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What If the Best Career Move Was Becoming a Parent?

What If the Best Career Move Was Becoming a Parent?

This is a personal reflection I wrote to explore how becoming a father shifted my perspective on ambition, leadership, and product design. I believe great leadership is grounded in life experience, and this is one of the experiences that shaped mine.

Becoming a parent was one of the most transformative experiences of my life, right up there with going to college and living in the USA. But unlike those milestones, I never really sat down to reflect on what parenthood has done to me. Especially professionally.

We all understand in theory that becoming a parent is a deep identity-shifting event. And yet, in our professional circles, especially in the high-achievement culture of LinkedIn and startup life, we rarely talk about how it actually changes us. It doesn’t quite fit the usual “hustle harder” narrative.

I didn’t speak about it either. Partly because I thought my experience was just… normal. But looking back, I see how profoundly I’ve changed. I’ve walked many emotional miles as a parent, and I want to share what I’ve learned. Especially for others walking a similar path!

Redefining Ambition

Before becoming a parent, my sense of self-worth was deeply tied to professional recognition. I lived for the next title, the next promotion, the next proof that I was moving up.

That changed.

There’s a new space in your heart that opens when you meet your child for the first time. I remember the moment my son opened his eyes. Something inside me grew. A part of my heart I didn’t even know existed began to expand, day by day.

And with that expansion came a new kind of ambition.

A good friend and former colleague recently said to me, “I’ve always known you as an ambitious guy, but now I see there’s more to you. You have more layers.” He was right. Parenthood didn’t dim my ambition, it gave it context.

Now, I ask myself a different question: What kind of father do I want my son to remember me as?

It’s not that I care less about being a great designer. It’s that I care more about being a whole human.

The Paradox of Letting Go

Here’s something no one tells you: the more you build your confidence in different areas of your life, the stronger you become at work.

  • You take feedback more constructively.
  • You don’t get defensive as easily.
  • You can choose your battles with more clarity.

Life has a quiet paradox: the harder you try to get something, the harder it is to achieve. Tension clouds judgment. When your sense of success isn’t only rooted in your career, you’re actually more likely to thrive in it.

That’s been my experience. I’ve grown into a more grounded, resilient leader. I no longer panic over critical feedback or let setbacks shake my identity. Instead, I focus on what truly matters.

Clarity Over Status

I used to be obsessed with job titles and career milestones. But those highs are fleeting. What sticks is the work, the people, the craft, the process.

Now, when I think about the future, I ask myself a different question: What do I want to feel when I look back on my career at 80 years old?

Here’s what I’ve realized:

  • I want to be exceptionally skilled at a practical craft (like design).
  • I want to work in environments where design is truly respected and upheld.
  • I want to be surrounded by brilliant, talented people who challenge me to grow.
  • And I want to work on things that matter—projects with purpose.

Final Thoughts

Fatherhood didn’t make me less ambitious. It made me more human. It clarified what really matters. And it reminded me that we’re all more than our LinkedIn bios.

So to any other parent-designers out there: your ambition is still valid. But don’t be afraid if it starts to look different. Let it evolve. It might just lead you to something even better.

What Makes a Great Startup Design Leader?

What Makes a Great Startup Design Leader?

I was recently asked by a startup founder what makes a great design leader. I found this question interesting because it resonated deeply with my journey as a design leader and people manager.

He was in the process of hiring a design leader and received many excellent looking portfolios. However, he didn’t know how to evaluate them or what a great startup design leader would look like. He currently had a product designer who was primarily responsible for delivering a great UI. But as the product grew in complexity, a more holistic view of product design and the customer journey was needed.

The must-have requirements for design leaders always depend on the size of the design team, the UX maturity, and the complexity of the product. In this post, I’ll share what I believe defines great design leadership for startups that have reached product-market fit.

I’m not going to talk about design leadership in a large tech organization. That’s a different game.

The First Product Designer ≠ Design Leader

First things first. Before I dive into the leadership principles, I want to clear up a common misconception. The first designer in a startup doesn’t necessarily have to be a Design Leader. They are primarily focused on delivery and executing the founders’ visions in a visually compelling way. Those designers are highly skilled in UI design and have a strong bias towards action. They are creative thinkers with an entrepreneurial spirit. At this stage, the product is easy to understand. The features and flows are clear. The mental model of the application is straightforward.

Why You Need a Design Leader After Product-Market Fit

Your startup will reach product-market fit once it has a solid base of first customers and your solution is delivering consistent value at a growing scale. At this point, Founders are thinking about what’s coming next. Feedback from your first customers will give you new perspectives on opportunities and ways to improve your product. At this stage, you may even question your initial idea. Without the right structure and leadership, you will drown at this stage in walls of sticky notes and unsatisfying ROI on your User Research efforts. You need a design leader.

Three Leadership Principles for Startup Design Leaders

A product design leader in a startup must bring the following three leadership principles to the table:

Practicality over Perfection

Startups move fast. A good Product Design Leader prioritizes solutions that work today and can evolve, rather than chasing the illusion of flawless execution. This often leaves little to no time for in-depth product discovery. A great product design leader makes decisions with limited information. It means acting on informed gut instincts rather than waiting for perfect data. They are helping the team avoid “paralysis by analysis” at all costs.

Hands-On over Managerial

A design leader must lead and inspire by doing. My favorite motto is clear: Show, don’t tell — Lead by example. You need someone who is a doer, not a manager. This person loves to get knee-deep into UX design or doing user interviews. This person must inspire your existing and future designers.

This is something that’s close to my heart: product design leaders, and even product leaders at this stage, absolutely must build empathy with their customers firsthand. They can’t afford to rely on filtered reports.

Great Storytelling over Process

A good storyteller adapts their narrative to their audience. For example, you need to meet your founder at their level of strategic altitude and understand what they’re looking for. They probably don’t care about the specific UX research method you’re using, but they’ll be impressed when you show how your user insights directly impact their business goals.

It’s equally crucial to provide engineers with the context behind your designs. The “why” behind your decisions. When they understand the reasoning, they will find stronger solutions.

Conclusion

A great design leader in a startup isn’t just managing from the sidelines. They’re in the trenches with the team. They provide clarity when things get messy, connect the dots between user insights and business goals, and inspire others by showing, not just telling.

 

Navigating Innovation As a Startup in Times of Austerity

Navigating Innovation As a Startup in Times of Austerity

As I write this in the spring of 2024, we find ourselves amidst a recession, grappling with high inflation rates, and witnessing a drying up of the venture capital market. Mark Zuckerberg has even heralded the “year of efficiency.” And the Wired magazine headlines “The glory days of venture capital are winding down …”.

Yes, the environment for innovative ideas had been better. But while these conditions may create a sense of fear and stagnation, it’s crucial to remember one immutable truth: innovation remains the cornerstone of startup success, regardless of economic ebbs and flows.

Why Innovation Still Matters (Especially Now)

In both prosperous and challenging times, the principles of building a successful startup remain steadfast. At its core, a startup must offer a product or service so compelling that it prompts users to alter their behavior and embrace it. However, in times of financial strain, the temptation to retreat into a protective shell can be alluring. It’s during these moments that startups must resist the urge to play it safe and instead double down on their commitment to innovation.

Beyond the Idea: Execution is Key

It’s important to acknowledge that even the most groundbreaking ideas will fail if executed poorly. Yet, a startup must maintain an unwavering belief in its ability to continually innovate. The moment a startup perceives itself as having something to lose, it embarks on a path towards irrelevance.

So, how does a startup navigate the waters of economic uncertainty while staying true to its innovative spirit?

Embrace Taking Risks

Firstly, you must resist the urge to adopt a defensive posture. A risk-averse startup is an oxymoron; after all, startups thrive on risk-taking and audacity. Instead of retreating, startups must charge forward, embracing ambitious goals and pursuing big swings rather than settling for incremental gains.

Build a Culture of Innovation – Beyond The Product

Furthermore, innovation should permeate every aspect of a startup’s culture, not just its product development process. Artificial deadlines, a spirit of experimentation, and a relentless drive for growth are all essential components of a culture of innovation.

Evolve Constantly – Even Your Core Business

Moreover, startups must constantly reinvent themselves, recognizing that what worked yesterday may no longer be relevant tomorrow. As Paul Graham, founder of Y Combinator put it: ”The fact is, most startups end up nothing like the initial idea … The initial idea is just a starting point – not a blueprint“

The Bottom Line: Only the Most Innovative Startups Will Survive

In summary, navigating the complexities of innovation amidst austerity requires a steadfast commitment from founders and teams alike. It demands a rejection of fear and a willingness to embrace uncertainty. Ultimately, it’s not just the survival of the fittest but the survival of the most innovative that will prevail in times of austerity.

How to Help Junior Designers Thrive

How to Help Junior Designers Thrive

New courses like the Google Coursera Google UX Design Certificate course and boot camps like CareerFoundry create an influx of Junior UX Designers in the tech industry. Senior Designers and Design Management need to develop strategies to help this next generation of Junior UX Designers become successful.

I’m a business book nerd, and I’ve learned a lot about people management from what I read in them, particularly The One Minute Manager by Kenneth H. Blanchard and Org Design for Design Orgs by Peter Merholz and Kristin Skinner. These books inspired me in these three ways to help Junior UX Designers thrive in any organization.

1. Set Clear Expectations and Goals

My expectation of a Junior UX Designer is to develop their professional craft first before taking on high-impact and visibility jobs. There is no way to skip the line in the skill and competence department. Relevant professional learning projects should improve the craft and baseline skills in User Research, Prototyping, and Interaction Design.

Setting clear goals and managing expectations is not about holding someone with ambition back. It’s about focusing on skill development to become a more seasoned designer.

2. Give Instant and Constant Feedback

In general, leaving feedback only for yearly performance reviews is probably the worst form of feedback, especially for junior UX designers. The feedback loop between the manager and Junior UX Designer mustn’t be too long. It will make the development journey of the young Designer much more unpredictable, and Junior UX Designers might feel insecure about their professional development without timely responses to their work.

I love this quote from The One Minute Manager:

“Help People Reach Their Full Potential. Catch Them Doing Something Right”

Kenneth H. Blanchard

What does that mean? Catching people doing something right means managers mustn’t focus only on catching people doing something wrong. Instead, pointing out specifically good behavior or performance right when you see it will give clear but positive guidance of what your Junior Designer should do more of in their job.

Like catching a Junior Designer doing something right, we need to re-direct instantly when the direction or outcome is wrong.

The first sentence, Help People Reach Their Full Potential, focuses on giving critical feedback. Yet, it needs to come from a positive intention that supports the professional development of the Junior Designer.

We critique the behavior, but we support the person. We always need to reinforce that we believe in the Junior UX Designers’ abilities to solve professional challenges. That’s why we hired them.

3. Create a growth plan

Good Junior UX Designers are ambitious. They constantly want to learn new things, so creating a plan with learning goals is motivating.

One famous framework for planning personal development goals is setting personal OKRs (Objectives & Key Results). Objectives and Key Results is a management framework invented by Andy Groves that links the individual tasks of teams and employees with corporate strategy, plans, and vision.

Plan your Junior UX Designers’ personal development OKRs in alignment with your team’s skills and the overall vision and strategy. For example, if your goal is to run more design workshops, developing your Designers in Design Sprints makes sense.

How to set your OKRs or for your team you can find in this excellent blog post from Mint.com.

Another excellent example for planning your Junior UX Designers’ skill development (or your own) is the UX Skills Matrix by Daniel Birch.

Daniel created The UX skills matrix to self-evaluate essential UX Design skills and understand his needs to improve. Help your Junior UX Designer self-evaluate their skills and help them understand their strengths and growth opportunities.

I love The UX skills matrix to make personal development goals visible and transparent.

Conclusion

Developing the professional craft should have the highest priority for a Junior UX Designer. Impact and high visibility projects can follow later.

The more frequent the feedback loop between manager and Junior UX Designer, the better you create continuous skill development. Write down the quote “Help People Reach Their Full Potential. Catch Them Doing Something Right”.

Motivate your Junior UX Designer with documented and agreed learning goals. Personal OKRs and the UX Skills Matrix are excellent tools for planning the professional development journey of your Junior UX Designer.

Why Prototyping is The Most Important Communication Tool for A UX Designer

Why Prototyping is The Most Important Communication Tool for A UX Designer

Communicating ideas as a UX designer is a vital skill. Especially discussing design ideas in meetings without anything tangible for people to react to can be a waste of time. Discussions remain theoretical, thereby missing an element of focus and productivity. Frustrating!

I believe the prototype is the single best way to communicate ideas for UX Designers. Here is why:

Tangible Beats Abstract

I have gotten so much value out of the design sprint methodology by Jake Knapp. Among other things, Jake built the Design Sprint framework because he was annoyed by long and unsuccessful meetings. Without structure and a framework, discussions tend to wander – with no outcome.

While not every meeting needs a workshop or a facilitator, I like to live by the design sprint principles every day. My favorite principle is ‘tangible beats abstract.’

A prototype puts a stake into the ground. You can agree with the outcome or not, but the conversation focuses on user experience and the customer.

The Prototype is The Language of The UX Designer

In architecture school, my teachers taught me that sketching is the language of architects. I loved it. So in every meeting with my friends or teachers, I had a sketchbook with me, and we discussed ideas with pen to paper.

Whenever I present design ideas to stakeholders, I never show stand-alone mockups or wireframes. I always put it in the context of the experience user journey – ideally in high fidelity.

With a prototype, Designers have a common ground of understanding. Upon which you can build new ideas.

Conclusion

Whenever you present your work, create a small prototype. In my experience, once there is something tangible to show to a customer or stakeholder, ideas start to flow. People talk about user problems and have ideas, and the project moves forward. Avoid lengthy discussions about things people can’t see.

To end on a thought-provoking note: Maybe Rapid Prototyping is more critical than User Research?

The B2B Product Dilemma and How to Overcome it

The B2B Product Dilemma and How to Overcome it

Most UX and Product Management literature and education focuses on B2C products. As a Product Designer in B2B, I am trying to apply the B2C-centric school of thought into my daily design process and have some challenges.

Product in B2B is a different game. I call it the B2B Product dilemma.

What is the B2B UX Design Dilemma?

The dilemma is that in B2B, the end-users of a product are not necessarily paying customers. Therefore companies (especially sales-driven ones) don’t see the immediate value of good UX or product research in revenue and are poorly investing in it. As a result, the product and UX maturity in most B2B companies is low, and their products’ user experience sucks.

These are the challenges B2B companies need to overcome to create more innovative products and be more UX mature and product-centric.

Empowered Product Management Team

Yes, we need Product Leader who are empowered to drive their product organization forward. However, in many B2B organizations, Product Management is instead Project Management – heavily focussed on execution. This typically applies to very delivery-driven organizations. Product Management only receives requirements from stakeholders and writes tickets.

Product management needs its market and customer research to create a validated product strategy. Without an empowered Product Management team, UX can not unfold its full potential.

Outcome-Driven Product Metrics

In her book Escaping the Build Trap, Melissa Perri describes when businesses value delivering features more than actual user and customer problems solved. Typically, companies who know they should innovate and feel the market pressure are too afraid of making mistakes. They cling to ‘Metrics’ like velocity to measure a product’s success.

Product Managers need the freedom to explore rapidly new ideas to improve customer experience. This is the only way a product team can build an internal innovation muscle.

Open Access to Customers and Users

Without unfiltered, direct contact with customers, Product Management and UX can not create a validated Product Strategy and long-term product success. In UX immature organizations, the delivery team may be protective of the customer relationship and afraid UX ‘messes’ something up. In my experience, customers love to be involved in the product development process. You can even sell it as a unique Customer Champion Program to engage with promoters of your brand.

Conclusion

It is challenging to design products with great UX in B2B organizations due to the B2B UX Design Dilemma. Here is what you can do today to change it for the better:

  • Team up with your Product Managers. Create together a plan on how to get a customer-validated product strategy.
  • Define outcome-driven product metrics (Customer Value > Velocity) with your Product Managers to measure what success means for your product.
  • Involve your Delivery Team (Sales, Marketing, Consulting) into your design process to make them understand the need for unfiltered customer and user feedback.

It is not an exhaustive list, but we need to start the conversation about measuring the value of UX Design in B2B.