Leadership has many definitions — from roles and responsibilities, to impact and mindset. Here is a set of leadership principles I have been practicing and reflecting on across my career. I firmly believe these are the cornerstones of a high-performing team.
Set Clear Short-Term and Long-Term Objectives
As a people leader, one of the most important aspects of my role is to set clear team objectives — whether it's breaking down wider business goals or defining what will take the team to the next stage.
It's vital that everyone on the team feels engaged when we're defining objectives together, and understands how each person's role contributes to the shared goal.
Short-term objectives should be specific, measurable, and timely, while long-term objectives should tie back to team vision and organizational responsibility.
Build an Open-Minded and Inclusive Team Culture
High-performing design teams usually have an open atmosphere where everyone feels included. From hiring people across different backgrounds to encouraging different voices during design critiques, I value diversity in the team — it brings different perspectives to the table and creates real opportunities to learn from each other.
It also gives the team more confidence to experiment, foster creativity, and learn from mistakes.
Drive Smooth Collaboration Through Better Processes
We need processes to make things move. As a leader, I encourage my team to explore better ways of working — both internally and with stakeholders — through ongoing conversations.
Depending on the scope of impact, I step in to provide clarity on new processes that require cross-team collaboration, and work alongside my peers to align.
The processes we discuss cover a wide range of topics: design sign-off, team collaboration, design system governance, and more. What makes me proud is that my team members consistently step up for each other and take ownership without being asked.
Practice Situational Leadership
Situational leadership has given me a lot of clarity in my work and keeps the team performing well. Day to day, that means motivating people who are struggling, recognizing those who are excelling, coaching junior designers, and leaving space for those who work best with autonomy.
Develop Myself and My Team
As a leader, I want to keep developing my own skills, broaden my perspective, and push myself — so I can provide meaningful direction to the team. Developing my team matters just as much: finding what motivates each person, connecting them with resources, and giving them room to take initiative.
I've especially encouraged designers to build deep expertise in specific areas, so that together we have genuine specialists across all disciplines. And when designers grow, their confidence grows with them — and that energy spreads through the team.