Ahoy there!
I care a lot about people and design, so I have detailed some things to help us collaborate effectively while voyaging with my leaderSHIP. As creative problem-solvers, we are often asked to chart the future, fix the world’s problems, and deliver results last week. It’s a lot of responsibility that’s rarely accompanied by clarity. But I believe the best way to navigate ambiguity is by leaning on our collective expertise to understand the bigger picture. My goal is to ensure we are operating in psychologically safe environments that are conducive to design.
Our crew can expect me to
Connect the dots
Bringing people and ideas together is why I design. This means my team will often see me reaching out to other teams and partners for context so we can see the bigger picture and move in concert with others.
Have a plan
I love ideating on strategy and tactics, and I have enough board games to prove it. But that doesn’t mean I'm the only one plotting the course. My team can expect me to work with everyone to contribute toward a plan and to add to the collective vision forward.
Coach and hype
Developing leaders is something I feel passionately about. Everyone needs some guidance, and I want to be a person my team feels comfortable relying on. I also believe everyone needs a good cheerleader to celebrate and vocalize their successes.
I work best on ships that
Care, a lot
I work best in teams that have a strong sense of ownership over everything we are responsible for. This doesn’t mean we’re always excited about every responsibility, but it does mean that we always care about the outcome - which is making the lives of people better.
Help each other
I excel within teams that have a shared commitment to helping one another. This could be reaching out to someone when they are having a bad day, pairing up to tackle unfamiliar challenges, or being open-minded when receiving difficult feedback.
Communicate openly
I thrive in teams that operate transparently and honestly. Sometimes that means communicating that a specific task will take longer than anticipated, and sometimes that means telling someone they did or didn’t do something appropriately. We need that level of transparency from each other in order to build trust and move successfully as a team.
How I make decisions
Erika Hall says, “a design project moves at the speed of decision making.” So I’ve set up some guides to help me make decisions quickly. The core of my decision-making revolves around these four questions:
What’s the context?
Why do we have to make this decision? Where did it come from, and why is it important? How important is it compared to the decisions we are currently making?
When does this need to happen?
Do we need to decide on this right now? Do other decisions depend on this one? What are the consequences if it goes undecided?
Who needs to be involved?
Who is typically responsible for these decisions? Do we need to include other people to make a good decision? Who might know more about this than us?
What could go wrong?
What factors could lead us to make a bad decision? Is this a one-way door or a two-way door? What other problems might arise if we make this decision?
Other things I care about
Being a positive influence
I strive to positively influence people around me so they can positively influence those around them. I believe we are at our best when we are helping others become their best. For me this means actively listening to peoples’ needs, taking the time to recognize when someone is doing a great job, or reaching out to help when someone is struggling.
Fostering diversity, equity, and inclusion
Before we are professionals, we are people. And people need to be heard, be seen, and get paid. I know what it’s like to be marginalized, and I hope to create environments where people are not only included but are empowered and have a voice. Because our collective differences enable us to design better products and solve bigger problems for broader audiences.
Mentoring others
The truest measure of a good leader is the number of people they’ve helped grow. I’ve benefited from a lot of supportive leaders over the course of my career, leaders that provided me with opportunities and safe spaces to learn. I seek to provide similar opportunities and spaces for others.
Thank you,
Thanks for taking the time to read my leadership letter. I update my letter periodically to reflect new insights on how I prefer to work, make decisions, and lead those around me. I was inspired by others to write this letter, and I hope this inspires you to write your own.