Spot on. One thing I would highlight (that you've already hinted at from a few angles): Under the topic of communication, get good at clearly communicating the essential requirements of projects. Do so in a way that leaves room for as much creative expression as possible. Designers thrive on being able to be creative, so communicating effectively which requirements absolutely need to be met and where there is room for creative expression is a great way to significantly boost morale and enthusiasm for the work that needs to be done. As a sometimes graphic design team manager, one piece of feedback I've consistently gotten from graphic designers is that they really appreciate how specifically I always describe the key components of a project. Many have commented that they are used to working for clients and managers who only vaguely know what they want and adopt a "I'll know it when I see it" approach to decision making. This approach is extremely frustrating for designers, as it usually leads to having to repeated guess at what is actually wanted and redo good work until they somehow manage to correctly read their manager's mind. Providing clearly communication about what is necessary and desired is a real relief to designers, as it also communicates what aspects of the design they are free to contribute their own creativity to and they can then throw themselves into that without worrying about their creative ideas causing a design to be rejected. On a practical level, I find it usually quite helpful to provide 2-3 example images of what I'm looking for that are quite different, but all include the design's essential components. This helps both clearly communicate what is required and also what aspects of the design are more flexible. For a manager who needs to clarify a client's requirements and pass them on to a designer, this also works in reverse. Find 10-20 images that seem like they could be a match for what the client is describing in a written or verbal form and have them narrow down the images to just 2-3 that most closely match what they are looking for (or contribute their own images if it's discovered that none of the 10-20 images resemble what they were visualizing). Once this is all done, though, not-micromanaging becomes the key managerial skill, as the best work will come when a designer (who is probably quite good at what they do) is free to throw themselves into a project. In my experience, the results of staying out of the way once the essential components are clearly communicated, tend to be both surprising and amazing. One of the best ways to leave this room is to not make suggestions about possible creative directions. Rather, tell designers clearly what the essential requirements are and then encourage them to "just have fun" with the rest of the design, instead of limiting their creativity with your own suggestions. While your creative suggestions migh actually be quite good, they might not be a good fit with a particular designer's strengths and expressing them might limit or prevent that natural "accidental creativity" that often emerges as a designer works a project, because instead of letting their mind go wherever the design process naturally leads, they'll be focused on trying give you exactly what you suggested, which might not be nearly as good as what may emerge naturally during the creative process.
this is exactly what I needed, I am so happy I found this video. About to start my 2nd management position, but will be my first time leading a bigger team like this. I'll be going into it with a great list of reminders and goals now, thanks to you!
Thank you for this! I work in a design architecture firm, first time being a team leader and experiencing the struggles. I'm sure this will help me thru-the transition. Thank you!
Thank you so much for making this important and very prevalent video for an industry that doesn’t focus enough on interpersonal communication and achievable intrinsic growth. Success begins at the foundation of each company’s employees and cultivating that is what ultimately produces an amazing product line. You’re absolutely right about how being a supervisor you need to give proper guidelines, but strictly lead and not resort to micromanaging. Micromanagement is lazily taking control of those who can build up the team by outshining and not believing in them.
![Design Leadership Skills - Growing and Managing a Product Design Team [UX UI Designers]](http://i.ytimg.com/vi/XqmgkYvocYU/mqdefault.jpg)
![Design Leadership Skills - Growing and Managing a Product Design Team [UX UI Designers]](/img/tr.png)
Spot on.
One thing I would highlight (that you've already hinted at from a few angles):
Under the topic of communication, get good at clearly communicating the essential requirements of projects. Do so in a way that leaves room for as much creative expression as possible. Designers thrive on being able to be creative, so communicating effectively which requirements absolutely need to be met and where there is room for creative expression is a great way to significantly boost morale and enthusiasm for the work that needs to be done.
As a sometimes graphic design team manager, one piece of feedback I've consistently gotten from graphic designers is that they really appreciate how specifically I always describe the key components of a project. Many have commented that they are used to working for clients and managers who only vaguely know what they want and adopt a "I'll know it when I see it" approach to decision making. This approach is extremely frustrating for designers, as it usually leads to having to repeated guess at what is actually wanted and redo good work until they somehow manage to correctly read their manager's mind.
Providing clearly communication about what is necessary and desired is a real relief to designers, as it also communicates what aspects of the design they are free to contribute their own creativity to and they can then throw themselves into that without worrying about their creative ideas causing a design to be rejected.
On a practical level, I find it usually quite helpful to provide 2-3 example images of what I'm looking for that are quite different, but all include the design's essential components. This helps both clearly communicate what is required and also what aspects of the design are more flexible. For a manager who needs to clarify a client's requirements and pass them on to a designer, this also works in reverse. Find 10-20 images that seem like they could be a match for what the client is describing in a written or verbal form and have them narrow down the images to just 2-3 that most closely match what they are looking for (or contribute their own images if it's discovered that none of the 10-20 images resemble what they were visualizing).
Once this is all done, though, not-micromanaging becomes the key managerial skill, as the best work will come when a designer (who is probably quite good at what they do) is free to throw themselves into a project. In my experience, the results of staying out of the way once the essential components are clearly communicated, tend to be both surprising and amazing. One of the best ways to leave this room is to not make suggestions about possible creative directions.
Rather, tell designers clearly what the essential requirements are and then encourage them to "just have fun" with the rest of the design, instead of limiting their creativity with your own suggestions. While your creative suggestions migh actually be quite good, they might not be a good fit with a particular designer's strengths and expressing them might limit or prevent that natural "accidental creativity" that often emerges as a designer works a project, because instead of letting their mind go wherever the design process naturally leads, they'll be focused on trying give you exactly what you suggested, which might not be nearly as good as what may emerge naturally during the creative process.
Very well said! Love all of your suggestions!
this is incredible, MUCH needed tips
this is exactly what I needed, I am so happy I found this video. About to start my 2nd management position, but will be my first time leading a bigger team like this. I'll be going into it with a great list of reminders and goals now, thanks to you!
Good luck in your new management role!
Thank you for this! I work in a design architecture firm, first time being a team leader and experiencing the struggles.
I'm sure this will help me thru-the transition. Thank you!
Thank you so much for making this important and very prevalent video for an industry that doesn’t focus enough on interpersonal communication and achievable intrinsic growth.
Success begins at the foundation of each company’s employees and cultivating that is what ultimately produces an amazing product line. You’re absolutely right about how being a supervisor you need to give proper guidelines, but strictly lead and not resort to micromanaging. Micromanagement is lazily taking control of those who can build up the team by outshining and not believing in them.
Thank you, and well put! ☺️
As a designer who was asked to lead a Team, this video of yours helped me to motivate to do my job well to lead a team! Thank you.
Im so glad to hear that! Good luck in your manager position! ✨
great content! direct to the point and a lot helpful, congrats and thank youu
This is a great list of qualities. Great job describing what's needed for the job!
Thanks!
Thanks for the video! I like it when things explained short and clear 👍
Me too! 😅
This is really helpful, thank you.
You're welcome :)
Crisp and clear. Thank you so much!
Thanks! ☺️
Beautiful! Thank you
Glad you like it!
Thank you so much for this. I really needed it.
good job
Thank you
Thank you!!
You're welcome!
Thanks
This is very helpful, thank you so much.
You’re welcome :)