Leadership Style
My approach to leadership is grounded in clarity, trust, and growth. Early in my journey, Julie Zhuo’s The Making of a Manager gave me a solid framework. Since then, I’ve refined my own views through hands-on experience, feedback, and results.
Below are a few principles and practices that guide how I lead teams. I have managed over 12 designers in the past 3 years.
100
%
Employee Retention
3
Employee Promotions
90
%
Manager Performance Score
20
+
Projects directed
/ People. Process. Product
I believe that strong design outcomes start with empowered people and thoughtful processes.
In one of my earliest leadership roles, I noticed a strong focus on polishing deliverables for approval meetings, which often came at the cost of supporting team and individual growth.
In contrast, I focus on setting clear goals, fostering autonomy, and creating an environment where designers can do their best work. That includes establishing consistent team rituals like design critiques, show and tells, and spaces for daily inspiration.
As a result, strong product outcomes follow.
/ My Role: Setting Direction, Not Solutions
I aim to provide context, clarity, and challenge — not answers. Designers on my team own their work, lead stakeholder conversations, and solve interesting problems tied to business outcomes.
I’m hands-on when needed, especially early in projects or during pivots, but my default approach is to coach and guide rather than make decisions for the team. I’ve been told I have a knack for nudging projects in the right direction without taking the pen, and it’s a skill I take pride in.
/ 1:1s That Are Not Project updates
Our 1:1s are a space for feedback and growth, not status updates.
I carve out 50 minutes at a time that works best for them to check in on challenges, personal goals, and feedback, both theirs and mine.
We use separate touchpoints for design jams and standups so this time stays focused on the individual.
Some weeks we may only need 20 minutes; other times we use the whole time to unpack organizational, stakeholder, and growth challenges.
/ Feedback Culture
Feedback is most useful when it is timely, specific, and balanced, both reinforcing positive behaviors and providing guidance for improvement.
I provide feedback:
In-the-moment (after meetings, reviews, or key milestones)
In regular 1:1sDuring monthly goal check-ins
Through quarterly feedback collected from their peers using a 360-degree approach.
I also welcome feedback from my team because it is the only way I grow as a leader and adapt to their evolving needs.
/ Team Ceremonies
I build lightweight rituals that create collaboration, accountability, and progress:
Weekly team standups
Monthly goal progression chats
Team design critiques
Show & tells
1:1 design jams (as needed)
Project checkpoints and reviews
These adapt to the needs and culture of each organization or team. I stay flexible and adjust as needed.
/ Goal Setting: Individual + Collective
I use a flexible structure that aligns personal growth with team and business impact. I’m a fan of the OAK method, which stands for Objective, Activities, and Key Results. This ensures goals go beyond listing activities and deliverables to instead, measure both the designer’s growth and their impact on the business.
Team Goals
We co-create team goals based on department priorities and internal opportunities. These goals often shape the initiatives designers lead together.
Individual Goals
Each designer has goals across three dimensions:
Product: Driving results through craft, problem-solving, and influencing the business. For example, “Deliver a vision for the future of onboarding,” “Achieve 90% usability success for onboarding,” or “Get three design ideas adopted into the product roadmap.”
Team: Contributing to culture or process. This gives designers a chance to lead beyond their projects.
Individual: Learning or development goals. This might include new design methods, business literacy, or even coding. Whatever supports their growth trajectory.
/ Achievements
Achievements from the last three years
100% retention across every design team I’ve led
3 promotions earned by direct reports
90% manager score, measured quarterly on axis including empowerment, coaching, growth, recognition
Over 20 high-quality product launches across web and mobile
More importantly, I’ve helped build teams where designers feel empowered, supported, and motivated to do the best work of their careers.
Leadership Style
My approach to leadership is grounded in clarity, trust, and growth. Early in my journey, Julie Zhuo’s The Making of a Manager gave me a solid framework. Since then, I’ve refined my own views through hands-on experience, feedback, and results.
Below are a few principles and practices that guide how I lead teams. I have managed over 12 designers in the past 3 years.
100
%
Employee Retention
3
Employee Promotions
90
%
Manager Performance Score
20
+
Projects directed
/ People. Process. Product
I believe that strong design outcomes start with empowered people and thoughtful processes.
In one of my earliest leadership roles, I noticed a strong focus on polishing deliverables for approval meetings, which often came at the cost of supporting team and individual growth.
In contrast, I focus on setting clear goals, fostering autonomy, and creating an environment where designers can do their best work. That includes establishing consistent team rituals like design critiques, show and tells, and spaces for daily inspiration.
As a result, strong product outcomes follow.
/ My Role: Setting Direction, Not Solutions
I aim to provide context, clarity, and challenge — not answers. Designers on my team own their work, lead stakeholder conversations, and solve interesting problems tied to business outcomes.
I’m hands-on when needed, especially early in projects or during pivots, but my default approach is to coach and guide rather than make decisions for the team. I’ve been told I have a knack for nudging projects in the right direction without taking the pen, and it’s a skill I take pride in.
/ 1:1s That Are Not Project updates
Our 1:1s are a space for feedback and growth, not status updates.
I carve out 50 minutes at a time that works best for them to check in on challenges, personal goals, and feedback, both theirs and mine.
We use separate touchpoints for design jams and standups so this time stays focused on the individual.
Some weeks we may only need 20 minutes; other times we use the whole time to unpack organizational, stakeholder, and growth challenges.
/ Feedback Culture
Feedback is most useful when it is timely, specific, and balanced, both reinforcing positive behaviors and providing guidance for improvement.
I provide feedback:
In-the-moment (after meetings, reviews, or key milestones)
In regular 1:1sDuring monthly goal check-ins
Through quarterly feedback collected from their peers using a 360-degree approach.
I also welcome feedback from my team because it is the only way I grow as a leader and adapt to their evolving needs.
/ Team Ceremonies
I build lightweight rituals that create collaboration, accountability, and progress:
Weekly team standups
Monthly goal progression chats
Team design critiques
Show & tells
1:1 design jams (as needed)
Project checkpoints and reviews
These adapt to the needs and culture of each organization or team. I stay flexible and adjust as needed.
/ Goal Setting: Individual + Collective
I use a flexible structure that aligns personal growth with team and business impact. I’m a fan of the OAK method, which stands for Objective, Activities, and Key Results. This ensures goals go beyond listing activities and deliverables to instead, measure both the designer’s growth and their impact on the business.
Team Goals
We co-create team goals based on department priorities and internal opportunities. These goals often shape the initiatives designers lead together.
Individual Goals
Each designer has goals across three dimensions:
Product: Driving results through craft, problem-solving, and influencing the business. For example, “Deliver a vision for the future of onboarding,” “Achieve 90% usability success for onboarding,” or “Get three design ideas adopted into the product roadmap.”
Team: Contributing to culture or process. This gives designers a chance to lead beyond their projects.
Individual: Learning or development goals. This might include new design methods, business literacy, or even coding. Whatever supports their growth trajectory.
/ Achievements
Achievements from the last three years
100% retention across every design team I’ve led
3 promotions earned by direct reports
90% manager score, measured quarterly on axis including empowerment, coaching, growth, recognition
Over 20 high-quality product launches across web and mobile
More importantly, I’ve helped build teams where designers feel empowered, supported, and motivated to do the best work of their careers.
Leadership Style
My approach to leadership is grounded in clarity, trust, and growth. Early in my journey, Julie Zhuo’s The Making of a Manager gave me a solid framework. Since then, I’ve refined my own views through hands-on experience, feedback, and results.
Below are a few principles and practices that guide how I lead teams. I have managed over 12 designers in the past 3 years.
100
%
Employee Retention
3
Employee Promotions
90
%
Manager Performance Score
20
+
Projects directed
/ People. Process. Product
I believe that strong design outcomes start with empowered people and thoughtful processes.
In one of my earliest leadership roles, I noticed a strong focus on polishing deliverables for approval meetings, which often came at the cost of supporting team and individual growth.
In contrast, I focus on setting clear goals, fostering autonomy, and creating an environment where designers can do their best work. That includes establishing consistent team rituals like design critiques, show and tells, and spaces for daily inspiration.
As a result, strong product outcomes follow.
/ My Role: Setting Direction, Not Solutions
I aim to provide context, clarity, and challenge — not answers. Designers on my team own their work, lead stakeholder conversations, and solve interesting problems tied to business outcomes.
I’m hands-on when needed, especially early in projects or during pivots, but my default approach is to coach and guide rather than make decisions for the team. I’ve been told I have a knack for nudging projects in the right direction without taking the pen, and it’s a skill I take pride in.
/ 1:1s That Are Not Project updates
Our 1:1s are a space for feedback and growth, not status updates.
I carve out 50 minutes at a time that works best for them to check in on challenges, personal goals, and feedback, both theirs and mine.
We use separate touchpoints for design jams and standups so this time stays focused on the individual.
Some weeks we may only need 20 minutes; other times we use the whole time to unpack organizational, stakeholder, and growth challenges.
/ Feedback Culture
Feedback is most useful when it is timely, specific, and balanced, both reinforcing positive behaviors and providing guidance for improvement.
I provide feedback:
In-the-moment (after meetings, reviews, or key milestones)
In regular 1:1sDuring monthly goal check-ins
Through quarterly feedback collected from their peers using a 360-degree approach.
I also welcome feedback from my team because it is the only way I grow as a leader and adapt to their evolving needs.
/ Team Ceremonies
I build lightweight rituals that create collaboration, accountability, and progress:
Weekly team standups
Monthly goal progression chats
Team design critiques
Show & tells
1:1 design jams (as needed)
Project checkpoints and reviews
These adapt to the needs and culture of each organization or team. I stay flexible and adjust as needed.
/ Goal Setting: Individual + Collective
I use a flexible structure that aligns personal growth with team and business impact. I’m a fan of the OAK method, which stands for Objective, Activities, and Key Results. This ensures goals go beyond listing activities and deliverables to instead, measure both the designer’s growth and their impact on the business.
Team Goals
We co-create team goals based on department priorities and internal opportunities. These goals often shape the initiatives designers lead together.
Individual Goals
Each designer has goals across three dimensions:
Product: Driving results through craft, problem-solving, and influencing the business. For example, “Deliver a vision for the future of onboarding,” “Achieve 90% usability success for onboarding,” or “Get three design ideas adopted into the product roadmap.”
Team: Contributing to culture or process. This gives designers a chance to lead beyond their projects.
Individual: Learning or development goals. This might include new design methods, business literacy, or even coding. Whatever supports their growth trajectory.
/ Achievements
Achievements from the last three years
100% retention across every design team I’ve led
3 promotions earned by direct reports
90% manager score, measured quarterly on axis including empowerment, coaching, growth, recognition
Over 20 high-quality product launches across web and mobile