When speed becomes the constraint
Design quality doesn’t drift upward on its own. In every organization I’ve worked in, the craft bar was set implicitly by what leaders noticed, questioned, and modeled.
Early in my management career, I learned that stepping too far away from the work created ambiguity. Designers didn’t know what “good” really meant, and feedback became inconsistent or overly subjective.
Craft needs to be visible
At one point, I was managing a team where output was steady, but something felt off. Screens technically met requirements, but they lacked clarity, hierarchy, and polish. The work wasn’t bad — it was just safe.
In critiques, designers often asked, “Is this okay?” instead of “Is this right?” That question told me everything.
Shifting critique from approval to thinking
Rather than issuing directives or redesigning work myself, I shifted how critique worked. Instead of starting with opinions, I asked designers to explain intent:
- What should users notice first?
- What decision are we helping them make?
- What would break if this were removed?
We slowed critiques down just enough to make thinking visible. Over time, designers began preempting feedback — addressing hierarchy, spacing, and typography before anyone asked.
Leading by doing, not hovering
I stayed close to the work without micromanaging. In high-stakes moments, I’d personally take on key flows or presentations, not to control outcomes, but to model standards under pressure.
That visibility mattered. Designers could see how decisions were made when time was tight, tradeoffs were real, and expectations were high.
What changed over time
As critique became more thoughtful and consistent, something subtle shifted. The team stopped asking for approval and started asking better questions. Craft became a shared responsibility rather than a personal preference.
Quality rose not because of enforcement, but because expectations were clear and reinforced through action.
What I believe now
Strong design leadership doesn’t mean doing all the best work — it means making good work inevitable. That only happens when leaders stay connected to craft, language, and decision-making.
Being a player–coach isn’t about control. It’s about trust, clarity, and shared standards.