I learned many things from the leaders who supported me throughout my career. I’ve learned even more from the designers I’ve supported. I’d like to think I made all of this up on my own, but my approach to design leadership has been shaped and molded by others.
Keep it engaging.
I keep my teams “light” and engaged by fostering an open, collaborative culture where creativity thrives and ideas flow freely. I encourage humor, celebrate wins—big and small—and create a safe space where taking risks is welcomed and failure is seen as part of the process. I balance structured work with informal moments, whether through brainstorming sessions, design critiques, or casual check-ins, to keep the energy positive. By promoting autonomy, offering clear direction, and recognizing individual contributions, I help maintain high morale while ensuring the team stays focused and motivated.
Be the one who takes the heat.
I believe that as a leader, if there’s a fire somewhere, I’m the one keeping the team safe from the flames of politics and business nonsense. I’m creating the time to design the right things, and creating the space for designing things right. I beg, borrow and compromise for the time it takes to bring the best to the customer.
Be the voice you want them to be.
The work doesn’t always speak for itself. I know that articulating the value is just important as creating it. The designers I support become excellent advocates for their work by the examples I set in communicating my work and expectations of them. Be present, be clear and always be ready.
Everyone is a leader.
There’s a big difference between leading and managing, and my hopes is that every single designer I work with feels empowered to lead their design and their approach to solving problems.
I do the work too.
My role as a design leader isn’t always (and shouldn’t ever be) a sideline job. Removing yourself from the work makes you a poor advocate of it. I believe that pushing pixels and getting your hands dirty makes you a better leader.