Issue 1: Expectations vs. Reality in Design Leadership
I recently sat down with Anukriti Verma, a design manager, to reflect on our experiences at different phases of our careers. This conversation is part of a series that will be released over the next three weeks. You can also find the series in her publication, Making Design Make Sense, where she shares her reflections on career growth.
Design leadership can feel like the natural next step for experienced designers looking to expand their impact. But the transition from individual contributor to manager isn’t always as straightforward or glamorous as it seems. While leadership roles bring new opportunities, they also come with unexpected challenges that can reshape how you think about your design career and measure growth.
I sat down with Harrison, a seasoned design leader who’s been in my position and adds more light onto the leadership reality changes at every level. We explore some common expectations vs. the reality of stepping into design management. Let’s get into it!
Quick intros
Harrison: Before we get started, let's do quick intros. I can start, I’m Harrison, I’ve been a director of product design at LinkedIn for two years but I’ve been managing in some capacity for over a decade. I’ve been at LinkedIn for almost 8 years and before that I led a team at a medium-sized startup - where did time go!?
Anukriti: Hiya! I’m Anukriti, and I’ve been managing designers for almost 3 years now. Before that, I spent a decade as a product designer, working in both India and the U.S.
Something I’ve noticed is that there aren’t many folks with my background openly sharing their leadership journey. I’ve been mentoring for a while and often get questions from mentees about leveling up in their career—and I know how valuable those insights can be!
Harrison: I’m excited for this catch-up because I’ve been exactly in your position at some point, I’m also curious to learn more about your perspectives.
Expectation: Leadership is the next step after mastering design craft.
Reality: Leadership requires an entirely new skill set beyond design expertise.
Harrison: I’m curious what made you get into management?
Anukriti: As an IC, I loved crafting experiences. Meanwhile, I’d also observed that beyond the pixels, there were bigger decisions that shaped the direction of a product. I wanted to go beyond designing products to creating a space where design is in the driver seat, where designers can thrive. For me, moving into management was not about stepping away from design; it was about scaling my influence and impact, and helping others do their best work.
Harrison: I must say, that resonates with me a lot. I’ve always been an entrepreneur at heart and there’s some great crossover in what you’re describing.
Anukriti: As a senior designer, I was so focused on my craft and growing it. If I’m honest, I thought moving into management would feel like the natural next step after years of refining my craft. But right now, it’s like I’m learning an entirely new job. Now, I’m navigating a design escalation, a change in priority, an upcoming project review all in the same day–it’s about processes and people all day.
Harrison: Exactly! And it’s even more apparent as you climb higher. As a director, I’m not just managing people or projects, I’m managing up, down, and sideways!
Anukriti: Managing up, down and sideways sounds like another topic of discussion!
Harrison: lol I’m making a note of that!
Anukriti: An ex-manager told me how they’d write their updates for their manager structured by people, process and product. That stuck with me, and now, I constantly find myself thinking about design management in those three pillars.
People: Supporting my team, clearing roadblocks, and making sure they have the right opportunities to grow.
Process: Ensuring collaboration is smooth, setting up feedback loops, and helping designers work effectively with cross-functional teams.
Product: Advocating for design at a strategic level, influencing roadmaps, and identifying the right problems to solve (not just the right solutions).
So to summarize, my overall priority is solving problems for my team so they can focus on their work, simplifying product problems to actionable strategic ideas so we can impact the business, and distilling leadership feedback into actionable steps.
How’s it different for you at the director level?
Harrison: When I speak of managing up, down and sideways, I think of it similarly: I have directors, managers/leadership (up), I have peer groups (sideways). It’s important that we all stay aligned. The detail based on who they are and what’s top of mind of them is where the delivery of that message is different because one may be to inform, act, or influence.
On processes, I think it’s important not to get too caught up on processes. I once had a skip report tell me they couldn't connect with their manager because there was too much process, the order of things almost felt too rigid to talk about real things. Never forget there are people on the other end of things.
Here are things top of mind for me…
Are we clear on our objectives?
Are the right people working on the right projects?
Are there opportunities to consolidate duplicate efforts
When we get feedback from the team - how do we act on it, how can we equip managers to up level their team.
Expectation: You’ll be less hands-on with design work.
Reality: You’ll still engage with design—but differently.
Anukriti: If I’m honest! There are days when I do miss getting into the zone, designing hands-on. How did you navigate the transition into being hands-off?
Harrison: It’s a common feeling to miss the execution part of design. But remember, your design sensibility is still critical, just in a different way. So while it’s no longer about delivering the work; you’re guiding the team’s vision, giving meaningful feedback, and ensuring alignment with broader goals. It’s still creative work, just at a higher level.
I see no difference in facing some of the unexpected challenges we face as an opportunity to ideate. All organizations need some level of design to them, you’re just not necessarily doing it in the same tools necessarily.
Anukriti: Yeah, I’ve noticed that even though I’m not actively designing, my craft knowledge still plays a huge role in how I’m involved in shaping the design strategy. I often jump in to create a presentation or even mock some strategic concept mocks, especially when I can’t stop thinking about a member problem our team is solving for! Other than that, facilitating cross-functional discussions, leading workshops or helping the team think about new ways to approach a problem, I’m still flexing my creative muscle - just differently!
Harrison: That’s spot on. It’s not about letting go of design, it’s about engaging with it in a more strategic way. An added thing about managing is that you also see what's happening in other parts of the business so there's a real opportunity to connect the dots in a way that you may not see if you’re in IC. In the long run this can create meaningful impact in an organization.
Expectation: You’ll have more control over decisions.
Reality: Design leadership is about finding the best path
Anukriti: I assumed that with leadership would come the ability to set the direction and make key decisions. Well I do influence decisions, but most days it feels like I’m balancing conflicting priorities—business goals, stakeholder expectations, and my team’s needs—all while navigating shifting deadlines and resources–that stuff is hard for real! One thing I’ve realized is, being authentic and transparent with my team helps– so even when things don’t go exactly as planned they understand why decisions are being made and feel empowered to contribute to the best possible outcome.
Harrison: Welcome to the club! Management isn’t about total control. It’s about navigating ambiguity. You’re advocating for your team, balancing business goals, and managing stakeholder expectations, and there’s rarely a perfect solution. It’s about finding the best path forward, whether it means pushing for a design-led approach, aligning with product priorities, or making trade-offs based on engineering constraints. There may be times when there are top down decisions get made where you don’t have much say in. There's never a dull moment.
It’s a bit like navigating the sea, some times the waters will be calm, other days it might get choppy. Hopefully you've got that rain coat ready, otherwise you'll learn to bring it next time.
Anukriti: hmm..So it’s not just me then.
Harrison: Not at all! My focus is always on creating clarity for my team, ensuring they have what they need to succeed, and helping them navigate uncertainty. Sometimes that means making tough calls or compromising on certain aspects, but it’s all part of the role.
Expectation: AI will replace designers/design leaders.
Reality: Designers are expected to be full-stack builders.
Anukriti: Honestly, I feel like the industry is moving so fast. AI is a whole other layer and I wonder if we’re preparing ourselves to keep up with it. The best thing to do is stay curious–keep learning and evolving ourselves. I think it’s less about AI replacing us and more about how we integrate it into our work to make us even better at what we do.
Harrison: You’re right. Staying connected to your craft and fostering a growth mindset are essential. The expectation for designers, especially senior ones, has evolved–we’re no longer just visual or UX designers. We’re systems thinkers, problem solvers, and business enablers. The most successful designers blend their craft, strategy, and soft skills seamlessly while balancing business goals. I think this will be essential for designers to stay relevant in a very competitive market.
Anukriti: And I’ve also noticed there’s an increasing expectation for designers to be proactive, not just reactive—to anticipate problems, propose experiments, and think about long-term impact to the product or business. I see more designers influencing roadmaps, making business cases for their ideas, and even driving growth strategies. It’s a shift, and it’s exciting!
Harrison: Exactly! I believe that design is more poised than ever to lead product strategy. That may just be my bias. I’ve often heard or observed teams that think of design as a part of the waterfall process–where it means they are the last ones expected to execute details on decisions that were already made.
The best-performing teams, though, share early and often. They integrate design from the start. Also PMs aren’t some all-knowing oracles of information, they have a supporting cast that they work with. The most successful designers are ones that have functional and business knowledge, and are also able to craft compelling narratives to shape decision-making. Really think, are you leveraging the supporting cast? If not, start making those connections today, regardless of what level you’re at. There's no reason why this should not be happening more. In fact maybe the role of strategic lead can shift to different disciplines over time!
Anukriti: That’s so true. While core design craft will always be important, design is no longer just about execution; it’s about strategy, systems thinking, and rapid iteration. And with AI accelerating things even further, the best designers will be the ones who adapt, learn, and who drive change rather than waiting for it to happen. In fact, I think we’re going to see the role of a strategic design leader evolve even further—maybe we’ll see an era of super-design-leaders?!
Harrison: Super-design-leaders? Let’s hope that isn’t the title, but I do think the job description is due for a much needed update. The organizations that still see design as an afterthought need a wake-up call because the pace of innovation/iteration is speeding up. The role of a designer is changing fast, and those who embrace that shift will thrive. I’ve got design founders riffing with ideas in their heads on conversations we had, that move into a tool that can create a functioning prototype the same day, and can build in integrated customer feedback cycles within the week!
Anukriti: The way I see it, AI isn’t here to take our jobs—it’s here to take away the mundane, repetitive tasks so we can focus on the work that really matters. The thinking, the strategy, the storytelling—designers who embrace that will be the ones shaping the future, not fearing it.
Final thoughts
Anukriti: Thanks, Harrison! This conversation has reinforced what I’ve been learning leadership isn’t about having all the answers. It’s about guiding your team through uncertainty, making sense of ambiguity, and creating an environment where great work can happen. It’s about showing up, listening, and leading by example.
For all the aspiring design leaders out there, here are some key takeaways:
Lead beyond titles: Leadership isn’t about a job title; it’s about how you show up, support others, and drive impact. I’ve also written about this here
Develop a bias for action: Don’t wait for permission, take initiative, when you see something broken, raise your hand and propose solutions proactively.
Embrace ambiguity: Design and leadership both require navigating the unknown. Get comfortable with not always having clear answers.
Stay connected to your craft: As a design leader, understanding the nuances of design is critical in advocating for your team and making informed decisions.
Be curious: The best leaders never stop learning, about their industry, their team, and Resources:
Book recommendations:
Radical Candor – Kim Scott
The Making of a Manager – Julie Zhuo
Dare to Lead – Brené Brown
Creative Confidence – Tom Kelley & David Kelley
Leaders Eat Last – Simon Sinek
Design leadership is evolving, and so are we. What are your biggest takeaways from your design leadership experience? What trends are you seeing? Drop them in the comments!
Stay tuned for the next article in the series, Day in the Life of a Design Leader, which drops next Wednesday.
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