Uncertainty is the new name of the game! As the design field expands into new realms with shifting technologies and models business, the skillset and practices required of designers keeps growing. No longer limited to physical form or visual aesthetics, there are dozens of ways to apply and ‘do’ design; a thoughtful design practice requires a deeply philosophical evaluation of where the world is going and what new ethical and sustainable considerations must be taken.
This makes design hard, and it makes design leadership harder. A design leader must keep an overview of the branching discipline. She must have a vision and set a course for the future, as well as counsel her team through the uncertainty of a hazily-defined discipline and rapidly changing technologies and businesses. But a good leader makes her team feel safe, and stable! So how can a leader possibly create safety out of the foggy darkness that lies ahead, reassure her team that all will be well, and guide them in the right direction?
Luckily, creating a sense of safety doesn’t require making sure that the environment is completely safe, or telling the future. Much as a military captain can make his team feel safe even under fire, a design or business leader can make her team feel safe even in the face of deep uncertainty.
One way to manage the uncertainty and create great design work is through creative and constructive conflict. No one person will have a clear idea of what lies ahead, but if you get enough ideas bouncing around the room and thoughtfully critique them, some potential challenges and provoking insights are sure to surface, as well as interesting solutions to manage them. Major pitfalls can be avoided, or at least planned for, by hotly debating the ideas and the ways they might fail or do harm. The practice mentioned in the “Centered Leaders” article (listed below) of having employees think of every worst-case scenario that might possibly occur, and developing a plan as a team to prevent or handle it, is an ideal practice in the face of uncertainty. The future is much more likely to knock us down if it takes us totally by surprise. But already having a plan of action in place—even if it’s just first steps—to respond to an emerging situation can put you ahead of the curve. On top of this, it will reassure employees and enable everyone to cope with risks in their work. If it appears the risks of some plan or design are too great, this conflict process will uncover that and make it possible for a design leader to steer the team away.
In addition, this group practice is likely to bring everyone together on several different levels. Firstly, it creates a habit of critique and constructive conflict, which is crucial to developing good designs and fostering creative output as a team. Secondly it opens lines of communication, and develops an environment for everyone to speak their minds—not only allowing people’s concerns to be expressed, but inviting it! Lastly this practice should end in agreement and consensus across the team, allowing everyone to participate, have equal input, and align on the mission. Communication, input, and alignment are key factors in building a positive workplace where employees are engaged, productive, inspired, and empowered to do amazing work—because they feel safe taking risks, respected in expressing their ideas and concerns, and motivated toward a clear vision of the future that established the mission and purpose or their work.
Articles:
Strengths Based Leadership (Rath) What Strong Teams Have In Common pp. 77 – 91
“How Centered Leaders Achieve Extraordinary Results” (Barsh, Mogelof & Webb)
“Are You a Creative Leader or Manager? (Redux)” (Gates)
“Design is Hard. Design Leadership is Harder” (Mesut)
“Leadership is a Conversation” (Groysberg & Slind)
“Can Your Employees Really Speak Freely?” (Detert & Burris)
“Why Innovation Happens When Happy People Fight” (Sutton)
“How to Pick a Good Fight” (Joni & Beyer)
“Thinking In Triplicate” (Hall)
Videos:
Watch: “Why Good Leaders Make You Feel Safe” TED Talk by Simon Sinek
Watch: “The Happy Secret to Better Work” TED Talk by Shawn Achor
Foundations of Interaction Design 