Summary
As UX teams scale, how might we evolve the careers of veteran individual contributors who feel compelled to go into management to advance or lead? Often we view management as the only option to lead others, be impactful, and grow their careers. There is an opportunity for talented ICs and their orgs to embrace UX leadership outside of management, leveraging their intuition and leadership skills to build better products faster. Edward Cupps will leverage his experience over this past 18 months, having moved from Director to Principal, to highlight the possible challenges, opportunities, and rewards of such a role for scaling teams and individuals.
Key Insights
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IC leadership is essential alongside traditional management paths in UX roles.
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Successful design leadership focuses on the craft rather than only on managing people.
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Personal fulfillment in work arises when individuals align their roles with their passions.
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Hybrid roles in small teams can lead to burnout as responsibilities increase.
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The impact of a principal designer can be broader than that of a traditional manager.
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Leadership should be defined by influence rather than by title or position.
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ICs possess deep knowledge and experience vital for making strategic decisions.
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It is possible to transition sideways into a role that aligns better with personal strengths.
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Creating a parallel path for ICs can enhance overall team productivity and morale.
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Each professional's journey is unique, and there is value in exploring different leadership dimensions.
Notable Quotes
"Leadership is not about titles or positions, it's about influencing another's life."
"Creative leadership and people leadership are not the same skill set, and we need to acknowledge it."
"I thought I was in a much better position to persuade from a position of influence based on my experiences in the craft."
"If there was another road, another path, I'd take it."
"Leadership is influence, and you can influence people without being the person who signs off on their vacation requests."
"Letting go of responsibilities was extremely difficult, but it opened up opportunities to focus on creative leadership."
"You never know when you might need to switch back between paths in your career."
"We must empower those with a passion for the craft to build influence and leadership skills."
"Every professional's career path can be unique, and we should encourage exploration."
"Find your element and remember that both paths of leadership and management are valid, albeit different."
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