Practical Ways To Apply Design Thinking to Leadership
There’s still a lingering belief that design thinking is only applicable to designers or those in product development. This couldn’t be further from the truth! You can apply design thinking to any role, title or industry.
Let’s focus on how to apply attributes of design thinking to leadership, from the minutia of everyday decision making to the complexity of untangling big problems.
Tim Brown, President of IDEO, explains, “Design thinking is a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.”
Let’s follow that up with what design thinking is not. It’s not:
- A standardized process
- A fad or magic bullet
- Linear, with a clear starting and stopping point
- Adaptive to your organization
- A way to create meaningful positive change for your customers and employees
- Non-linear, with a focus on continuous, collaborative learning
Here are three practical ways that design thinking can strengthen the impact of leaders, no matter the industry.
1. INTENTIONALLY LEARN
Perhaps you’ve heard the tale of a professor seeking a teacher to learn Zen. The teacher invites the professor inside, pours him some tea and fills the cup to the brim…and he keeps pouring! The professor says, “That’s enough! No more will go in!” The teacher responds with, “Your head is full of ideas and opinions. How can I show you Zen unless you first empty your cup?”
Let’s re frame that question: How can leaders learn what’s going on with their customers, employees and culture unless they first empty their cup?
When conducting user research to inform product innovation, researchers try to adopt a “beginner’s mind” in order to observe, listen and learn new insights that could influence a future release. This is intentional learning — the emptying of their cups. In many ways, a company is a product.
Here are some some practical ways leaders can “empty their cup” and cultivate intentional learning:
- Remaining open to an idea that you believe will fail
- Getting out of the office and spending time with customers to observe, understand and internalize their pain points
- Asking — and encouraging your team to ask — “Why have we always done it this way?”
2. DISTRIBUTE CONTROL
Distributing control is often confused with delegating. Anyone can delegate (although I’m not suggesting it’s easy). Delegating is activity-based and consists of dolling out and managing the flow of tasks. Distributing control is much more difficult. It requires us to momentarily suspend our version of reality — which informs our mental model of “right” — in order to facilitate open, productive collaboration.
This is why cross-disciplinary collaboration is so important to the design process. One’s view of the problem looks different across multiple perspectives, from designer to business analyst to technologist. No single view can ever have all the information, which is why no single person should have complete control of the final product.
When leaders don’t distribute control in other contexts, they may find ourselves manipulating other opinions and insights to confirm their version of reality. The truest example of pervasive and damaging self-sealing logic.
Here are some examples of leaders distributing control:
- Seeking and internalizing perspectives outside of one’s department, especially below the management tier, for more information before making a decision
- Organizing a working session with a group of cross-disciplinary employees to brainstorm ways to improve an area of cultural friction
- Asking, “How can other perspectives broaden my view of reality?”
3. ENVISION THE ECOSYSTEM
When building a digital product, teams often focus their efforts exclusively on what they’re making: the thing.
Not understanding other key points of interaction with the brand limits how well they can serve users through any singular product. It’s important to ask:
“How will users find what we’re building?”
“Where will they go from here?”
The answers can broaden our view of the other touchpoints that could be shaping customer expectations or frustrations. The knee-jerk response of some product teams might be, “That’s [insert department name]’s job, not mine.” That might be correct in theory, but that logic crumbles during execution. It sends a message that accepting a narrow view of the customer journey will do just fine — that everyone just owns their piece of the pie. That’s how internal silos grow and manifest into fragmented and frustrating customer experiences.
These are some ways leaders can envision the ecosystem:
- Appoint SMEs across marketing, IT, product and operations to build a holistic view of the customer journey
- Align key cross-functional teams with a shared set of metrics focused on decreasing friction across digital touch points
- Ask, “What organizational silos exist, and….why?”
Design thinking is a catalyst for creating more effective leaders, stronger teams and a collaborative culture, all of which have far-reaching impacts on the business. And these three ways to apply design thinking are just the start.