Design Viewpoint: The development of designer's leadership

In other words, designers are not very good at discipline, sensitive, impulsive, distinctive personality, idealism ... All this makes everyone very headache, but we also love designers, because they bring to the public a lot of fresh, many ideas, a lot of thinking, so some small temper is not so serious treatment. However, when a designer's responsibilities and positions change, the problem is easy to come by.

I learned that some of the designers from the position of self-made friends, suddenly turned to design director of the post, a moment to find no direction: On the one hand, because there is no general in the Army, Liao as a pioneer, on the one hand spot, said you can do you can not do it. This is the time to face a challenge-again, as in the past and suddenly become subordinate colleagues to hook shoulders, push cup change is not very natural, but also want to tolerate management, and found that the implementation of difficulties.

In fact, these psychological or interpersonal changes are natural, as from a designer point of view, once you start to lead the team, it means that "his design strength is the best of us", in fact, this is only one aspect, it may not be so. Fighting between the head and the army is the difference between strategy and tactics, and when you become the leader of a design team, you start to focus on leadership development. What should be done about it?

1. Do not dream, to have practice

Many of the fledgling design managers, there is always such a mentality-"I finally daughter-in-law to become a woman," so the big idea, great movements, Zooey design strategy, design norms, a departmental work system almost written "Napoleon code." Wait a minute, is this what we need? If we just need someone to make things more complicated, let's ask an economist ...

You can have a 3-year plan, 5-year layout, but your department's folks don't see it that way, and if there's no sign of an increase in wages this year, then for them, a year's worth of work will be reduced by 50%. So the first thing every design executive has to learn is pragmatism.

Suggested management ideas and departmental goals, summed up in a word, and then the rest is the means to achieve this goal. Less nonsense, less to do wrong, if you want to ask me when I was in charge of how to do, I have only one sentence "Let departments reduce meetings, improve efficiency, increase revenue, optimize quality."

2. Does not occupy the subordinate's work achievement

There are some newly recruited supervisors, trepidation, the greatest pressure and fear from the "in case they do bad how to do?" "-So, burn, often overtime supervisor we often see, not only to complete their own work, but also to help the department staff to wipe the buttocks, up and down splint gas.

It's not a help when you're saddled with the responsibilities that others have to offer, it's an encroachment, your excess labor leads to the seizure of results, things like you do, you play the role of God. The Department should be the relationship of cooperative warfare, the clear and reasonable process of responsibility, so that everyone can eat meat, you do not want to cook the meat yourself, give others a little soup.

3. Raise various questions and lead us to solve them

As a small leader, the more important job is to find the department's problems, product issues, user issues, and lead the team to solve the problem, this is a team to succeed, if one day you find that your team has no problems to find, no goal to pursue, then it means that you have regressed, you dragged the team's hind legs , you should bring your throne out.

A team can always from the following points to find more breakthroughs and progress direction: personal design ability, design collaboration ability, PR ability, market operation experience, product design process, team culture and atmosphere.

If you look good enough, found some problems, please work together to solve, the role of the team is to unite and win. And in China's company, Hotta things are not not, so use team spirit to promote a thing or relatively safe, remember "martial arts again high, also afraid of kitchen knife."

4. Encourage innovation and reward mistakes

We all know how to encourage innovation, but that stuff is verbal, and when it comes to specific resources, your work is coming, and in order to be more smooth in the process of innovation, you need to apply resources and support to a higher level of leadership and be willing to take on the difficulties of the innovation process.

Reward error, yes, but not reward ignorance, this has the essential difference, a new product design in the process of creation will have a variety of different ideas and sound, how to protect these original embryonic ideas is a very high technology. A designer in the design of the direction and the idea of deviation, which is essentially due to the subjective and Product manager communication is not in place, and in some errors, it is possible to obtain new possibilities. So, we encourage rewards, not punishment, or your company will not get any useful innovations.

5. Share the results and know how to celebrate

Speaking of this is not to do the design of things, but a person. Whether your efforts are personal behavior, once you get results, please share with all members of the team, no difference in the reward, this is a good idea of morale, as to why you want to do so, do have any positive impact, please refer to the "Yuesheng biography."

The design team is naturally a flexible, youth organization, then Daily also need some inspiration, work results, can release for the life of relaxed, organize some celebration activities, will let the nerves in the team is not so nervous, since you all let management and technical staff only groan for the sake of, Please keep a good habit of entertaining yourself. A rigid leadership will not let subordinates feel happy, work unpleasant, the results naturally disappeared.

Of course, there is no bad leadership, do what kind of leadership is not their own choice, I suggest to the above to inform you of the promotion, you have the best objective analysis of the current team status, you are not appropriate to go up, if not appropriate, quickly stop.

The unsuitable conditions are: 1. Character reason, do not love strategic work; 2. Own management ability reserve insufficient, support strength is limited; 3. Too passionate about technical work and lack of interest.