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The Design Career Journey-Leading Design 2019

As leaders, creating equity and connecting our people to purpose is one of our most important responsibilities. In this talk, I share the impact that career progression ladders have and some guiding principles on developing one for your organization.

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The Design Career Journey-Leading Design 2019

  1. 1. Career Journey THE DESIGN Leading Design NYC 2019
  2. 2. We have a career progression for engineering and product management, but not for design.
  3. 3. I’ve never seen anyone survive that. Good luck. Bob Baxley, Design Executive
  4. 4. The most valuable assets of the 20th- century company were its production equipment. The most valuable assets of the 21st-century institution will be its knowledge workers and their productivity. Peter Drucker
  5. 5. What are we doing to create equity and connect people to purpose?
  6. 6. Product Process People
  7. 7. Product Process People
  8. 8. Product Process People
  9. 9. ARE ACTIVELY LOOKING FOR NEW OPPORTUNITIES DUE TO POOR LEADERSHIP OR MANAGEMENT. GALLUP 51% OF EMPLOYEES
  10. 10. VOLUNTARILY LEFT THEIR JOBS IN OCT 2018 TO SEEK EMPLOYMENT ELSEWHERE 3.5MILLION EMPLOYEES US DEPARTMENT OF LABOR STATISTICS
  11. 11. INVEST PEOPLE Not just PROCESS AND TOOLS In
  12. 12. Poor leadership/management Lack of career path Lack of meaning/purpose 47% 35% 31% Stopped learning 28% Better opportunity/pay 18% Hostile work environment 18% Commute 18% Work-life balance 15% Lack of ownership Moved 14% 7% Laid off 2% Promoted 2% Company shut down 1% Reorg 1% Acquired 1% WHY DID YOU LEAVE YOUR LAST ROLE? DESIGN CAREER INDEX ANNUAL REPORT 2019
  13. 13. If people don’t see a future at your company, they will find it somewhere else.
  14. 14. SOURCE: Josh Bersin, Deloitte Consulting LLP TOTAL COST OF LOSING AN EMPLOYEE • 40% of a mid-level annual salary • 125-150% of a senior level or manager annual salary • 213% of an executives annual salary
  15. 15. Workforce Generation Millennial Gen X MILLENNIALS NOW REPRESENT 51% THE WORKFORCE. THEY PLACE AN EVEN HIGHER VALUE ON PEOPLE AND PURPOSE THAN PREVIOUS GENERATIONS.
  16. 16. Our music is on Spotify. Our hotels are AirBNB. Our cars are Uber and Lyft. We are a generation that owns nothing. B. Evans
  17. 17. WHAT Can we do?
  18. 18. How can we create equity and connect people to purpose?
  19. 19. Companies with career ladders and design leaders at the executive level had a 50% higher employee engagement, lower attrition, and up to 250% longer retention rates. DESIGN CAREER INDEX ANNUAL REPORT 2019
  20. 20. We’ve been working on a career ladder for the past year-and-a-half. Other priorities keep getting in the way.
  21. 21. DESIGN CAREER INDEX ANNUAL REPORT 2019 28% Pay Bands 0.6% Competency 0.3% Score card 29%Have a career progression 71% Lack a career progression
  22. 22. Just winging it isn’t a strategy for developing your team.
  23. 23. As leaders, we are in the people business.
  24. 24. Leadership isn’t a position. It’s a responsibility.
  25. 25. The career progression framework.
  26. 26. The Career Progression Framework 1 2 3 A set of established norms Separate tracks for makers and managers Rubric for assessing skill mastery and influence
  27. 27. Set of established norms01
  28. 28. Competency Index—Makers and Managers Makers—Establish a set of table stakes competencies. These apply regardless of specialization.01 Managers/Leaders—Leadership requires a different skillset with greater emphasis on influence.02 Craft Product thinking Process Critique Balance business + design Communication Storytelling Presentation Listening Fluencey Influence Cultural stewardship Mentoring Change agent Engagement Relationships Collaboration Awareness Ownership Personal development Manages priorities Influence Vision Awareness Cultural stewardship Evangelism Transparency Relationships + diplomacy Mentoring + coaching Ownership Manages priorities Personal development Business value Communication Listening Presentation Development Empowerment Recruiting Career growth Oganization design
  29. 29. Separate tracks for makers and managers02
  30. 30. Progression Index 4 7 3 6 2 5 1 P6 P5 P4 P3 P2 P1 M4/E3 M3/E2 M2/E1 M1 CDO Fellow VP Principal Director Lead Staff Manager Senior Junior Craft Communication Ownership Engagement Influence Communication Ownership Development Influence MAKER MANAGER/LEADER LEADERSHIP
  31. 31. An assessment score card03
  32. 32. Competency Assessment 4 3 2 5 1 Master—acts as an evangelist and develops new levels of applying competency. Impact and influence at industry level. Advanced—leads and mentors others in compentency. Impact and influence at company level. Proficient—advocates for and demonstrates best practices in competency. Impact and influence at organization level. Competent—initiates on their own and demonstrates strong competency with minimal supervision. Impact at team level. Novice—learning and able to deliver on competency with supervision. Impact at individual or sub-product level. SELF/PRODUCT TEAM ORGANIZATION COMPANY INDUSTRY Reach of impact and influence
  33. 33. Ownership—Personal Development Continuous learning. Actively participates in self improvement beyond day- to-day tasks. 4 3 2 5 1 Advanced—leads and mentors others in personal development. Sought out by others at the company level. BEHAVIORS • Seeks personal development outside of the workplace • Mentors others to find personal development opportunities • Stays current on industry trends • Has a coach, mentor, or personal board of directors Craft Communication Ownership Engagement Influence Development plan Here are a few ways you can increase ownership of your personal growth and development.
  34. 34. This canvas model allowed me to evaluate my entire team of 25 in under 15 minutes. I’ve been trying to do this for three weeks with our previous version.
  35. 35. People can own their own career development path.
  36. 36. How will you create equity and connect your people to purpose?
  37. 37. Thank you! 2019 Design career index annual report http://bit.ly/DCI-LDNYC2019

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