Diving into the deep end...
Briefly recapping the last month of management fun!
Whew, it’s been quite some time since I last published here — it was just a few weeks after experiencing a significant change, including re-organization + priorities shift + loss of staff. 😬 Since then I have been incredibly busy diving deep into a major body of newly assigned product functionality, along with inheriting designers, learning about the domain, and building relationships with new peers & partners in Product, Engineering, and Go-To-Market. This is my first time undergoing such an experience as a manager/director; I have a few reflections to share about my journey so far 😁 — enjoy!
Enter new spaces with optimism & curiosity: As if I’m a newly invited guest to an existing house with variously decorated rooms and defined rituals, I’ve been entering them (virtually via Zoom, of course) with a wide-eyed sense of wonder, curiosity, and an optimistic mindset. Circumstances are what they are; ain’t no use in complaining or scoffing! We’re all in this together, in the same damn boat. 🚤 😁 So let’s greet each other (maybe learn about some hobbies, too!) and explore this amazing space together, with as much active listening and note-taking. 📝
Assume good intent while navigating maturity/process issues: Every team or domain within a company is likely at different stages of design maturity for various reasons. That’s just reality! And they might be having persistent tensions & difficulties, thus needing some fresh ideas or observations to get things moving forward. I’ve seen firsthand that assuming good intent when carefully asking about purposes, approaches, outcomes — and gently suggesting where it may be improved — generates goodwill and fosters welcome vibes to address such issues. 🙌🏽
Summon allies from familiar places in the company: While tackling those process issues, it’s important to remind yourself that you (hopefully) have made allies in your known area the business, so lean on them! I recently found it hugely helpful to leverage their expertise (like setting up effective UX <> Eng Jira boards), and showcasing them as examples that might inspire and guide the newly assigned team…while also signaling to that team they are not alone, and can pursue further outreach and cross-team building, for their benefit! 🤗
Ask naive questions to provoke useful discussions: It’s kind of a strange thing to be “the newbie” in a world that’s been assigned to me, at a company I’ve been at for over 2 years. But I feel permission to play that “newbie card” like a new employee; so, I can ask seemingly silly or dumb questions, especially around acronyms, or project goals & timelines. 😇 In one case I asked for a meeting to clarify blurry aspects of two initiatives — and I probably got some “egg on my face” afterwards, realizing I was subconsciously conflating parallel initiatives from other parts of the business — but it was all very beneficial, helping us realize we need to hold a de-risking workshop. If I didn’t ask questions to prompt that meeting…who knows! 🤔
Over-communicate to build trust through transparency: OK maybe I’m doing this too much, as I’ve been writing TONS of long Slack messages to multiple people, groups, threads, channels…😅 And it has become wearisome, maybe obnoxious to others! Sorry 😬 But in the beginning I wanted to convey that “radical transparency” to dispel any anxieties, fears, or suspicions from my new team & partners. And what exactly was I writing all the time? Well, things like summarizing 1-1 takeaways, sharing observations or suggestions, soliciting feedback on approaches to take, thoughts on design & product strategy (workshops, priorities, etc.), or just sharing various concerns. But after four+ weeks, perhaps I’ll start dialing down a bit. My fingers will thank me! 😆 💬
Know the difference between “building trust” and “earning respect”: I’ll admit this was a good lesson I’ve learned in retrospect, after a few missteps. I was so keen to build trust via relationships and rapport, and eagerly serving my new peers, partners, and direct reports, that I forgot the other side of a relationship, which is earning the respect of others by staking out a position, speaking with conviction, showing resolve and authority backed by principles & values, and — in key moments — being more directive, to set a tone. Trust and respect are two sides of the coin of influence/authority.
Show “bias to action” while soliciting feedback from new team: A powerful way of gaining trust I applied from prior job experiences has been simply “diving in and doing the work”. ⚒️ Perhaps it’s a human instinctual thing, that we build trust by seeing something tangible like a mockup or prototype, or (in my case) drafts for workshop proposals and building a case for more headcount, or a “design sprint” diagram to review with Product & Engineering leaders. I believe this shows a commitment that I want to make this work, for the long-haul! ⚡️🙏🏽