I received formal training in the profession I now practice. Fortunate to have had a solid education, I dedicated four years to studying Graphic Design, which laid the foundation for my career for many years after university.

Transitioning to the digital domain, I evolved into what is now known as Product Design (or UX/UI design, as some still refer to it). This shift brought a wealth of technical learnings, as I embraced new tools and technologies that were emerging. I reveled in staying ahead in this evolving field; it was a matter of learning by observing others (a heartfelt thanks to YouTube and the internet for this).

However, my career path took an unexpected turn towards managing people. This was a realm where formal training was absent for me, and neither books nor online courses seemed to offer effective guidance in this area.

I’ve always enjoyed being part of a team, supporting and listening to my colleagues, and offering tips or advice. A few years ago, I had the opportunity to make this a central part of my job. However, managing others proved more challenging than anticipated. What I enjoyed casually became a serious responsibility, as I had to enable others to succeed, a daunting thought at first.

Being an effective leader and manager is a lifelong journey. I’ve learned much over the years, mainly through trial and error (a big thank you to all my former reports for their patience). I’d like to share some insights that have worked for me:

Career Progression

Product Design, as a field, is relatively new and, due to its intangible nature, is subject to varying interpretations regarding its role, impact, and compensation.

I was fortunate to define career frameworks for Designers in my previous roles. Here are the key elements:

Balance hard skills (the craft) and soft skills (like communication, collaboration, openness to feedback, etc.). Recognize that excellence may only be evident in certain areas. Aim to build T-shaped professionals. From Associate to Senior levels, focus on refining the craft. Beyond Senior level, emphasize communication, relationships, influence, and business acumen. Encourage early career Designers to develop mentorship skills, benefiting the entire design culture and fostering future leaders. Work and Personal Development

It’s crucial for Designers, regardless of team size, to continually develop their skills. Companies should allocate a portion of time for self-improvement, which often yields quick returns.

I advocate for personal OKRs as a clear, measurable method for Designers to focus their learning in areas beneficial to the team or company. Ideally, about 10% of their weekly time should be dedicated to this.

The Curse of the Middle-Level Manager

Middle managers, bridging the gap between executive leadership and individual contributors, play a pivotal role in aligning day-to-day operations with higher-level strategies. This role involves talent development, staffing, hiring, and often, individual contributions. It’s a challenging position, often undervalued in flat organizational structures. However, for Design, adapting and reinventing roles is part of the discipline’s evolution.

Setting the Pace

Managers should always strive to be inspiring leaders, energizing their teams, and keeping the broader vision in focus amidst the daily grind. They set the team’s pace, balancing quality and speed. If you don’t see yourself as a team steward, reconsider a managerial role.

Organization

Success as a manager hinges on organization, which fosters clarity and transparency. This begins with personal habits, from calendar management to conducting effective 1:1s.

Documentation

I often remind my team that any documentation is better than none. The dynamic nature of our work necessitates a record of our endeavors, not only for current colleagues but for future ones as well.

Being a Pairing Buddy

Sometimes, the essence of people management, especially in Design, lies beyond formal discussions about career progression or project updates. It’s about being there to collaboratively solve problems, building empathy, staying sharp with design skills, and understanding the real-life challenges and successes of your team members.