Design team hierarchy of needs

Leadership Skills:

Design Advocacy, Delegation, Coaching, Design Operations, Design Strategy

As a design leader, I've learned that success hinges on addressing four fundamental needs:

  1. Culture

  2. Operations

  3. Craft

  4. Strategy

I find it helpful to approach these needs as hierarchy of needs. Each builds on the previous and ensures I’m considering the root causes for any challenges I face leading my design team.

Here is how I use this approach to set a solid foundation for impactful design teams.

Culture is about establishing shared values

Culture lays the groundwork for a high-performing design team.

Good design thrives in an atmosphere of trust and collaboration, where individuals feel comfortable sharing their ideas openly for feedback and improvement.

A design leader must foster an environment where team members feel valued and supported to take risks and share their work early and often.

Here are some questions I ask when assessing my team’s culture:

  1. Does the team’s values align with company goals?

  2. Does the team celebrate success and support each other during setbacks?

  3. Does the team effectively offer and receive constructive feedback?

  4. Does the team look for opportunities to take risks and push boundaries on what is feasible?

Operations is about managing focus and commitments

Effective operations ensure that the team's efforts are focused and productive.

By establishing clear processes and ceremonies, teams can work cohesively towards common goals.

It's also essential to introduce operational changes gradually and transparently, ensuring the team buys-in and embraces accountability. Rolling out process changes after establishing a positive culture can help these changes stick.

Here are some questions I ask when assessing my team’s operations:

  1. Does the team understand its objectives and responsibilities?

  2. Is there visibility and transparency in the team's work?

  3. Does the team appropriately escalate blockers or delays?

  4. Are processes flexible and responsive to feedback for continuous improvement?

Craft is about delivering effective and innovative solutions

Craft represents the team's ability to use design techniques, approaches and tools to solve problems for users and the business.

With a supportive culture and efficient operations in place, teams can develop a consistent standard of “good design” and focus on delivering high-quality solutions that align with company standards and drive meaningful outcomes.

The team can also stretch to embrace new technology and tools that raise the ceiling and speed of what the team can deliver.

Here are some questions I ask when assessing my team’s craft:

  1. Does the team consistently produce work that meets user needs and brand standards?

  2. Does the team reliably produce high-quality work that is free of obvious mistakes?

  3. Does the team lean into new technology and tools that help them push their designs farther?

  4. Does the team iterate on its best ideas and improve its work with feedback?

  5. Can the team explain its design decisions with research and evidence?

Strategy is about becoming a trusted partner

Strategic leadership focuses on positioning the design team as a valuable partner to other teams.

Before advocating for design at a strategic level, it's crucial to establish credibility through a strong culture, efficient operations and exemplary craft.

By delivering on these promises, a design team earns the opportunity to influence company strategy and priorities.

The design leader can also make a stronger case for why the company should invest in the kind of environment user-centered design can thrive in.

Examples include planning for team growth, investing in training and mentorship, articulating the value of design, and advocating for user-centered principles across the company.

Here are some questions I ask when assessing my team’s strategy:

  1. Does the team invest in effective relationships with business partners?

  2. Can the team articulate the company’s business goals and how the design team will help the company achieve them?

  3. Is there a plan for team growth and professional development?

  4. Is there a leadership succession plan?

Scaling Up

If you successfully address these needs for your team, there’s a good chance your team will be successful and have a chance to grow in size and scope.

As my teams have grown, I’ve continued to rely on this framework by intentionally delegating some leadership responsibilities.

For example, as the team grows and its work output increases, I may look to delegate craft leadership to higher-skilled design team members. This allows me to devote more attention to leadership responsibilities not as easily delegated, like culture or strategy, and ensuring that each aspect of the design hierarchy receives the attention it deserves.