Who is a Design Leader?

What makes a real design leader different from a manager? At first glance, both roles may seem to lead design projects, guide teams, and make big design choices. However, they differ in how much they influence and get involved with their team, organization, and the design community.

• Design managers: deal with the day-to-day parts of a project, making sure everything runs smoothly and meets the needs of the business and its users.
• Design leaders. They don't just handle projects, but also lead within their organization and engage with the community. They help UX communities, mentor others, and share new ideas through blogs, articles, speeches, and podcasts. Even though their job description might not say it, their influence is deep — they promote good design and best practices in the field.

Keep in mind that a design leader does not necessarily have to hold a senior position in an organization's hierarchy. They can still demonstrate leadership qualities while maintaining a non-managerial role within their team.

Product leadership is about guiding the creation of a product so it meets user needs and business goals. This means deciding on the product's design, making important design choices, and supervising the design process from start to finish.

A design leader at this level works with product managers, engineers, and others to turn user feedback and market trends into fresh design ideas. They manage the balance and prioritize features to make the product experience engaging and consistent.

Design leaders might do user research, test usability, and review design to check and refine the product design. Their main aim is to make the product stand out and succeed in the market through thoughtful design leadership.

Practice leadership involves overseeing the overall approach and standards within a design organization or team. This includes setting the strategic direction, establishing methodologies, and building a culture of creativity and innovation within the team.

Such design leaders guide the team in adhering to best practices, promoting collaboration, and driving innovation. They provide mentorship, support professional development, and ensure that the practice stays aligned with industry trends and emerging technologies. Leading the practice also involves advocating for design's value and impact within the organization and beyond.

People leadership is about creating a good environment for the team. It's not just about managing tasks and projects, but also helping team members grow and develop.

A leader in this area understands each team member’s strengths and goals. They create a culture that supports trying new things, learning, and helping each other. By setting clear goals, providing helpful feedback and chances to grow professionally, these leaders make sure their teams are productive, involved, and motivated. Their main goal is to build a team where everyone feels important, understood, and ready to do their best work.

Organizational leadership is about making design thinking a key part of how a company works and its culture. Leaders here are forward-thinkers who look past just the design projects. They understand how design can shape business plans, spark innovation, and give the company an edge over others. Their job is to promote the importance of design in the whole organization, making sure that design ideas are part of decisions in different areas.

Becoming a design leader starts with knowing yourself well — understanding what you're good at and where you could use some improvement. A valuable tool in this self-discovery process is the 360-degree feedback approach. This method involves collecting insights about your work habits and skills from a variety of sources, including colleagues, managers, and those you may oversee. The goal is to get a well-rounded view of yourself through the eyes of others, shedding light on aspects of your professional behavior you might not have recognized.

This comprehensive feedback can highlight specific areas where you may lack knowledge or skills, offering a clearer direction for personal and professional development. With these insights, you can build a focused plan to address these gaps, setting clear objectives and milestones for your growth.^[1]

Continuous learning is crucial for design leaders as the design field is always changing, thanks to new technologies, shifts in what consumers want, and new design philosophies. It's key for leading teams effectively, sparking innovation, and keeping ahead of competitors.^[2]

Some ways to embrace continuous learning include:

• Participating in workshops and conferences to gain new insights and network with peers
• Subscribing to industry journals and online platforms for the latest trends and case studies
• Setting aside regular time for self-directed learning through online courses in emerging design tools and methods
• Cultivating a culture of knowledge-sharing within their team
• Encouraging members to learn from each other’s expertise and experiences

Design leaders who truly stand out know that success is a team game. They're like the captains of a sports team, always making sure everyone is playing well together. Their main job? To make sure the team is in the spotlight, not just them. They get to know what each team member is good at, and then help them get even better at it.

They're always there with a word of encouragement or some helpful advice, making sure the team grows stronger and ready to tackle whatever comes next. And when it’s time to show off the team's hard work to the rest of the company, these leaders are the team's biggest cheerleaders. They make sure the team gets the recognition and everything else they need to keep winning. It's all about building a team where everyone feels like their contributions are useful and valued.

Delegation is a word that is often used in combination with leadership. But what exactly is delegation? It’s certainly not just about handing off tasks you don't want to do. ln fact, it’s a powerful way to empower your team members. It’s about giving them the chance to grow their skills and showing trust in their abilities.

The trick to good delegation is choosing the right person for the task and explaining why they've been chosen and how it will help them grow. This turns a simple task into a learning opportunity and a chance to shine. Remember, just dumping tasks on someone without thought is not leadership — it misses the whole point of delegation. True leaders use delegation as a tool to build their team’s confidence and skills, creating a stronger, more capable team ready to tackle bigger challenges.

Another key responsibility of a design leader is to empower and guide their team members. Empowering them means giving team members the autonomy to make decisions and take on responsibilities, showing trust in their abilities and judgment. This encourages confidence and fosters a sense of ownership over their work.

Guiding involves providing clear direction, sharing valuable insights, and offering constructive feedback. It's about helping team members navigate challenges and grow professionally.

Some ways of doing this include:

• Setting up regular check-ins
• Offering tailored advice to each individual and situation
• Establishing clear, achievable goals.

Striking the right balance between empowering and guiding can help design leaders ensure that their team performs well while feeling motivated to contribute their best work towards the team's objectives.

When a team achieves something, big or small, good leaders take the time to recognize and appreciate the contribution. This celebration can be anything from a shout-out in a team meeting, a group lunch, or even just sending a thank-you note. It helps build a positive atmosphere where people feel valued and appreciated, making them more motivated and engaged with their work. Plus, it’s a reminder that every member plays a crucial role in the team's success.

Taking responsibility for failures is a hallmark of a good design leader. It means acknowledging when things don't go as planned and understanding that as the person setting the direction and nurturing the team, it's part of your role to shoulder the blame when necessary.

Why is this important? Because it builds trust and respect within the team. When a leader admits to a mistake, it shows they’re honest and fair, creating a safe space for everyone to learn and grow from their own missteps. Plus, it sets the stage for solving problems together, instead of wasting time blaming.

How can leaders do this? Start by openly acknowledging when things don’t go as planned, discuss what can be learned, and involve the team in finding solutions. This approach strengthens the team and encourages a culture of accountability and continuous improvement.

For leaders, setting a good example is crucial because it shows the team how to act, think, and solve problems. When leaders demonstrate qualities like honesty, hard work, and kindness, they’re not just telling their team what to do; they’re showing them. This is powerful because actions often speak louder than words.

Good leaders do this by tackling challenges head-on, treating everyone with respect, and being open about their own learning journey, including the mistakes they make and how they overcome them. By being a living example of the values and behaviors they want to see in their team, they inspire and motivate their team to follow suit.^[3]