback.
Creating a culture of continuous feedback is vital in the dynamic landscape of design and product development. Weekly design critiques, as mentioned in the original text, provide a structured platform for feedback. Such forums, inspired by the principles in “Crucial Conversations” by Joseph Grenny and Kerry Patterson, allow for both positive and constructive feedback. The book advocates for tools that facilitate meaningful dialogue, making it easier for managers to provide timely feedback.
“The worst thing you can do is hold onto feedback because you are trying to make it sound perfect.” — Kim Scott, “Radical Candor”
Scott’s quote encapsulates the urgency of feedback delivery. In a rapidly evolving design environment, where iterations are constant, withholding feedback impedes progress. Immediate feedback, even if raw, serves as a catalyst for improvement and innovation. It aligns with the idea that the iterative nature of design demands a continuous flow of insights and corrections.
Encouraging a feedback-rich culture extends beyond formal settings. Slack channels, regular one-on-ones, and detailed reviews, as mentioned in the original text, contribute to a multifaceted approach to feedback. It ensures that feedback isn’t reserved for specific occasions but is seamlessly woven into the fabric of day-to-day operations. In the words of Joseph Grenny and Kerry Patterson, “Dialogue is the free flow of meaning between two or more people.” Establishing an ongoing dialogue through frequent and quick feedback cultivates an environment where growth is constant and collaborative.
13. Patience is key
In the dynamic and often unpredictable landscape of design management, the virtue of patience emerges as a guiding principle for effective leadership. “Patience is key” resonates with the insights from “The Power of Full Engagement” by Jim Loehr, where the authors explore the concept of managing energy rather than time. The book argues that sustainable success requires a patient and strategic approach to managing one’s energy, aligning with the idea that impatience can lead to burnout rather than sustained achievement.
“Adopt the pace of nature: her secret is patience.” — Ralph Waldo Emerson
Ralph Waldo Emerson’s quote underscores the timeless wisdom that patience is inherent in the natural order of things. This wisdom is particularly relevant in the context of design management, where the iterative nature of the creative process and the development of innovative solutions necessitate a patient perspective. Rushing through the stages of ideation, prototyping, and refinement can compromise the quality of outcomes and inhibit the full realization of creative potential.
“Good Strategy, Bad Strategy” by Richard Rumelt also offers insights into the importance of patience in strategic thinking. The book emphasizes the distinction between true strategy and mere goal setting. Rumelt argues that effective strategies require a deep understanding of the unique challenges and opportunities present in a given situation. Crafting and implementing such strategies demand a patient and deliberate approach, steering clear of hasty decisions or short-term fixes.
The significance of patience extends to the dynamics of team development, as highlighted in “The Five Dysfunctions of a Team” by Patrick Lencioni. Lencioni identifies the lack of patience as a potential dysfunction within teams. Impatience can lead to a disregard for the necessary stages of team building, hindering the establishment of trust and collaboration. Building a high-performing team, therefore, requires a patient commitment to fostering a culture of mutual respect and shared goals.
In conclusion, the wisdom of patience, drawn from both philosophical and strategic perspectives, serves as a foundational principle for design leaders. It guides leaders to embrace the natural rhythm of the creative process, adopt strategic thinking that transcends immediate goals, and cultivate the patience required for nurturing cohesive and high-performing teams.
14. Scope. Scope. Scope
The mantra “Scope. Scope. Scope” epitomizes the strategic imperative of defining and managing the scope of design initiatives within the broader organizational context. This principle aligns with the essence of effective strategic planning, as highlighted in “Good Strategy, Bad Strategy” by Richard Rumelt. Rumelt emphasizes the importance of focusing on critical issues and defining clear obje
ctives, reinforcing the idea that effective design leadership requires a keen understanding of scope to drive meaningful impact.
“A designer is an emerging synthesis of artist, inventor, mechanic, objective economist, and evolutionary strategist.” — R. Buckminster Fuller
Buckminster Fuller’s perspective on the multifaceted nature of a designer aligns with the notion that design leaders are, in essence, evolutionary strategists. The quote encapsulates the diverse skills required in navigating the complexities of design management, where the synthesis of artistic intuition, strategic thinking, and the ability to navigate economic objectives becomes crucial. Understanding the scope of design endeavors is integral to fulfilling this multidimensional role.
“Essentialism” by Greg McKeown delves into the discipline of discerning the essential from the non-essential. The book argues that successful leaders are those who can distinguish between what truly matters and what is merely a distraction. In the context of design management, where the temptation to engage in myriad creative pursuits is ever-present, the emphasis on scope reinforces the importance of aligning design efforts with overarching organizational goals.
The notion of scope extends beyond individual projects to organizational design, as discussed in “Org Design for Design Orgs: Building and Managing In-House Design Teams” by Peter Merholz and Kristin Skinner. The authors advocate for intentional organizational design that supports effective design team structures. The quote resonates with the idea that design leaders play a pivotal role in shaping the scope of their teams’ influence within the broader organizational landscape.
In conclusion, the mantra “Scope. Scope. Scope” serves as a guiding principle for design leaders navigating the intricate balance between creativity and strategic impact. Informed by insights from management philosophies emphasizing strategic focus, essentialism, and organizational design, design leaders can effectively define and manage the scope of their initiatives, driving purposeful and impactful outcomes.
15. Team building activities are worthwhile
The importance of team building activities in the realm of design management is underscored by the understanding that effective collaboration and synergy among team members are key drivers of success. “Team building activities are worthwhile” aligns with the principles of “The Five Dysfunctions of a Team” by Patrick Lencioni, where Lencioni delves into the dysfunctions that impede team performance. A lack of trust and cohesion, often addressed through team-building efforts, is identified as a primary dysfunction. Lencioni argues that building trust is foundational for teams to function cohesively, emphasizing the significance of intentional efforts in this regard.
“Great things in business are never done by one person. They’re done by a team of people.” — Steve Jobs
Steve Jobs’ quote encapsulates the essence of collaborative achievement. It underscores that the most remarkable feats are the result of collective efforts rather than individual brilliance. In the context of design management, where innovation often stems from the collective exploration of ideas, fostering a sense of unity and shared purpose through team building becomes imperative.
“Crucial Conversations” by Joseph Grenny and Kerry Patterson also contributes insights into the significance of team dynamics. The book highlights the role of open and honest communication in resolving conflicts within a team. Team building activities provide a structured platform for cultivating communication skills, enabling team members to express ideas, concerns, and feedback in a constructive manner. This aligns with the idea that effective communication is not merely a byproduct of collaboration but a skill that can be honed through intentional team-building efforts.
The notion of team building extends beyond the immediate team to collaborations across departments, as mentioned in the original text. Interdepartmental relationships play a pivotal role in the success of projects and initiatives. “Org Design for Design Orgs: Building and Managing In-House Design Teams” by Peter Merholz and Kristin Skinner emphasizes the importance of designing organizations that facilitate cross-functional collaboration. Team-building activities that involve members from different departments contribute to breaking down silos, fostering a culture of interdependence, and promoting a shared understanding of goals.
In conclusion, team building activities are not mere recreational pursuits but strategic initiatives that address fundamental aspects of team dynamics. Drawing wisdom from management philosophies that highlight the centrality of trust, communication, and collaboration, design leaders can approach team building as a deliberate investment in the cohesion and effectiveness of their teams.
16. Ask for feedback from above and below
Feedback isn’t a one-way street; it’s a reciprocal process that involves seeking insights from both above and below. This echoes the sentiment in “Crucial Conversations” that emphasizes the importance of dialogue as a two-way flow of meaning. Asking for feedback from team members, as well as from those in higher positions, becomes a strategic initiative for personal and professional growth.
“Feedback is a gift. Ideas are the currency of our next success. Let people see you value both feedback and ideas.” — Jim Trinka and Les Wallace
This quote by Jim Trinka and Les Wallace emphasizes the transformative power of feedback. It positions feedback not as criticism but as a valuable gift — one that propels individuals and teams toward success. When seeking feedback from team members, it’s crucial to create an environment where honest and constructive input is not only encouraged but genuinely valued. This aligns with the principles of “Radical Candor,” where Kim Scott advocates for a culture that embraces both care personally and challenge directly.
Seeking feedback from those in higher positions, as mentioned in the original text, is a strategic move toward personal and professional development. It echoes the advice from “The Making of a Manager” by Julie Zhuo, underlining the importance of understanding the expectations for career advancement. Asking superiors for guidance on areas of improvement and seeking clarification on the skills required for advancement positions an individual on a deliberate trajectory of growth.
In summary, the feedback loop in a managerial role is a dynamic exchange that involves both giving and receiving insights. It’s a reciprocal process that, when approached with an open mind and a growth-oriented mindset, becomes a catalyst for continuous improvement. The wisdom gleaned from both above and below contributes to a holistic and well-rounded development journey.
17. Design leaders are different
The assertion that “Design leaders are different” speaks to the unique characteristics and responsibilities inherent in design management roles. This notion is intricately linked to the idea that effective design leadership requires a distinct set of skills and approaches. In “The Making of a Manager” by Julie Zhuo, the author delves into the nuanced aspects of transitioning to a managerial role, acknowledging the need for a different skill set than that of an individual contributor. The quote underscores the understanding that leadership in the context of design requires a blend of creative acumen, strategic thinking, and the ability to navigate the intersection of design and business.
“The role of the designer is that of a good, thoughtful host anticipating the needs of his guests.” — Charles Eames
Charles Eames’ perspective aligns with the concept that design leadership is akin to being a thoughtful host. In the realm of design management, leaders are not merely creators of artifacts but orchestrators of experiences. They must anticipate the needs of various stakeholders, aligning design initiatives with overarching organizational goals. This expands the role of a design leader beyond traditional design thinking into the realm of holistic, user-centric leadership.
“Empowered” by Marty Cagan and Chris Jones sheds light on the distinction between leadership and management in the context of product development. Cagan emphasizes the significance of empowered product teams led by visionary product leaders. This aligns with the idea that design leaders, in addition to managing design processes, need to lead with a product-centric mindset. The emphasis is on fostering autonomy within the team, enabling them to innovate and iterate effectively.
The uniqueness of design leadership is also explored in “Org Design for Design Orgs: Building and Managing In-House Design Teams” by Peter Merholz and Kristin Skinner. The authors delve into the intricacies of designing organizations to support design teams, acknowledging the evolving nature of design leadership. The quote resonates with the idea that design leaders play a pivotal role in shaping organizational structures that foster creativity, collaboration, and strategic impact.
In conclusion, the assertion that “Design leaders are different” encapsulates the multifaceted nature of design management. Drawing insights from various perspectives, it emphasizes the fusion of creative intuition, strategic thinking, and leadership acumen required for effective design leadership. The role extends beyond traditional design boundaries, necessitating an understanding of business dynamics, team empowerment, and the orchestration of user-centered experiences.
18. Take care of yourself
The injunction to “Take care of yourself” embodies a fundamental tenet of effective design management — the recognition that leadership success is contingent upon personal well-being. This principle is akin to the philosophy expounded in “The Power of Full Engagement” by Jim Loehr, which advocates for managing energy rather than time. The notion of self-care aligns with the understanding that sustained leadership requires a holistic approach that prioritizes physical, mental, and emotional well-being.
“It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.” — Charles Darwin
Charles Darwin’s perspective, although not explicitly about self-care, encapsulates the essence of adaptability and responsiveness. In the dynamic field of design management, where change is constant, leaders must be responsive and adaptable. Prioritizing self-care enables leaders to navigate change with resilience, fostering an environment of innovation and creativity.
“Essentialism” by Greg McKeown underscores the importance of discerning what truly matters and eliminating non-essential distractions. This aligns with the idea that self-care involves prioritizing activities that contribute to personal and professional growth while mitigating stress and burnout. Effective design leaders recognize the need to establish boundaries, ensuring that their focus remains on activities that align with their overarching goals.
The significance of self-care also echoes in the principles of mindfulness, as discussed in various leadership and well-being literature. Mindfulness practices, such as meditation and reflection, are integral components of self-care that enhance emotional intelligence, resilience, and the ability to navigate challenges with equanimity. Leaders who invest in such practices are better equipped to handle the complexities inherent in design management.
In conclusion, the injunction to “Take care of yourself” is rooted in the understanding that effective leadership emanates from a foundation of well-being. Drawing wisdom from sources emphasizing energy management, adaptability, essentialism, and mindfulness, design leaders can approach their roles with a balanced and sustainable perspective, ultimately fostering an environment conducive to both personal and professional success.
19. Carve out time to think
The directive to “Carve out time to think” underscores the strategic imperative for design leaders to cultivate reflective practices amidst the demands of their roles. This aligns with the principles of intentional reflection and strategic thinking discussed in “Good Strategy, Bad Strategy” by Richard Rumelt. The book advocates for the importance of focused thinking to distill essential strategies, reinforcing the idea that carving out time for contemplation is central to effective leadership.
“To design is to communicate clearly by whatever means you can control or master.” — Milton Glaser
Milton Glaser’s perspective on design as clear communication resonates with the notion that carving out time to think is essential for effective communication. In the context of design management, where communication plays a pivotal role, thoughtful reflection allows leaders to articulate ideas, strategies, and visions with clarity. This aligns with the idea that the time invested in contemplation is an investment in effective communication.
“Essentialism” by Greg McKeown emphasizes the discipline of discerning the essential from the non-essential. Carving out time to think aligns with the essentialist principle of deliberately focusing on activities that contribute to long-term goals. Effective design leaders recognize the importance of uninterrupted thinking time to refine strategies, make informed decisions, and ensure that their actions align with the overarching vision for their teams.
The directive also resonates with the principles of deep work, as articulated by Cal Newport in his book “Deep Work: Rules for Focused Success in a Distracted World.” Newport argues that sustained, focused thinking is crucial for producing high-quality work. Carving out dedicated time for deep thinking allows design leaders to delve into complex challenges, ideate innovative solutions, and set the stage for meaningful progress.
In conclusion, the directive to “Carve out time to think” encapsulates the essence of strategic leadership in design management. Drawing insights from literature on strategic thinking, communication, essentialism, and deep work, design leaders can prioritize reflective practices as a means to enhance decision-making, communication, and overall effectiveness in their roles.
20. If it’s for you, it’ll feel right
The axiom “If it’s for you, it’ll feel right” encapsulates the essence of self-awareness and alignment with one’s professional journey. While not directly drawn from a specific design management book, this principle resonates with the broader themes of authenticity and purpose explored in various leadership and self-development literature. The concept aligns with the idea that individuals are most fulfilled and effective when their professional pursuits align with their intrinsic values, passions, and skills.
“Your time is limited, don’t waste it living someone else’s life.” — Steve Jobs
Steve Jobs’ wisdom underscores the importance of authenticity and individuality in one’s professional journey. The quote aligns with the notion that pursuing a career or role solely because it feels right for one’s authentic self is pivotal for long-term fulfillment and success. Design management, as a field that thrives on creativity and innovation, particularly benefits from individuals who are genuinely passionate about their work.
“Essentialism” by Greg McKeown emphasizes the importance of discerning the essential from the non-essential in one’s professional and personal pursuits. The concept of aligning with what feels right resonates with essentialism, urging individuals to prioritize activities and roles that contribute to their overall sense of purpose and fulfillment. Effective design leaders recognize the value of such alignment in fostering creativity, resilience, and sustained excellence within their teams.
The principle also aligns with the philosophy of finding one’s “why,” as popularized by Simon Sinek in “Start with Why.” Sinek argues that individuals and organizations that understand and align with their core purpose are more likely to achieve success and fulfillment. In the context of design management, leaders who recognize and embrace roles that feel right for them contribute to a positive and inspired workplace culture.
In conclusion, the axiom “If it’s for you, it’ll feel right” emphasizes the importance of self-awareness, authenticity, and purpose in one’s professional journey. While not directly quoted from design management literature, the principle aligns with the overarching themes of individuality, essentialism, and finding one’s “why.” Effective design leaders, by recognizing and embracing roles that resonate with their authentic selves, contribute to a vibrant and innovative workplace culture.
Final Words
In navigating the complexities of design management, these 20 principles serve as a comprehensive guide, drawing insights from renowned design management books and leadership philosophies. The journey begins with the realization that hiring and firing decisions shape the core of a team, as emphasized by the fear and joy of assembling a talented group. The emotional toll of managing personnel is acknowledged, echoing the wisdom to “fire quickly, hire slowly,” a lesson learned from the trenches of leadership.
Transparency emerges as a double-edged sword, underscoring the delicate balance between openness and strategic information control. Building relationships with fellow managers becomes a lifeline, emphasizing the importance of a support network in the often isolating world of leadership. Establishing a solid foundation before stepping into a managerial role is crucial, emphasizing the need for self-reflection and emotional resilience.
As the transition from an individual contributor to a manager unfolds, the recognition that past success doesn’t necessarily translate into future efficacy takes center stage. Trusting, delegating, and fostering an atmosphere of open communication become pivotal, echoing principles from influential management books. Feedback, both given and received, emerges as a cornerstone, emphasizing the value of continuous improvement and learning.
The mantra “Scope. Scope. Scope” resonates with strategic acumen, urging leaders to define and manage the boundaries of their influence deliberately. The importance of self-care and carving out time for contemplation echo broader themes of holistic leadership, energy management, and strategic thinking. The concluding axiom, “If it’s for you, it’ll feel right,” underscores the significance of authenticity, purpose, and self-awareness in driving long-term fulfillment and success.
In essence, these 20 principles offer a tapestry of insights for aspiring and seasoned design leaders alike. They highlight the multifaceted nature of design management, weaving together threads of effective communication, strategic thinking, emotional intelligence, and individuality. Grounded in the wisdom of influential thinkers and management philosophies, these principles provide a compass for navigating the dynamic landscape of design leadership, fostering an environment where creativity thrives, teams flourish, and leaders find lasting fulfillment.
