SlideShare a Scribd company logo
DESIGN LEADERSHIP
TRUISMS
PETER MER-HOLZER
@PETERME
Inspiration from, and apologies to, Jenny Holzer
DESIGNERS WERE
MILLENIALS BEFORE
THERE WERE
MILLENNIALS
PEOPLE ARE NOT THEIR
JOB TITLES
TEAM MEMBERS ARE NOT
“RESOURCES”
PEOPLE WORK BEST
WHEN THEY CAN BE
THEIR FULL SELVES
IF YOUR TEAM’S WORK
ISN’T GOOD, YOU DIDN’T
SET CLEAR EXPECTATIONS
BAD DESIGN IS A RESULT
OF CONTEXT, NOT
INDIVIDUAL APTITUDE
IF YOU FOCUS ON THE
ORGANIZATION, QUALITY
WILL TAKE CARE OF
ITSELF
DESIGN QUALITY IS
SUBJECTIVE
YOU CANNOT CALCULATE
AN ROI FOR DESIGN
YOU WILL SPEND MORE
TIME IN SPREADSHEETS
THAN DESIGN TOOLS
OPENING A PRODUCTION
DESIGN TOOL IS LIKELY A
SIGN OF FAILURE
FRAMING THE PROBLEM
IS MORE IMPORTANT
THAN SOLVING THE
PROBLEM
(DESIGN) LEADERSHIP IS
MORE TALKING THAN
DOING
YOU’LL DO A BETTER JOB
IF YOU LIGHTEN UP
IF YOU HAVEN’T PISSED
SOMEONE OFF, YOU’RE
NOT DOING YOUR JOB
RIGHT
FOR SOMEONE WHO TALKS
A LOT ABOUT EMPATHY,
YOU SHOW LITTLE FOR
YOUR COLLEAGUES
NO ONE OUTSIDE YOUR
TEAM UNDERSTANDS
WHAT IT TAKES TO DO
GOOD WORK
THE OUTCOMES ARE
BETTER WHEN EVERYONE
IS A DESIGNER
DESIGN IS INTERESTING
BECAUSE IT IS
DIFFERENT
AGILE
TRANSFORMATIONS ARE
HOSTILE TO GOOD DESIGN
INTROVERSION INHIBITS
DESIGN’S ULTIMATE
IMPACT
WHAT A DESIGN TEAM
NEEDS MOST IS A CLEAR
SENSE OF PURPOSE
A DESIGN TEAM WITHOUT
A CHARTER IS A TEAM
OVERWHELMED AND
UNDERAPPRECIATED
MAKING AN EFFORT TO
CONNECT TO ‘BUSINESS
VALUE’ GOES A LONG WAY
YOU ARE ON THE FRONT
LINE OF A GLOBAL WAR
FOR TALENT
EVERYONE APPLYING FOR
A ROLE HAS AN INFLATED
TITLE
INTERVIEWS ARE A POOR
WAY OF ASSESSING
CANDIDATES
DESIGN EXERCISES ARE A
BAD INTERIEWING
PRACTICE
YOU WILL NEVER HAVE
ENOUGH DESIGNERS
YOU WILL NEVER HAVE
ENOUGH TIME
THE SKILLS THAT GOT YOU
HERE ARE NOT THE
SKILLS THAT WILL CARRY
YOU FORWARD
DESIGNERS WERE MILLENIALS BEFORE THERE WERE
MILLENNIALS
PEOPLE ARE NOT THEIR JOB TITLES
TEAM MEMBERS ARE NOT “RESOURCES”
PEOPLE WORK BEST WHEN THEY CAN BE THEIR FULL
SELVES
IF YOUR TEAM’S WORK ISN’T GOOD, YOU DIDN’T SET
CLEAR EXPECTATIONS
BAD DESIGN IS A RESULT OF CONTEXT, NOT INDIVIDUAL
APTITUDE
IF YOU FOCUS ON THE ORGANIZATION, QUALITY WILL
TAKE CARE OF ITSELF
DESIGN QUALITY IS SUBJECTIVE
YOU CANNOT CALCULATE AN ROI FOR DESIGN
YOU WILL SPEND MORE TIME IN SPREADSHEETS THAN
DESIGN TOOLS
OPENING A PRODUCTION DESIGN TOOL IS LIKELY A SIGN
OF FAILURE
FRAMING THE PROBLEM IS MORE IMPORTANT THAN
SOLVING THE PROBLEM
(DESIGN) LEADERSHIP IS MORE TALKING THAN DOING
YOU’LL DO A BETTER JOB IF YOU LIGHTEN UP
IF YOU HAVEN’T PISSED SOMEONE OFF, YOU’RE NOT
DOING YOUR JOB RIGHT
FOR SOMEONE WHO TALKS A LOT ABOUT EMPATHY, YOU
SHOW LITTLE FOR YOUR COLLEAGUES
NO ONE OUTSIDE YOUR TEAM UNDERSTANDS WHAT IT
TAKES TO DO GOOD WORK
THE OUTCOMES ARE BETTER WHEN EVERYONE IS A
DESIGNER
DESIGN IS INTERESTING BECAUSE IT IS DIFFERENT
AGILE TRANSFORMATIONS ARE HOSTILE TO GOOD DESIGN
INTROVERSION INHIBITS DESIGN’S ULTIMATE IMPACT
WHAT A DESIGN TEAM NEEDS MOST IS A CLEAR SENSE OF
PURPOSE
A DESIGN TEAM WITHOUT A CHARTER IS A TEAM
OVERWHELMED AND UNDERAPPRECIATED
MAKING AN EFFORT TO CONNECT TO ‘BUSINESS VALUE’
GOES A LONG WAY
YOU ARE ON THE FRONT LINE OF A GLOBAL WAR FOR
TALENT
EVERYONE APPLYING FOR A ROLE HAS AN INFLATED TITLE
INTERVIEWS ARE A POOR WAY OF ASSESSING CANDIDATES
DESIGN EXERCISES ARE A BAD INTERIEWING PRACTICE
YOU WILL NEVER HAVE ENOUGH DESIGNERS
YOU WILL NEVER HAVE ENOUGH TIME
THE SKILLS THAT GOT YOU HERE ARE NOT THE SKILLS
THAT WILL CARRY YOU FORWARD
Architect
Champion
Diplomat
Peter Merholz
COACH
The Four Archetypes of the Complete Design Leader
http://petermerholz.com@peterme
Let go
Leadership is about leverage
COACH
Diplomat
manage down
manage across
manage up
DL
Champion
COACH
Getting the most out of your team
Pat Summitt,

most NCAA 

basketball wins
Articulate a vision for success
COACH
Tell the broad story, let the team figure out the details

Focus on outcomes, not output

Set clear expectations
Go from 10,000ft to 1ft without getting the bends

Lead constructive critique…and speak last

Team stuck? Reframe the problem
Provide guidance
COACH
Let them mess up
Make clear what’s acceptable

Don’t dodge difficult conversations
Hold them accountable
It’s how we learn

Covering for them becomes a crutch
COACH
Diplomat
Working cross-functionally to ensure

design’s voice in the process
Eleanor Roosevelt,

First chairperson of
the UN Commission
on Human Rights
Appreciate cross-functional peers’ perspectives, clients’ perspectives

Learn their language

Speak up
Diplomat
Engage with non-designers
Design shouldn’t be a black box that 

receives requirements and spits out artifacts

Welcome people into your work; make yourself a part of their work

“Intake” is a symptom of a failed engagement model
Diplomat
True collaboration, no agency model
Diplomat
Assume 

positive intent
Avoid victim stances

Everybody is doing their best
Don’t accommodate to the dominant culture

Have principles and purpose
Stand strong for
your ideals
KEEP
DESIGN
WEIRDDiplomat
Champion
Fighting for your team 

and your function
Shirley Chisholm, first black
woman Congressperson,
champion for at-risk populations
(Over-) Communicate about the awesome work your team is doing
Champion
Evangelize
Fight for your team’s good work

Stand up to executives who don’t know better

Don’t let the team get run over or spread too thin
Champion
Protector
Don’t give up on what your team needs – 

staffing, hardware, software, facilities, policies, education, pay
Champion
Relentless
DL
D
D
D
CS D
S
Scaling from a design team…
…to a design org
HD
D
D
D
CS D
TL
D
D
D
CS D
TL
R
HD
D
D
D
CS D
TL
D
D
D
CS D
TL
R
D
D
D
CS D
TL
R
PM
…to a design org
Architect
Shape your org as it scales
Julia Morgan,
pioneering
California architect
Draft a Charter
Architect
Team’s need a shared sense of purpose as they scale

Mission (reason for existing); Vision (impact); Values (what you uphold)

Make that charter tangible
Figure out your organizational model
Architect
Make

an

Appointment
Buyer
Design 

Team
Seller
Design

Team
S S
D D
TL
S S
D D
TL
Growth
Seller Tools
Search/
Browse
Product
Page
Shopping
Cart and
Checkout
Reviews
Buyer 

Experience
Seller 

Experience
D
Define Roles and Build a Levels Framework
Levels
Job postings
Candidate
assessment
Training
Performance
reviews
Recruiting 

and hiring
Professional

Development
Team
composition
Delivery
Architect
0
b) Shi rt/blouse
without pockets. On a blazer (fig. e) ,
the top edge of the patch aligns with
the left breast pocket.
(fig. g) . patch. This configuration is worn on
both shoulders of the uniform, on both
shirts (fig. f) and outer-jackets. A light
blue shirt and hat with dark blue
trousers or skirt is recommended .
N/5/
d) Laboratory coat
c) Flight suit/mechanic suit
IIEmergency/security patches
e) BlazerI sport jacket
g) Hardhat/helmet
f) Emergency/security
sh irt (side view)
Develop agreed-upon criteria

(brand personality characteristics,

experience principles, 

design systems)

Embrace subjectivity

examples of quality work
Define design quality
Architect
Architect
Recruiting
Role Definition
Retention
Employee experience
Levels/Career Paths
Performance Review
Compensation
Reputation
Outreach
“Talent Brand”
Planning and Prioritization
Schedules
Budgets
Headcount
Measurement
Tools and Services
ResearchOps
Facilities
Policies
Staffing (Agencies, Contractors)
Design People Design Practice Design Programs
Professional development
Skills building
Training/education
Content development
Methodology / process descriptions
Internal Events
Establish Design Operations
Architect
Champion
Diplomat
COACH
You need to do all of this
Thank you.
Thank you.
Thank you.
Thank you.
Peter Merholz http://petermerholz.com@peterme

More Related Content

What's hot

Creating a Core Strategy with the UX Strategy Blueprint
Creating a Core Strategy with the UX Strategy BlueprintCreating a Core Strategy with the UX Strategy Blueprint
Creating a Core Strategy with the UX Strategy Blueprint
Jim Kalbach
 

What's hot (20)

5 Point Checklist to Create Powerful Cover Slides
5 Point Checklist to Create Powerful Cover Slides5 Point Checklist to Create Powerful Cover Slides
5 Point Checklist to Create Powerful Cover Slides
 
Visual tools to design
Visual tools to designVisual tools to design
Visual tools to design
 
Service design Workshop
Service design WorkshopService design Workshop
Service design Workshop
 
A Lean Design Process for Creating Awesome UX
A Lean Design Process for Creating Awesome UXA Lean Design Process for Creating Awesome UX
A Lean Design Process for Creating Awesome UX
 
Organization Design for Design Organizations - CanUX 2015
Organization Design for Design Organizations - CanUX 2015Organization Design for Design Organizations - CanUX 2015
Organization Design for Design Organizations - CanUX 2015
 
Rapid Mapping for Sprints
Rapid Mapping for SprintsRapid Mapping for Sprints
Rapid Mapping for Sprints
 
IDEO - Design thinking workshop 2016
IDEO - Design thinking workshop 2016IDEO - Design thinking workshop 2016
IDEO - Design thinking workshop 2016
 
UX Strategy - the secret sauce that defines the pixie dust
UX Strategy - the secret sauce that defines the pixie dustUX Strategy - the secret sauce that defines the pixie dust
UX Strategy - the secret sauce that defines the pixie dust
 
Shaping Organizations to Deliver Great User Experiences
Shaping Organizations to Deliver Great User ExperiencesShaping Organizations to Deliver Great User Experiences
Shaping Organizations to Deliver Great User Experiences
 
UX Basics Workshop - Guest Lecture at NSCAD University
UX Basics Workshop - Guest Lecture at NSCAD UniversityUX Basics Workshop - Guest Lecture at NSCAD University
UX Basics Workshop - Guest Lecture at NSCAD University
 
Jobs To Be Done Workshop
Jobs To Be Done WorkshopJobs To Be Done Workshop
Jobs To Be Done Workshop
 
Creating and maintaining a design system for 130 teams - Bethany Sonefeld
Creating and maintaining a design system for 130 teams - Bethany SonefeldCreating and maintaining a design system for 130 teams - Bethany Sonefeld
Creating and maintaining a design system for 130 teams - Bethany Sonefeld
 
Enabling Autonomy at Spotify
Enabling Autonomy at SpotifyEnabling Autonomy at Spotify
Enabling Autonomy at Spotify
 
How to do effective pi planning?
How to do effective pi planning?How to do effective pi planning?
How to do effective pi planning?
 
Google Design sprint
Google Design sprintGoogle Design sprint
Google Design sprint
 
Creating a Core Strategy with the UX Strategy Blueprint
Creating a Core Strategy with the UX Strategy BlueprintCreating a Core Strategy with the UX Strategy Blueprint
Creating a Core Strategy with the UX Strategy Blueprint
 
Forming Continuous Discovery Habits to increase speed of learning and drive a...
Forming Continuous Discovery Habits to increase speed of learning and drive a...Forming Continuous Discovery Habits to increase speed of learning and drive a...
Forming Continuous Discovery Habits to increase speed of learning and drive a...
 
UX Maturity Models
UX Maturity Models   UX Maturity Models
UX Maturity Models
 
System of Delivery: An Intro to Our Governance Model
System of Delivery: An Intro to Our Governance ModelSystem of Delivery: An Intro to Our Governance Model
System of Delivery: An Intro to Our Governance Model
 
Design sprint info deck
Design sprint info deckDesign sprint info deck
Design sprint info deck
 

Similar to DESIGN LEADERSHIP TRUISMS and COACH, DIPLOMAT, CHAMPION, ARCHITECT

Great Design Through People Skills
Great Design Through People SkillsGreat Design Through People Skills
Great Design Through People Skills
Christina Wodtke
 
Program managementasseenbytroyma
Program managementasseenbytroymaProgram managementasseenbytroyma
Program managementasseenbytroyma
Troy Ma
 

Similar to DESIGN LEADERSHIP TRUISMS and COACH, DIPLOMAT, CHAMPION, ARCHITECT (20)

Coach, Diplomat, Champion, Architect: The Complete Design Leader
Coach, Diplomat, Champion, Architect: The Complete Design LeaderCoach, Diplomat, Champion, Architect: The Complete Design Leader
Coach, Diplomat, Champion, Architect: The Complete Design Leader
 
Cloverleaf remote skills for success
Cloverleaf remote skills for successCloverleaf remote skills for success
Cloverleaf remote skills for success
 
Talent Development Workshop IAD15
Talent Development Workshop IAD15Talent Development Workshop IAD15
Talent Development Workshop IAD15
 
Designing & Driving UX Careers
Designing & Driving UX CareersDesigning & Driving UX Careers
Designing & Driving UX Careers
 
Designing and Driving UX Careers: A Framework for Empowering UX Teams (Ian Sw...
Designing and Driving UX Careers: A Framework for Empowering UX Teams (Ian Sw...Designing and Driving UX Careers: A Framework for Empowering UX Teams (Ian Sw...
Designing and Driving UX Careers: A Framework for Empowering UX Teams (Ian Sw...
 
Great Design Through People Skills
Great Design Through People SkillsGreat Design Through People Skills
Great Design Through People Skills
 
Conflict Resolution For Teams
Conflict Resolution For TeamsConflict Resolution For Teams
Conflict Resolution For Teams
 
PM and Cross-Functional Teams by Gov Digital Service Prod Mgr
PM and Cross-Functional Teams by Gov Digital Service Prod MgrPM and Cross-Functional Teams by Gov Digital Service Prod Mgr
PM and Cross-Functional Teams by Gov Digital Service Prod Mgr
 
Design at Scale is People!
Design at Scale is People! Design at Scale is People!
Design at Scale is People!
 
HOW Design Conference 2010 Process Imporvement
HOW Design Conference 2010  Process ImporvementHOW Design Conference 2010  Process Imporvement
HOW Design Conference 2010 Process Imporvement
 
Difficult Conversations in Creative Environments ~ IA Summit 2009
Difficult Conversations in Creative Environments ~ IA Summit 2009Difficult Conversations in Creative Environments ~ IA Summit 2009
Difficult Conversations in Creative Environments ~ IA Summit 2009
 
Increasing Design Influence by adapting your voice to your organization's dec...
Increasing Design Influence by adapting your voice to your organization's dec...Increasing Design Influence by adapting your voice to your organization's dec...
Increasing Design Influence by adapting your voice to your organization's dec...
 
How to think about service like a product designer
How to think about service like a product designerHow to think about service like a product designer
How to think about service like a product designer
 
Managing your tech career
Managing your tech careerManaging your tech career
Managing your tech career
 
The Individual Contributor Path - DPC2024
The Individual Contributor Path - DPC2024The Individual Contributor Path - DPC2024
The Individual Contributor Path - DPC2024
 
Program managementasseenbytroyma
Program managementasseenbytroymaProgram managementasseenbytroyma
Program managementasseenbytroyma
 
Slide Show Work Teams That Work 010309
Slide Show   Work Teams That Work   010309Slide Show   Work Teams That Work   010309
Slide Show Work Teams That Work 010309
 
Designing Adaptive Careers - Better Software 2015
Designing Adaptive Careers - Better Software 2015Designing Adaptive Careers - Better Software 2015
Designing Adaptive Careers - Better Software 2015
 
Lecture 03
Lecture 03Lecture 03
Lecture 03
 
[Workshop] Organization Experience - A framework for Adaptive Careers
[Workshop] Organization Experience - A framework for Adaptive Careers[Workshop] Organization Experience - A framework for Adaptive Careers
[Workshop] Organization Experience - A framework for Adaptive Careers
 

Recently uploaded

Research about Venice ppt for grade 6f anas
Research about Venice ppt for grade 6f anasResearch about Venice ppt for grade 6f anas
Research about Venice ppt for grade 6f anas
anasabutalha2013
 
Heuristic Evaluation of System & Application
Heuristic Evaluation of System & ApplicationHeuristic Evaluation of System & Application
Heuristic Evaluation of System & Application
Jaime Brown
 
一比一原版格林威治大学毕业证成绩单如何办理
一比一原版格林威治大学毕业证成绩单如何办理一比一原版格林威治大学毕业证成绩单如何办理
一比一原版格林威治大学毕业证成绩单如何办理
cyebo
 
Knowing, Understanding and Planning Cities- Role and Relevance Physical Plan...
Knowing, Understanding and Planning Cities- Role and Relevance  Physical Plan...Knowing, Understanding and Planning Cities- Role and Relevance  Physical Plan...
Knowing, Understanding and Planning Cities- Role and Relevance Physical Plan...
JIT KUMAR GUPTA
 
National-Learning-Camp 2024 deped....pptx
National-Learning-Camp 2024 deped....pptxNational-Learning-Camp 2024 deped....pptx
National-Learning-Camp 2024 deped....pptx
AlecAnidul
 
一比一原版谢菲尔德大学毕业证成绩单如何办理
一比一原版谢菲尔德大学毕业证成绩单如何办理一比一原版谢菲尔德大学毕业证成绩单如何办理
一比一原版谢菲尔德大学毕业证成绩单如何办理
cyebo
 

Recently uploaded (20)

Research about Venice ppt for grade 6f anas
Research about Venice ppt for grade 6f anasResearch about Venice ppt for grade 6f anas
Research about Venice ppt for grade 6f anas
 
Eric Parein CV. Parein in English is best pronounced as PARE-IN
Eric Parein CV. Parein in English is best pronounced as PARE-INEric Parein CV. Parein in English is best pronounced as PARE-IN
Eric Parein CV. Parein in English is best pronounced as PARE-IN
 
Redefining Globalization, urbanisation and Localisation
Redefining Globalization, urbanisation and LocalisationRedefining Globalization, urbanisation and Localisation
Redefining Globalization, urbanisation and Localisation
 
FW25-26 Fashion Key Items Trend Book Peclers Paris
FW25-26 Fashion Key Items Trend Book Peclers ParisFW25-26 Fashion Key Items Trend Book Peclers Paris
FW25-26 Fashion Key Items Trend Book Peclers Paris
 
Week of Action 2022_EIT Climate-KIC_Headers
Week of Action 2022_EIT Climate-KIC_HeadersWeek of Action 2022_EIT Climate-KIC_Headers
Week of Action 2022_EIT Climate-KIC_Headers
 
bobbi goods amelie y ximena # Bobbie gods forever
bobbi goods amelie y ximena # Bobbie gods foreverbobbi goods amelie y ximena # Bobbie gods forever
bobbi goods amelie y ximena # Bobbie gods forever
 
Heuristic Evaluation of System & Application
Heuristic Evaluation of System & ApplicationHeuristic Evaluation of System & Application
Heuristic Evaluation of System & Application
 
The Design Code Google Developer Student Club.pptx
The Design Code Google Developer Student Club.pptxThe Design Code Google Developer Student Club.pptx
The Design Code Google Developer Student Club.pptx
 
The Impact of Artificial Intelligence on Modern Healthcare.pptx
The Impact of Artificial Intelligence on Modern Healthcare.pptxThe Impact of Artificial Intelligence on Modern Healthcare.pptx
The Impact of Artificial Intelligence on Modern Healthcare.pptx
 
Design lessons from Singapore | Volume 3
Design lessons from Singapore | Volume 3Design lessons from Singapore | Volume 3
Design lessons from Singapore | Volume 3
 
一比一原版格林威治大学毕业证成绩单如何办理
一比一原版格林威治大学毕业证成绩单如何办理一比一原版格林威治大学毕业证成绩单如何办理
一比一原版格林威治大学毕业证成绩单如何办理
 
Knowing, Understanding and Planning Cities- Role and Relevance Physical Plan...
Knowing, Understanding and Planning Cities- Role and Relevance  Physical Plan...Knowing, Understanding and Planning Cities- Role and Relevance  Physical Plan...
Knowing, Understanding and Planning Cities- Role and Relevance Physical Plan...
 
Recycled Modular Low Cost Construction .pdf
Recycled Modular Low Cost Construction .pdfRecycled Modular Low Cost Construction .pdf
Recycled Modular Low Cost Construction .pdf
 
National-Learning-Camp 2024 deped....pptx
National-Learning-Camp 2024 deped....pptxNational-Learning-Camp 2024 deped....pptx
National-Learning-Camp 2024 deped....pptx
 
Claire's designing portfolio presentation
Claire's designing portfolio presentationClaire's designing portfolio presentation
Claire's designing portfolio presentation
 
一比一原版谢菲尔德大学毕业证成绩单如何办理
一比一原版谢菲尔德大学毕业证成绩单如何办理一比一原版谢菲尔德大学毕业证成绩单如何办理
一比一原版谢菲尔德大学毕业证成绩单如何办理
 
Heidi Livengood's Professional CADD Portfolio
Heidi Livengood's Professional CADD PortfolioHeidi Livengood's Professional CADD Portfolio
Heidi Livengood's Professional CADD Portfolio
 
Abdulaziz Tariq Abdulaziz Mustafa CV 2024
Abdulaziz Tariq Abdulaziz Mustafa CV 2024Abdulaziz Tariq Abdulaziz Mustafa CV 2024
Abdulaziz Tariq Abdulaziz Mustafa CV 2024
 
Art Nouveau Movement Presentation for Art History.
Art Nouveau Movement Presentation for Art History.Art Nouveau Movement Presentation for Art History.
Art Nouveau Movement Presentation for Art History.
 
Dos And Dont's Of Logo Design For 2024..
Dos And Dont's Of Logo Design For 2024..Dos And Dont's Of Logo Design For 2024..
Dos And Dont's Of Logo Design For 2024..
 

DESIGN LEADERSHIP TRUISMS and COACH, DIPLOMAT, CHAMPION, ARCHITECT

  • 3. PEOPLE ARE NOT THEIR JOB TITLES
  • 4. TEAM MEMBERS ARE NOT “RESOURCES”
  • 5. PEOPLE WORK BEST WHEN THEY CAN BE THEIR FULL SELVES
  • 6. IF YOUR TEAM’S WORK ISN’T GOOD, YOU DIDN’T SET CLEAR EXPECTATIONS
  • 7. BAD DESIGN IS A RESULT OF CONTEXT, NOT INDIVIDUAL APTITUDE
  • 8. IF YOU FOCUS ON THE ORGANIZATION, QUALITY WILL TAKE CARE OF ITSELF
  • 10. YOU CANNOT CALCULATE AN ROI FOR DESIGN
  • 11. YOU WILL SPEND MORE TIME IN SPREADSHEETS THAN DESIGN TOOLS
  • 12. OPENING A PRODUCTION DESIGN TOOL IS LIKELY A SIGN OF FAILURE
  • 13. FRAMING THE PROBLEM IS MORE IMPORTANT THAN SOLVING THE PROBLEM
  • 14. (DESIGN) LEADERSHIP IS MORE TALKING THAN DOING
  • 15. YOU’LL DO A BETTER JOB IF YOU LIGHTEN UP
  • 16. IF YOU HAVEN’T PISSED SOMEONE OFF, YOU’RE NOT DOING YOUR JOB RIGHT
  • 17. FOR SOMEONE WHO TALKS A LOT ABOUT EMPATHY, YOU SHOW LITTLE FOR YOUR COLLEAGUES
  • 18. NO ONE OUTSIDE YOUR TEAM UNDERSTANDS WHAT IT TAKES TO DO GOOD WORK
  • 19. THE OUTCOMES ARE BETTER WHEN EVERYONE IS A DESIGNER
  • 20. DESIGN IS INTERESTING BECAUSE IT IS DIFFERENT
  • 23. WHAT A DESIGN TEAM NEEDS MOST IS A CLEAR SENSE OF PURPOSE
  • 24. A DESIGN TEAM WITHOUT A CHARTER IS A TEAM OVERWHELMED AND UNDERAPPRECIATED
  • 25. MAKING AN EFFORT TO CONNECT TO ‘BUSINESS VALUE’ GOES A LONG WAY
  • 26. YOU ARE ON THE FRONT LINE OF A GLOBAL WAR FOR TALENT
  • 27. EVERYONE APPLYING FOR A ROLE HAS AN INFLATED TITLE
  • 28. INTERVIEWS ARE A POOR WAY OF ASSESSING CANDIDATES
  • 29. DESIGN EXERCISES ARE A BAD INTERIEWING PRACTICE
  • 30. YOU WILL NEVER HAVE ENOUGH DESIGNERS
  • 31. YOU WILL NEVER HAVE ENOUGH TIME
  • 32. THE SKILLS THAT GOT YOU HERE ARE NOT THE SKILLS THAT WILL CARRY YOU FORWARD
  • 33. DESIGNERS WERE MILLENIALS BEFORE THERE WERE MILLENNIALS PEOPLE ARE NOT THEIR JOB TITLES TEAM MEMBERS ARE NOT “RESOURCES” PEOPLE WORK BEST WHEN THEY CAN BE THEIR FULL SELVES IF YOUR TEAM’S WORK ISN’T GOOD, YOU DIDN’T SET CLEAR EXPECTATIONS BAD DESIGN IS A RESULT OF CONTEXT, NOT INDIVIDUAL APTITUDE IF YOU FOCUS ON THE ORGANIZATION, QUALITY WILL TAKE CARE OF ITSELF DESIGN QUALITY IS SUBJECTIVE YOU CANNOT CALCULATE AN ROI FOR DESIGN YOU WILL SPEND MORE TIME IN SPREADSHEETS THAN DESIGN TOOLS OPENING A PRODUCTION DESIGN TOOL IS LIKELY A SIGN OF FAILURE FRAMING THE PROBLEM IS MORE IMPORTANT THAN SOLVING THE PROBLEM (DESIGN) LEADERSHIP IS MORE TALKING THAN DOING YOU’LL DO A BETTER JOB IF YOU LIGHTEN UP IF YOU HAVEN’T PISSED SOMEONE OFF, YOU’RE NOT DOING YOUR JOB RIGHT FOR SOMEONE WHO TALKS A LOT ABOUT EMPATHY, YOU SHOW LITTLE FOR YOUR COLLEAGUES NO ONE OUTSIDE YOUR TEAM UNDERSTANDS WHAT IT TAKES TO DO GOOD WORK THE OUTCOMES ARE BETTER WHEN EVERYONE IS A DESIGNER DESIGN IS INTERESTING BECAUSE IT IS DIFFERENT AGILE TRANSFORMATIONS ARE HOSTILE TO GOOD DESIGN INTROVERSION INHIBITS DESIGN’S ULTIMATE IMPACT WHAT A DESIGN TEAM NEEDS MOST IS A CLEAR SENSE OF PURPOSE A DESIGN TEAM WITHOUT A CHARTER IS A TEAM OVERWHELMED AND UNDERAPPRECIATED MAKING AN EFFORT TO CONNECT TO ‘BUSINESS VALUE’ GOES A LONG WAY YOU ARE ON THE FRONT LINE OF A GLOBAL WAR FOR TALENT EVERYONE APPLYING FOR A ROLE HAS AN INFLATED TITLE INTERVIEWS ARE A POOR WAY OF ASSESSING CANDIDATES DESIGN EXERCISES ARE A BAD INTERIEWING PRACTICE YOU WILL NEVER HAVE ENOUGH DESIGNERS YOU WILL NEVER HAVE ENOUGH TIME THE SKILLS THAT GOT YOU HERE ARE NOT THE SKILLS THAT WILL CARRY YOU FORWARD
  • 34. Architect Champion Diplomat Peter Merholz COACH The Four Archetypes of the Complete Design Leader http://petermerholz.com@peterme
  • 38. COACH Getting the most out of your team Pat Summitt,
 most NCAA 
 basketball wins
  • 39. Articulate a vision for success COACH Tell the broad story, let the team figure out the details Focus on outcomes, not output Set clear expectations
  • 40. Go from 10,000ft to 1ft without getting the bends Lead constructive critique…and speak last Team stuck? Reframe the problem Provide guidance COACH
  • 41. Let them mess up Make clear what’s acceptable Don’t dodge difficult conversations Hold them accountable It’s how we learn Covering for them becomes a crutch COACH
  • 42. Diplomat Working cross-functionally to ensure
 design’s voice in the process Eleanor Roosevelt,
 First chairperson of the UN Commission on Human Rights
  • 43. Appreciate cross-functional peers’ perspectives, clients’ perspectives Learn their language Speak up Diplomat Engage with non-designers
  • 44. Design shouldn’t be a black box that 
 receives requirements and spits out artifacts Welcome people into your work; make yourself a part of their work “Intake” is a symptom of a failed engagement model Diplomat True collaboration, no agency model
  • 45. Diplomat Assume 
 positive intent Avoid victim stances Everybody is doing their best Don’t accommodate to the dominant culture Have principles and purpose Stand strong for your ideals
  • 47. Champion Fighting for your team 
 and your function Shirley Chisholm, first black woman Congressperson, champion for at-risk populations
  • 48. (Over-) Communicate about the awesome work your team is doing Champion Evangelize
  • 49. Fight for your team’s good work Stand up to executives who don’t know better Don’t let the team get run over or spread too thin Champion Protector
  • 50. Don’t give up on what your team needs – 
 staffing, hardware, software, facilities, policies, education, pay Champion Relentless
  • 51. DL D D D CS D S Scaling from a design team…
  • 52. …to a design org HD D D D CS D TL D D D CS D TL R
  • 53. HD D D D CS D TL D D D CS D TL R D D D CS D TL R PM …to a design org
  • 54. Architect Shape your org as it scales Julia Morgan, pioneering California architect
  • 55. Draft a Charter Architect Team’s need a shared sense of purpose as they scale Mission (reason for existing); Vision (impact); Values (what you uphold) Make that charter tangible
  • 56. Figure out your organizational model Architect Make an Appointment Buyer Design 
 Team Seller Design
 Team S S D D TL S S D D TL Growth Seller Tools Search/ Browse Product Page Shopping Cart and Checkout Reviews Buyer 
 Experience Seller 
 Experience D
  • 57. Define Roles and Build a Levels Framework Levels Job postings Candidate assessment Training Performance reviews Recruiting 
 and hiring Professional
 Development Team composition Delivery Architect
  • 58. 0 b) Shi rt/blouse without pockets. On a blazer (fig. e) , the top edge of the patch aligns with the left breast pocket. (fig. g) . patch. This configuration is worn on both shoulders of the uniform, on both shirts (fig. f) and outer-jackets. A light blue shirt and hat with dark blue trousers or skirt is recommended . N/5/ d) Laboratory coat c) Flight suit/mechanic suit IIEmergency/security patches e) BlazerI sport jacket g) Hardhat/helmet f) Emergency/security sh irt (side view) Develop agreed-upon criteria
 (brand personality characteristics,
 experience principles, 
 design systems) Embrace subjectivity
 examples of quality work Define design quality Architect
  • 59. Architect Recruiting Role Definition Retention Employee experience Levels/Career Paths Performance Review Compensation Reputation Outreach “Talent Brand” Planning and Prioritization Schedules Budgets Headcount Measurement Tools and Services ResearchOps Facilities Policies Staffing (Agencies, Contractors) Design People Design Practice Design Programs Professional development Skills building Training/education Content development Methodology / process descriptions Internal Events Establish Design Operations
  • 61. Thank you. Thank you. Thank you. Thank you. Peter Merholz http://petermerholz.com@peterme