July has been a very busy month for me.

Unlike the work of an individual contributor in design, I had begun a new life as a design manager focused on managing people.

Some may baulk at the responsibility for a team’s health and performance, preferring screens over people.

I, on the other hand, embraced the idea that design can extend across mediums, including the experience of my direct reports.

It wouldn’t be surprising to use familiar design methods to support team members: using interviewing techniques to understand each other better or designing small experiments to improve working conditions.

Facing challenges and overcoming them should be part and parcel of any manager’s playbook.

Unfortunately, alongside product strategy and design values, there’s the administrative side of the role: less design, more management.

These are organisational tasks like approving leave, coordinating training, overseeing career development, coaching, firefighting, aligning across teams and leadership, planning events, and conducting reviews. Getting the balance right is often the core challenge.