my leadership approach

I've been in the field for 15+ years as a designer, a researcher, and UX manager. Over the years I've discovered what works and what doesn't in user experience leadership.  Here are some of my core UX leadership principles:

UX as a strategic discipline

The most effective user experience teams feel empowered and are considered peers to business and technology leads. Effective UX teams support each other and 'own' the features they work on. They collaborate on design challenges with other disciplines, and they establish both a product vision as well as design standards. They are not wireframe, mock-up, or research factories; they are critical thinkers vital to product development. UX is, ultimately, a strategic discipline. To that end, I assign designers and researchers to features, work with them to set goals for those features, and let them innovate with their product teams.

UX leadership, not gatekeeping

I am a leader, coach, mentor, and adviser--but I am not a gatekeeper. My job is to build my team's experience and judgment to allow them to innovate for and delight customers without constant intervention. I will provide actionable feedback to improve their work but I do not position myself as a final "gate" they must go through for every task (particularly for senior roles).

UX leaders as UX experts

UX leaders need to have experience in UX research or design work; they can't be generalist managers. This is not to say UX leaders need to be the best researchers or designers on their team; rather, they should have experience in each aspect of UX so that they can help plan projects, hire the right talent, provide coaching and mentoring, and set up good processes to enable UX designers and researchers to be effective. (Turns-out managers being expert in the fields they lead tends to be good for morale too.) So whereas I give my teammates autonomy, I can and do support them when needed--be it about UX design, research, data analysis, proposing A/B tests, creating design strategies, working with stakeholders, or evaluating ad creative. I have experience with each area as an individual contributor so I understand the constraints and opportunities people on my teams face. 

Employee growth = company growth = everyone's happy

Professional growth is important for people who work for me, but it's also important for the company for whom they work. A thriving team that seeks new skills and advances through the discipline equates to better products (and a better bottom line!). To that end I work hard to track individual team members' career goals and provide opportunities and coaching to meet those goals. I foster a team culture whereby the team learns from one another through mentoring, design critiques, and field trips to other companies. I want people on my team to feel that they are learning new things and advancing in their career as they work on my team, and I challenge myself to ensure it happens. 

Hiring right & grow team ability with each new hire

One of the most important functions any manager has is hiring the right talent. Accordingly, I've defined a UX recruitment and hiring process that is rigorous, transparent, and effective. I want every person I bring aboard to add something new to the team. But I am also interested in ensuring people find the right team for themselves. A good hiring decision is equally beneficial to the candidate as it is to the company. I'm so passionate about the topic of hiring that I wrote an article on the subject!

Growth through feedback

Designers and researchers need to be great about soliciting and responding to feedback--both customer, stakeholder, and fellow designer--thus, growth through feedback is not just about personal growth, it's about improving the product. Every designer grows and improves, and a leader's job is to foster that growth by providing the right avenues for feedback. And leaders should be similarly great at soliciting feedback from their peers and employees, something I actively focus on.

Focus on the customer/user

Finally, UX teams must be focused on the customer (or user), either by directly observing them through interviews, usability studies, or field studies--or via other means such as product telemetry data, A/B tests, and other metrics that indicate user interaction. By staying focused on the customer and remaining objective, user experience teams can chart a rational course toward a particular business outcome. This approach also allows everyone can judge the success of UX efforts. UX teams must know what's working and what is not for customers, and UX practitioners must know how their work can make the customer experience better.

User Experience is an amazing field and some of the most interesting people in corporate America work in it. I'm fortunate to have found a field I'm passionate about.

Learn more about my leadership style from feedback from past team members, managers, and peers.