Growing designers, not just managing them
The career framework and coaching approach behind 5 promotions across my teams.
Overview
In three years of management I led two very large teams: one facing the CX agents' interface directly, and the design systems team. Each had 6 to 8 reports across all levels, from interns to staff designers. I needed a way to give everyone a fair path to grow, even when we were spread across countries.
On the agent-facing team, I took care of integrations, stakeholder management, features, and cross-functional and team collaboration, and I promoted 2 people. On the design systems team, I managed 6 reports across 4 countries and promoted 3.
The problem
The team needed clear expectations by level, a feedback culture, a shared team culture, connection and collaboration across teams, and more exposure to leadership.
Challenges
Turning performance around
A designer on my team was struggling with performance. By applying management techniques and regular, honest feedback, I helped them turn it around, and they were recognized by the end of the year.
What I did
- Built a career ladder with clear expectations for each level, so promotion conversations start from the same page.
- Set up dedicated mentoring and a personalized growth plan for each designer.
- Ran regular one-on-ones built on radical candor, using Kim Scott's framework. I try to be honest and kind in the same breath.
- Led with servant leadership and emotional intelligence.
- Structured work and capacity on purpose, so people had room to stretch.
- Took part in hiring and helped shape what we look for in new designers.
Result
In three years I promoted five people, across interns, associates, mid-levels, seniors, and staff designers: two on the agent-facing team and three on the design systems team.
What I learned
The ladder matters less than the conversations it makes possible.