The Operational Work Trap

Most design leaders today were designers in the past, which represents both our strength and weakness. When you start managing a team, you will soon discover a new world of activities, tools, and methodologies, such as the employee lifecycle, in addition to the familiar design thinking framework.

But the problem with operational work is that, while inevitable, it doesn't provide much value to any party:

• Your company will not see operational work as highly valuable.

• Your team will not appreciate this work as much as you hope, given the large amount of energy it consumes daily.

• Finally, you will not feel satisfied by focusing only on operational tasks.

Think about this: Why would someone turn an experienced designer with considerable hands-on experience and leadership aspirations into some kind of operational assistant?