Golfing Is Like Design Management

Things I learn on and off the course

I started playing golf, more seriously (hee), a little over a year ago. Originally I was drawn to the beauty of the golf courses and spending time with my husband and friends. I loved the challenge, the sport. I quickly realized how humbling it was. Humbling, now that is a word for golf, and design management.

Just as I as a golfer must consider various factors such as wind speed, elevation, and my own swing, a clear plan and strategy to successfully navigate the course and make the best shots. When I first played golf, I thought I just had to go up and swing a club and hit the ball towards the pin. Just like when I first started design I thought it was all about the final execution. I realized as I grew as a designer there was so much more that goes into it and now as a manager in different ways. I inherited my design team from the previous manager. I was nervous because I was the one that now had to navigate. I was already a Principal Designer on this team so I had the benefit of already understanding the teams culture, challenges and goals. But what would be my approach to this team? What challenges would blow my way, what terrain did I have to overcome, what would be my strategy, my style? I did my own reflection based on managers I respected and valued. If you read my previous post I decided my philosophy would be based on top of Microsofts "Modal, Coach, Care" but I would append, "Communicate, Empathize, and Trust". I believe that would give me the best moonshot as a manager.

I must consider various elements such as a clear plan, individually strengths of my team and strategy for how to manage the best design process to help my team execute.

I remember going into my first 1:1's and being worried that the team might not respect or accept their peer as a manager. I came to find that not only were they excited about the possibilities and doors I would open up but they were excited for change. After spending time listening, I put together a plan to move the team from sprints to Kanban, as the feedback had been we were taking too long to get designs into production. I also put together a Voice of the Customer program. This program was based on indirect analytics and direct feedback from our customers, since the feedback I also heard was that they didn't feel connected to the customers. I wanted the designers to develop precision, some patience as we transitions and practice at our craft and process so that we as a team could achieve success.

In golf, I know I must continuously adjust their approach based on my performance and the conditions on the course. Similarly, I must continuously assess the progress of the design project and make adjustments as needed to ensure that the project stays on track and meets its goals. The team also mentioned that they didn't understand the goals and objectives of the team. I decided to put together a H2 goals workshop (for those not in tech Horizon 2, or a type of annual milestone). All of the leadership stakeholders participated until we aligned on 4 main goals. Then I communicated it back to the team and did vision planning from the PRD backlog to assume what would be the next milestone of work. The team then felt aligned and empowered to go work confidently.

My golf game is slowly improving, and will only continue to improve as long as I put in the time. I know that I need to push myself to learn, adapt, reflect on my mistakes, give my self opportunities and to grow by trying new courses. The same goes with management. I am committed to doing to best, having fun, enjoying the beauty of the view, the outcome and learning each day.