How do you manage your time, energy, and resources as a design leader?

Design leadership is a much wider and strategic role than design management. However the responsibilities can also be vast and diverse, and involves a lot of cross functional initiatives. It's not only important to know what's important for design execution but also key to know the company wide business drivers you can influence via design. Whether its business problems, systemic challenges, culture or alignment challenges, stakeholder mindset or influencing the quality of product experiences: a design leader has to get used to being uncomfortable, juggling multiple challenges at different levels, bringing clarity to chaos. Its important to be able to zoom in and zoom out based on the situation and prioritize on impact and radius.

In my experience, managing time, energy, and resources as a design leader involves prioritizing tasks, delegating effectively, and setting clear boundaries to maintain work-life balance. Using project management tools, scheduling regular breaks, and focusing on high-impact activities help optimize efficiency and sustain productivity. Regular reflection and adjustment of strategies ensure continued alignment with goals.

Keeping it simple in terms of Strategies: 1) Prioritize Tasks - Focus on things which consume more time and get them out of the way. As a Design Leader, spend time reviewing teams work and clearing roadblocks so that the process is streamlined. 2) Delegate with responsibility - Don't be a micro manager. Delegate to the team member with him being responsible for the task till its logical conclusion. 3) Allocate time in your Calander to reflect on the week ahead, tasks, and to reflect on the team. 4) Ensure that resources in the team have redundancies, ensure individual contributors have backups for any tasks. 5) Set boundaries in terms of Professional and Personal life. Stretch when it is essential but do not become a 7 PM work addict.

A roadmap of projects per quarter is key, otherwise you will just react to needs without time to think and innovate. Contingency resources are also key, since urgency, versions and changes are an unavoidable aspect of a dynamic design practice.

As a design leader, It's about finding the right balance between pushing projects forward and taking care of yourself and your team. I prioritize tasks based on what's most important and urgent while utilizing tools like time-blocking and prioritization frameworks, and I'm not afraid to delegate when needed. Taking regular breaks and ensuring everyone on the team has time for self-care is crucial to maintaining energy and avoiding burnout. I also make sure resources are allocated wisely, keeping the big picture in mind while staying flexible to adapt as needed.

To delegate successfully, create an environment where team members feel comfortable asking questions. Address any concerns or ambiguities promptly to avoid misunderstandings. Remember also to delegate authority, by empowering team members by granting them decision-making authority within their areas of responsibility. Trust your team to make appropriate decisions. To accelerate empowerment remember also to demonstrate the qualities you want to see in your team, such as professionalism, integrity, and a strong work ethic. Your behavior sets the tone for the team culture (lead by example). Acknowledge and celebrate individual and team achievements. Recognition boosts morale and motivates team members to excel.

You can't do everything yourself, nor should you. Identify tasks that you can delegate to team members, and trust them with these responsibilities. Empowering your team not only lightens your load but also encourages growth and development within your ranks, enhancing team capacity and morale.

Delegation is one of the most important factors in any project. Ideally, for this you need to know well all the project members and correctly distribute tasks. Periodically discussing the project in meetings, be able to find an approach to each member of the team, and arrange breaks to give them the opportunity to gain energy and not plunge into a stressful environment. Be a friend to team members, but at the same time it is very important not to break the subordination.

As a design leader, it's important to delegate tasks and responsibilities to team members and empower them to take ownership of their work. Trusting your team to handle tasks independently not only frees up your time and energy but also fosters a sense of ownership and accountability among team members. Effective delegation allows you to focus on high-priority tasks while also providing opportunities for your team to develop their skills and grow professionally.

Delegation goes beyond just managing time; it’s about empowering your team. When you hire people, you’re recognizing their skills and experience. Trusting them to handle responsibilities is crucial. By giving team members the autonomy to make decisions, coupled with the right support and feedback, you not only leverage their strengths but also foster their growth and learning. This approach not only saves time but also builds a motivated and cohesive team.

In my approach focusing and prioritizing tasks is crucial. I start by identifying the most impactful projects that align with our strategic goals and then break these down into manageable tasks. Utilizing tools like Trello for task management, I assign clear deadlines and priorities, ensuring the team knows what needs immediate attention versus what can wait. This method not only clarifies our direction but also prevents burnout by ensuring we're not spreading our efforts too thin across less critical tasks. It's about doing the right things, not doing everything. Concentrating on pivotal projects ensures our resources are efficiently allocated, leading to more meaningful design outcomes.

Be careful not to over-invest in fixing the broken parts of your org at the expense of amplifying the working parts. It may be tempting to devote all your energy to up leveling under-performing reports and saving off-the-rails projects. These issues may even seem like they require ALL of your time. But if you only prioritize the dysfunctional areas, you risk only moving things from bad to mediocre. Ask yourself if an hour of your time would yield bigger impact if it were focused in areas where you could take good to great.

A colleague of mine once said, "It's not prioritization unless it hurts." They meant that prioritization is not just about focusing on what is important, but also building the discipline to maximize your focus on the MOST critical priorities. As a leader, it can be painful to know that there are important issues that may not be resolved right away, but the truth is that to give yourself the best chance of succeeding in your most important priorities, you need to give them the time and focus they need.

Monitor the progress and quality of the project and the team. Review the results and feedback, and adjust the plan and priorities as needed. Celebrate the achievements and learn from the failures. Also, reflect on your performance and seek feedback to improve your skills and leadership.

Determine which tasks require your immediate attention and which ones can wait. Apply the Pareto principle, focusing on the 20% of tasks that will yield 80% of the results. This approach helps you concentrate on what truly matters, ensuring that you invest your time and energy where it's most impactful.

Finding the right equilibrium between various aspects of your personal and professional life is essential. Personally, I ensure this balance by scheduling dedicated time for enhancing my health, mindfulness, social connections, and more. At the end of each year, I establish goals spanning these vital areas that contribute to my overall well-being and happiness. By regularly reviewing my calendar on a weekly basis, I can monitor my well-being across these dimensions and make adjustments as needed. This proactive approach enables me to maintain a fulfilling and balanced life. Another key element is setting things up in your environment to support your goals. Eg. if you aim to drink more water remember to put a bottle of water close to you.

Put your health and well-being first — always. As a design leader, I tell my team this, and I have to show up and walk the walk. Take those mental health days, set clear boundaries, learn to say no, and learn to manage expectations. And go out in the sun when it's shining.

You're no good to anyone, yourself or whoever you're responsible for, if you are burned out. If you want to inspire your team, then you need to be able to articular priorities very clearly, which always need a sharp mind at work. There is that famous story about 2 lumbar jacks going to work everyday at the same time and finishes work together. One of them takes a 1 hour break in the middle of the every day. Surprisingly the one who takes a break chops more wood than the other. When the other one asked curiously that how does he do that with loosing 1 hour every day, the one says that he goes home and sharpens his axe for which it performs better.

What can I say about balance? Everyone has their own. In my career, I even met people for whom rest was also work and sometimes this led to burnout or health problems. Find time to spend with friends and family. Sports - is very important. Try to stay active and healthy lifestyle as possible.

Maintaining a healthy work-life balance is crucial for sustaining productivity and avoiding burnout as a design leader. Make time for activities outside of work that recharge your energy and help you relax and unwind. Whether it's spending time with loved ones, pursuing hobbies, or engaging in physical exercise, prioritizing self-care allows you to return to work refreshed and rejuvenated.

I embarked on a journey of meditation to embrace the constant changes that weave through our daily lives. These changes manifest in subtle moments, whether in our physical movements or the continuous flow of thoughts in our minds. Learning to recognize and accept change in these micro-moments is crucial. Embracing change becomes a transformative practice, teaching us to be mindful and adaptable in every aspect of our lives. I strive for continuous improvement by nurturing my curiosity and exploring topics beyond my daily routine. This deliberate effort allows me to venture beyond my comfort zone, encouraging personal growth and a broader perspective.

Adapting and pivoting in response to changing circumstances are essential traits of effective leadership in any field. A great leader recognizes that priorities, goals, and objectives evolve continuously, influenced by both business dynamics and personal growth. Being flexible and resilient, ready to embrace new challenges and learn from both successes and failures, is crucial. Equally important is maintaining empathy—understanding and considering the perspectives and feelings of others. This balanced approach not only drives innovation and improvement but also fosters a supportive and forward-thinking team environment.

Stay flexible and open to adjusting your strategies as projects evolve and new challenges arise. Continuously seek feedback from your team and peers, and use this input to refine your management techniques. A willingness to learn and adapt is key to navigating the complexities of design leadership effectively.

Change is the only constant. Just when we thought we have a stable infrastructure, market, team, and organizational vision - pandemic startled every single one of them. One of the greatest skillset for design leaders is flexibility. I mention it as a skillset cause it can be learned and practiced. Only an ever evolving team can survive the turbulences of a dynamic discipline like design. This is also the cornerstone of growth for human race, not just one single organization. As we put our learnings from failures to work, we also get better at predicting the shorter term future. Some times that also helps us be the leaders in our field by paving the path of innovation, while resolving current pain points.

Stay adaptable and open to change in your approach to time, energy, and resource management as a design leader. Continuously evaluate your processes and workflows, identifying areas for improvement and implementing changes as needed. By staying agile and responsive to evolving needs and circumstances, you can optimize your effectiveness as a design leader and drive better outcomes for your team and organization.

Avoid getting bogged down in office politics or dedicating excessive time to managing high-level stakeholders. As a leader, your primary objectives should be to empower your team and focus on their success. Concentrate on fostering an environment where your team can thrive, as this is where your leadership will be most impactful.

Beyond these strategies, it's essential to maintain a clear vision and communicate effectively with your team. Ensure everyone understands the team's goals and their role in achieving them. Cultivate a culture of transparency and collaboration, where team members feel valued and motivated to contribute their best work.

Es fundamental propiciar los espacios de recreación en equipo, almuerzos compartidos, desayunos, actividades diferentes a las habituales en el horario de trabajo, para fomentar la creatividad, la confianza y la relajación del equipo dentro del horario de trabajo.

I firmly believe in conquering tasks.. break them down. Dedicate time to manage other people's time. This habit ensures that your schedule gets freed long terms. Prepare before a meeting, command preparation before a meeting. Organize your day around energy levels. Most important tasks should be done when you are most productive, even if it is not the most interesting. Commit to a schedule. Schedule free time in it.

One of the reasons your team struggles is because of lack of domain knowledge. As we design products or services which go way deeper than the UI, it is always important to understand the business aspect of it. Why customers pay for the product is a driving factor that brings everyone in the company on the same page. We regularly have sessions where sales people would give demos and do a pitch as they would to our prospective customers. This would be an eye opener for many of the team members. When you get why customers trust your product and how they use it, everyone starts to feel like a owner and make decisions towards that "why". As everyone understands the "why", you can be more effective as a design leader.