How can you transition from a product design role to a leadership position?

You have to be very clear about your goals here. Do you want to rise to a leadership position within the Design domain or are you looking for a horizontal shift and a vertical jump from there? The answer to this question will dictate the steps you should take towards your goal. Think of it as a journey from NYC to Boston Vs NYC to London. The two require completely different approaches. The latter might require a passport. Assuming you want to transition from a design role to a leadership role outside design, and that too, on a fast track, consider a robust MBA program that not only gives you business understanding but also the power of a strong network. More importantly, MBA may give you “passport” to transition. I have been through this.

Maybe the starting point is to identify who you perceive as good leaders and managers then speak to them about their careers. This will provide insight into what helped them progress and whether they enjoy leadership and management. Being a good designer is no guarantee that someone will make a good leader or manager. Also you need to understand that leadership is different to management. Then you can assess and plan the changes you are seeking. Maybe you can engage one of the people you have spoken to as a mentor? This will help you reduce mistakes and speed up your progress.

Take time to recognise what you'll be leaving behind if you decide to make the transition to leadership. You'll spend a lot less time practising your craft and a lot more time on other things. You'll also find that your time will become far more fragmented - jumping between things and spending less time on each. Ask yourself if you're ready and prepared to do that.

The first step is to know if you have the talent/vocation for leadership. The "halo effect" is famous when the main technical professional is promoted to leader. This often results in losing a great specialist and gaining a terrible manager

Identify your strengths, including technical expertise, communication skills, problem-solving abilities and leadership potential. Recognize the skills needed for a leadership role, such as strategic thinking, decision-making, team management and adaptability. Invest in skill development through courses, workshops or mentorship programs to bridge the gap between your current skills and those required in leadership positions. Seek guidance from leaders, build a network and learn from their experiences to gain insights into leadership practices. Showcase leadership potential by taking initiative, leading projects, mentoring others and displaying a proactive attitude towards problem-solving and decision-making.

Engage in industry seminars and workshops to meet professionals, share insights and build relationships. Leverage social media, industry forums, and professional platforms to connect with leaders, share knowledge and showcase your expertise. Seek mentors or coaches within or outside your organization to gain insights, guidance and support for career advancement. Participate in speaking opportunities, workshops or volunteer initiatives to demonstrate expertise and leadership qualities. Engage in cross-functional projects, collaborations, or initiatives to expand your influence, showcase leadership potential and build a broader professional network.

Transitioning to leadership necessitates ongoing learning, soft skills, networking, and demonstrating potential. Accept challenges, emphasize progress, and comprehend dynamics. Aligning with leadership principles, broadening relationships, showcasing knowledge, seeking mentorship, participating in events, publishing, and creating a brand—a continual process for aspiring leaders pursuing progress in professional advancement, developing support, credibility, and grabbing chances.

In my experience, working in a development role has a more internal focus, meaning it is mainly concerned with the execution and knowledge of the work itself. A leadership role will require a more external and relational bias, both with the internal team and with customers and business partners.

I would say that it's never too early to be doing this. It certainly doesn't need to wait until you're moving into a leadership role.

Enroll in leadership development programs tailored for professionals shifting from technical roles to leadership. Engage in courses, workshops, or certifications relevant to leadership, such as management, communication and strategic planning. Focus on soft skills like communication, emotional intelligence, conflict resolution and decision-making crucial for leadership roles. Shadow leaders or seek mentorship to understand their roles, responsibilities, and decision-making processes. Involve yourself in projects involving various departments, which exposes you to broader organizational challenges and fosters leadership skills.

Management tools and techniques will be needed here. Also negotiation skills (with clients, business partners and the internal team), as well as a better understanding of the needs and motivations that drive the people you will lead.

A big skill gap is likely to be in commercial skills. Try to expose yourself to this side of your business as early as you can.

In transitioning from a technical expert role to a production manager position, I actively sought feedback and mentorship. I engaged in regular discussions with senior leaders within and outside my organization to understand their leadership journey, challenges faced and lessons learned. By seeking their insights, I gained valuable perspectives on leadership strategies, team management and decision-making. Furthermore, I actively pursued feedback from peers and team members to understand how my leadership style influenced our design processes. This helped me identify areas for improvement and refine my approach to better lead and inspire my team.

It is very important to seek feedback from your team. This is essential both for you to correct your performance and for the team to know that there is openness for dialogue and even constructive criticism.

Often, a good choice of mentor can be someone you've worked for, whose leadership style you have experienced and admired. Finding a peer who's at a similar point in their journey to compare notes with can really help too.

This is critical, and again, I'd say start doing it as early as you can. You usually need to demonstrate your management and leadership potential before you'll be given the chance to actually do it!

Proactively take charge of projects beyond your role, showcasing leadership potential. Drive initiatives, seek cross-functional collaboration and take ownership of outcomes. Extend your problem-solving approach to encompass broader organizational challenges. Engage in strategic discussions and contribute ideas that align with the company's objectives. Offer mentorship to junior designers, demonstrating your ability to guide and develop others. Volunteer for challenging projects or take the lead in initiatives that expose you to diverse roles and challenges. Taking on more significant responsibilities demonstrates leadership potential, initiative and a willingness to contribute beyond the confines of a specific role.

One thing I learned is that freedom and responsibility come together. The leader has more freedom of action, but at the same time has the responsibility to make difficult decisions that as a team member he could exempt himself from and delegate to the leadership.

Embrace a growth mindset, seeking new knowledge in leadership, management, and communication to adapt to the demands of the new position. Be open to new approaches, ideas and responsibilities, adjusting to changing circumstances or diverse team dynamics. Cultivate resilience by viewing challenges as opportunities, focusing on solutions and learning from setbacks to strengthen leadership capabilities. Develop strong interpersonal skills to effectively engage and motivate teams, fostering resilience in the face of obstacles. Maintain composure, empathy, and self-awareness in decision-making, fostering adaptability in dealing with various situations.

Transitioning from a product design role to a leadership position involved a deliberate shift in focus. I began by honing leadership skills beyond design expertise. I actively sought projects that required cross-functional collaboration, which allowed me to understand diverse perspectives crucial for effective leadership. Additionally, I pursued leadership courses and certifications to develop skills in team management, strategic planning, and communication. I also took the initiative to mentor junior designers, fostering leadership qualities while supporting their growth. This transition was a gradual process involving both practical experience and intentional skill development.