5 Challenges of Becoming a Design Manager
After a few years in the role, here are the most difficult parts of my experience so far.
1. Missing the craft
Designers love to design. For most of us, design is not just a job — it’s our passion. When you choose the people management path, you will eventually stop doing hands-on design. This can be hard. In fact, many managers have gone back to being individual contributors because they missed the craft so much.
How I deal with it
As a manager, I put my design skills to work every day. I design and redesign processes and, as I grow my team, I’m designing it to be the best possible combination of personalities, backgrounds, and skills. A manager’s life is full of problems that can be solved with design.
In addition, work is not the only place where I get my creative juices flowing. I enjoy interior design and fashion. Some of my colleagues prefer drawing or painting. Find your new craft.
2. Not getting the credit
If you end up managing a design team, it’s probably because you are a good designer. Maybe you are the only designer in your company and you are used to getting all the compliments. Then the day will come when you get your first report, and it’s not going to be all about you anymore. But don’t worry — you will soon realize that their success is your success and that it’s okay to not get all the credit all the time. It’s even okay not to be the best designer anymore.
How I deal with it
It’s not easy for me to admit that I went through this in my early days as a manager. However, I’m glad I did, because what followed was a moment of self-awareness when I remembered something I read once about bad leaders — they take the credit when things go well and blame their team when things go wrong. I decided I wanted to be a good leader, and ever since I’ve made it a point to always put my team first.
3. Relying on others for your own success
When you are an individual contributor, you are evaluated based on your own performance. Once you become a manager, your career depends on the performance of your team. This can be quite a scary thought, and it’s another common reason why some people find that management is not for them.
How I deal with it
This might sound cheesy, but I truly believe that if I strive to create a positive and productive environment for my team and I’m there for them when they need me, not only will they thrive as designers, but they will also have my back. They will be rooting for me as much as I’m rooting for them.
4. Getting people to do what you want
This might not come as a surprise, but people won’t do what you ask just because you’re their boss. At least not in the United States, not if your team is young, and not if they’re creatives. It can be frustrating and draining to have to justify and sometimes even negotiate simple requests. You might find yourself wishing you were in the military. The truth is, at least in civilian life, authority alone is not enough — you must earn credibility, trust, and respect.
How I deal with it
Coming from a family where respect for authority is paramount and the work philosophy is “shut your mouth and do your job”, having someone in my team ignore or argue my requests can hit a nerve. Normally I can prevent that from even happening by explaining where I’m coming from (always Start With Why), but from time to time a situation will arise. And when it does, I have taught myself not to react in a negative way and instead find the reason behind the resistance. Empathy is a key skill in our profession, and it remains critical in management.
5. Managing yourself
Leaders must lead by example, and that can be a heavy burden to bear. Your team will be watching you closely. Nothing you say or do will go unnoticed. And if you slip, they might feel like it’s okay for them to slip too.
How I deal with it
People have different ways of coping with stress and frustration. Mine is to vent. And I’ve made the mistake of venting in front of my team. I realized quickly that it was a terrible thing to do — it was unprofessional, it sent the wrong message, and it went against the positive environment I was trying to build. But I still needed to vent. So I learned to talk to a neutral party instead. I vent to other coworkers who are not connected to my team in any way, and I vent to my poor husband once we both get home from work.
In conclusion…
People leadership is hard, but it can also be extremely rewarding. If you are considering moving into management, I hope you find this article helpful. If you are already a manager and you can relate, I hope you find comfort in knowing that you’re not alone. And if you have a manager, I hope you remember that he or she is human too.
