Leadership Lessons from Product Design

Leadership Lessons from Product Design

I'm still figuring this leadership thing out. Every day brings new challenges that make me question whether I'm doing it right. But I've learned a few things along the way—usually the hard way—that might be helpful to share.

The Coaching Moment (Or How I Stopped Being a Hero)

Early in my leadership journey, I was terrible at it. I made all the classic mistakes, especially trying to be the hero who swoops in to save the day. When a project hit a roadblock, I'd dive in and solve it myself. My team would watch, learn nothing, and the next time a similar problem arose, they'd still need my help.

I was so focused on being the smartest person in the room that I forgot the point of leadership: helping others grow.

Then came the mobile app redesign that humbled me. Our team was stuck on how to approach a complex user flow. The obvious solutions felt uninspired, and I could see the frustration building. I was about to jump in with my brilliant solution when I caught myself. Instead, I gathered the team and asked: "What if we weren't constrained by our current assumptions? What would this look like if we started completely fresh?"

The room went quiet. Then slowly, ideas started flowing. One designer suggested we think about the user's emotional journey, not just their task completion. Another proposed we map out the entire experience as a story. Within an hour, we had a completely new approach that was more ambitious and user-centered than anything I would have proposed alone.

I realized I wasn't the hero—I was just asking the right questions. That's when I learned the first principle: Coach, don't dictate.

Setting Strategic Direction (And Failing at It)

But coaching without direction is like sailing without a compass. I learned this the hard way during a period when I was so focused on empowering my team that I forgot to provide clear strategic guidance.

We were working on a feature that everyone was excited about, but it wasn't aligned with our company's strategic priorities. I should have seen this coming, but I was too caught up in the excitement of the work. The team poured their hearts into it, only to have it deprioritized at the last minute. The disappointment was palpable, and I realized it was my fault—I hadn't done enough to connect our work to the bigger picture.

I felt like I'd let my team down. That failure taught me that leadership isn't just about empowering people—it's about giving them the context they need to make good decisions.

Now, I always start projects by ensuring everyone understands the "why" behind our work. We don't just design features; we solve business problems and create user value. When the team understands this context, they make better decisions and feel more connected to the impact of their work.

The Innovation Trap (Where I Got Lost)

There's a dangerous trap that many design leaders fall into: the belief that every solution must be revolutionary. I certainly fell into it, and I still catch myself there sometimes.

I was presenting a design proposal to our executive team, and I could see their eyes glazing over as I described our "groundbreaking" approach. The problem wasn't that the idea was bad—it was that I was so focused on innovation that I'd lost sight of what the business actually needed.

A wise mentor pulled me aside afterward and said, "Sometimes the most innovative thing you can do is to solve a real problem simply and effectively."

That conversation humbled me. I realized I was trying to impress people instead of helping them. Now, I encourage my team to explore wild ideas, but I also help them understand when to adapt and align with organizational realities. This isn't about compromising vision—it's about understanding that leadership means knowing when to push boundaries and when to work within them.

Building Teams That Last (Still Learning)

The most rewarding part of leadership isn't the individual wins—it's watching your team grow and succeed together. But I've also learned that strong teams aren't built by accident, and I'm still figuring out the best ways to do this.

I've made plenty of mistakes in team building. I've pushed people too hard, not pushed them enough, and sometimes just been oblivious to what they needed. But I've also had moments that reminded me why this work matters.

One of my proudest moments was watching a junior designer I'd mentored lead a complex project with confidence. She'd started out hesitant to share her ideas, but through coaching and encouragement, she'd developed into someone who could not only execute great design but also inspire others.

I didn't do this alone—she did the hard work. I just created the space for her to grow.

Navigating the Storms (Where I Feel Most Uncertain)

Leadership isn't always smooth sailing. There are times when you need to guide your team through uncertainty, whether it's a strategic pivot, organizational changes, or just the natural ups and downs of product development.

During these moments, I've learned that the most important thing isn't having all the answers—it's being honest about what you know and what you don't, while maintaining a clear vision of where you're headed.

When our company went through a major reorganization, I was as uncertain as anyone about what the future held. But I focused on helping my team understand what was changing and what wasn't. We maintained our commitment to great design while adapting to new processes and priorities. The team emerged stronger and more resilient than before.

I'm not sure I handled it perfectly, but we got through it together.

The Journey Continues (Because I'm Still Learning)

Leadership is a journey, not a destination. Every day brings new challenges and opportunities to grow. The principles I've learned—coaching over dictating, setting clear direction, balancing innovation with pragmatism—aren't just theoretical concepts. They're tools I use every day to help my team do their best work.

But I'm still learning. I still make mistakes. I still have days where I wonder if I'm doing any of this right.

The most important lesson? Leadership isn't about being the smartest person in the room. It's about creating an environment where everyone can be their best selves and do their best work.

And that's a lesson I'm still learning every day.