Leadership & Impact
Leadership isn’t something most designers are taught at design school. Our early careers are shaped around individual contribution - craft, execution, and problem-solving. Stepping into a leadership role often means realising that the skills that got you there are no longer enough on their own.
Yet you’re there for a reason. Someone has seen your judgment, your maturity, and your potential to lead. For me, leadership has been a continuous learning process - one that combines universal principles with deep attention to context, people, and reflection.
There are frameworks for leadership, and many of them are grounded in how humans work together. These principles can be studied and practiced, and they offer a helpful starting point. But very quickly, I learned that leadership is not one-size-fits-all. What works in one organisation may fail in another. Teams are made of individuals with different motivations, strengths, and goals. The challenge - and the opportunity - lies in balancing these universal principles with the realities of each context.
Much of my leadership practice has been shaped by doing the work, reflecting on what worked (and what didn’t), and iterating. Over time, this has helped me build a toolkit that supports both day-to-day challenges and long-term impact.
1. A Clear Vision for the Design Team
Having a clear vision is foundational. This starts with reflecting on my own values, design philosophy, and purpose - not just as a designer, but as a leader. A strong vision provides stability; it’s something the team can rely on even when circumstances change.
This vision isn’t only about design craft. It defines how the design team contributes to the organisation’s success, what value design brings to users and stakeholders, and what kind of design culture we are building. It answers questions like:
- What would this company be proud to say about its design team?
- Why would a designer want to work here?
- How does a designer know they are adding value - and feel recognised for it?
I believe vision, values, and purpose should be communicated clearly, both internally and externally. They shape expectations, guide decision-making, and help attract the best and most diverse talent.
2. Design Ops & Execution: Delivering at Pace and Quality
Great collaboration requires strong foundations. Mature design operations and clear processes enable designers to focus on meaningful work and deliver consistently.
Planning, resourcing, and prioritisation are essential - ensuring that teams are supported, projects are feasible, and outcomes are aligned with business goals. Design teams succeed when they can deliver results, and effective execution is what turns good intentions into real impact.
3. Balancing Direction and Autonomy
Different organisations operate differently - some are highly hierarchical, others more autonomous. Both models can work, but designers feel most engaged when they have ownership over their work and space to contribute creatively.
My role as a leader is to balance direction, coaching, and delegation in a way that adapts to context. Designers should feel empowered to make decisions, while also working within clear frameworks - especially in high-stakes scenarios.
Maintaining strong technical skills is also important to me. It allows conversations within the team to remain grounded, collaborative, and professional - designers exchanging ideas as equals, with shared understanding and respect for the craft.
4. Supporting Career Growth & Personal Development
Leadership goes beyond delivering projects. It means understanding where each designer wants to go in their career and supporting them on that path.
Through regular one-to-ones, personalised development plans, and access to learning opportunities, I aim to support both short-term performance and long-term growth. When designers feel supported as individuals, they are more engaged, motivated, and confident in their contributions.
5. Recruitment & Community
Recruitment starts with vision. It’s not just about finding someone who can do the job - it’s about building a team that believes in the mission and feels excited to be part of it.
A strong recruitment process, thoughtful onboarding, and company-wide support are essential. But attraction matters too. Why would great designers want to work here? What does this team stand for? What are we giving back?
Staying connected to the design community is a key part of this. Community builds visibility, trust, and relationships - and it helps ensure that recruitment is not just transactional, but meaningful and sustainable. The industry needs more diverse talent.
6. Self-Awareness & Continuous Learning
Leadership requires self-awareness. Unlike individual contributor roles, leadership impact isn’t always visible in concrete outputs. That makes reflection, feedback, and learning essential.
I actively seek feedback, reflect on decisions, and experiment with new behaviours. Paying close attention to how teams respond - what they say, how they feel, how they work - is one of the most valuable sources of insight.
Leadership isn’t about starting perfect. It’s about committing to growth, learning openly, and continuously improving - for yourself, your team, and the organisation.
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lautecce@gmail.com