Growth with purpose

Experience & Expertise + Growth is a powerful equation

Most Senior Practitioners, particularly those with over a decade of experience, don't feel the need to be managed. At least not when it comes to hard skills. They have spent countless hours getting delivery down to muscle memory. So what? 

Craft isn't everything. I have always hired Designers and Researchers based on attitude and aptitude. Attention to detail and delivery of beautiful things is part of the job but not the only factor that counts. Anytime someone says ',but they are really good at what they do,' is code for 'this person can be kind of an asshole, but we tolerate them.' Even Senior Practitioners can benefit from training and improvement. In this article, we'll delve into the significance of investing in continuous professional development. 

Caveat: Difficult conversations are part of a manager's job. If you avoid giving negative feedback, you are doing your team members a disservice. Self-reflection can be challenging for anyone, including Senior staff. But embracing growth isn't optional at any age. 

Mastercraft isn't static 

One common misperception is that Senior Designers and Researchers, having reached a certain level of expertise, have already mastered their craft. Mastery implies a plateau--no room for improvement.

Everyone has room for improvement, regardless of how effortless they may make their work seem. The best practitioners operate without ego yet have confidence in their abilities. They can take criticism and thrive on feedback. This attitude is rare in early career hires and often takes years to build.

Senior Design Staff are more than just assets; they influence the group's attitude and set the teams' bar for quality. However, to fully harness their potential, we must recognize the role of their career Kaizen.

Designer tool usage

When I started in Design we used Adobe Pagemaker and Dreamweaver, Macromedia Flash, Microsoft Vizio, and Balsamiq. Most of these aren't in use today. Or at least they shouldn't be. 

Design is like fashion--it moves quickly and can be fickle. New tools, technologies, and trends are coming into style all the time. Design standards may not change, but patterns of interaction evolve. Senior designers must adapt and grow to remain at the forefront of their field.

The best modern tools have more than help menus. They offer enablement and training content on their websites. The more pervasive the tool is, the higher the chance it has evangelists and influencers posting to YouTube and commenting on Dischord and Reddit. There are lots of opportunities for self-motivated learning. 

Managers should encourage Senior Designers (and all designers) to explore emerging tools and methods. I'm talking about more than Figma Plug-Ins. Trust their judgment and allow them the freedom to experiment. Senior Practitioners should try some AI tools they have read about but on non-urgent deliveries and/or with PMs who are intellectually curious. 

Adjacent skills building

As a Designer, I'm good with layout. I can facilitate a workshop of any size and conduct research on unfamiliar topics with curiosity. I cannot look at a typeface or font and immediately recognize it as some of my peers can. I may not achieve this ability overnight, but I can benefit from learning more than the difference between sans-serif and serif. 

Opportunities to adapt and grow are everywhere. From lunch and learns put on by vendors to online courses. There are local practitioner meet-ups and happy hours. And of course, industry conferences. 

Practitioners will find that adjacent skill development can significantly elevate your work. Doing so will also offset boredom and increase market value. Managers should support a Senior Designer or Researcher's quest for new skills. Support means obtaining a budget for conferences, workshops, courses, or mentorship programs. It's cheaper than churn. 

Non-Design training

As a generalist, I know a bunch of topics. I also may specialize in a subject or practice I care about. I get the most out of learning more because I can form an independent point of view, which my peers and leadership should value, even if it doesn't go with the grain. 

Design-related skills are an easy space to grow. Knowledge in technology, communication, leadership, and project management are areas that Designers can benefit from. These are more challenging to learn since they are part of the job, but they aren't why we chose design as a field. 

Managers should be able to size up the skills that our senior talent has and identify what they can benefit from outside their core competencies. Managers should acknowledge and celebrate those proactively embracing new design trends or technologies. This recognition can motivate others. Senior Designers and Researchers should recognize that they are more attractive to employers when they bring more than design. 

Leading vs. Managing

Not every Manager is a Leader, and not every Leader is a good Manager. These are different yet often complementary skills. And there is a craft to both. Professional development can lead designers and researchers down either IC or management paths. The selection of an approach needs to be agreed upon by both parties. 

I have been both IC and Manager throughout my career. It's not a one-way door. Switching between the two is a great way to keep my skills up to date and to have an impact on the business. It's a great way to prevent burning out or getting tired of a vertical. 

Effective managers identify leadership potential and provide candidates with opportunities to lead projects or mentor junior team members. Clarity on performance metrics and KPIS require clarity and objectivity so that the Senior Practitioner understands how to succeed. It can't be, 'Hey, go lead this project and let me know if there are any problems,' but you don't need a rigid HR system point-scale evaluation either.

It takes two

Active involvement from both parties is required to drive professional development. Here are some strategies for nurturing growth together:

Bespoke Learning Paths

Collaborate to create individualized learning plans tailored to career aspirations and organizational goals. Failure to plan is planning to fail, and failure planning is not on anyone's 2024 goals.  

Substitute Teaching

Obtain access to learning platforms like Coursera or LinkedIn Learning, or pay for a daily remote class that promotes learning by doing. Online coursework is a small investment towards progress. 

Recognition and Rewards

Ask leadership for performance bonuses, promotions, or spot recognition for senior talent who significantly contribute to the organization. And celebrate it--otherwise, you can throw another remote 'going away party.' We all know those suck. 

Uncomfortable truth

Investing in the continuous growth of senior staff members isn't a choice; it's a necessity. If their Managers don't commit to their future, they will find someone else that will.

Senior Designers and Researchers who continually adapt, expand their skill sets, and stay competitive stay longer with organizations that invest in them. When people are authentically supported, they tend to be loyal to one another.

Authentic support is also how we make friends with peers, which I will address in my next post in the series.