Four principles, earned over twenty years.

Design work rarely goes the way the kickoff deck said it would. Scope shifts. Stakeholders change their minds. A research insight blows up the roadmap. The job of a design lead, more than anything else, is to absorb that turbulence so the team can keep making good decisions.

I'm good at this. I keep a sense of humor, keep the conversation moving, and keep pulling the team back to what we actually know about the user.

"Chris has the ability to continue to drive value through pivoting work and project direction. He kept a good sense of humor throughout and did a great job pivoting toward value as the nature of our work changed throughout the engagement."— Project Director review

A lot of UX leadership is translation. Translating research findings into product decisions or design rationale into answers for engineers who want to know why. It means turning ambiguity into a plan a stakeholder can actually approve.

This is the area I've worked hardest on. Earlier in my career, I knew what I thought but didn't always say it cleanly. I trained myself out of that. I started speaking up earlier, asking the questions that surface what the room is actually confused about, and citing the data behind a recommendation instead of just landing on the conclusion.

"His communication skills across the board, especially discussing design with clients or prospective clients, have become much more clear and concise. He continues to stand out as a leader, delivering quality work and freely teaching others how to do the same."— Manager review

The most meaningful work I've done has been with the designers I've helped grow. As a Performance Management Leader, I coached and advised a small group of counselees, facilitating performance reviews, advocating for them in promotion discussions, and helping them navigate their next move. As Craft Advisor, I led a Craft Cohort of six to eight designers through a recurring practice forum: design reviews, tool overviews, craft specializations, how-tos. Members took turns presenting their work.

I do this because I learned the craft from people who took the time to teach me, and because a team that's actively getting better is a team that ships better work. So I put real time into it.

"Chris is so cheerful and highly skilled. He makes all team members feel at home. Also, he is a great teacher who loves to share his skillsets."— Peer feedback

You can tell what kind of manager someone is by asking the people who work for them. The feedback I'm proudest of is the upward feedback, the stuff my direct reports said when no one was making them be polite.

I try to actually see the people on my team. What they're working on, what they're worried about, where they want to be in two years. I advocate for them in rooms they're not in. I make space for them to take on more than they have before. None of that is unusual for a good manager. But it matters that the people on the receiving end recognize it.

"Empathy and care for others is one of my PML's standout strengths. He consistently demonstrates a deep understanding of the needs and concerns of his direct reports, ensuring their well-being is addressed."— Direct report, upward feedback