At athenahealth, grooming designers is a process that combines structured development with personalized feedback. As a design leader, this process is deeply personal for me. I don’t just aim to guide my team toward achieving business goals—I nurture them, investing in their growth and ensuring they develop the skills and confidence needed to thrive. My leadership style is centered on fostering trust by genuinely caring about their success, which, in turn, keeps them motivated and improves their performance.
Below, I’ll walk through how this process unfolds, with examples of how I approach each stage of development for my team members.
Design Responsibilities Framework: A Roadmap for Growth
At athenahealth, we utilize a design responsibilities framework that provides a structured path for our designers' growth. This framework defines key responsibilities and skills mapped to each responsibility that align with different stages of a designer's career, from entry-level to senior leadership. It breaks down the expected proficiency across various areas—ranging from core design skills like interaction design and research to leadership and team management. Designers are not just measured by their technical abilities but also by how effectively they can mentor others, lead cross-functional teams, and influence larger strategic initiatives. This framework serves as both a development guide and a tool for setting clear, actionable growth goals.
This framework is more than a set of expectations—it serves as a roadmap for a designer’s professional journey. I take this structure and use it as a personal growth tool for my team.
Below is an example of variation in role and scope for each responsibility by cohort
And continuing, an example of how these responsibilities have skills and expectation specified for each cohort.
The framework has about 52 skills defined across 11 responsibilities. Each of these skills can be rated on a scale of 0 to 4.
The scale we use is as follows:
0 No knowledge: Has awareness about the skill and some of its benefits but has not used it successfully on a project.
1 Exploring: Actively learning about the skill and beginning to apply it to design challenges being faced on your team.
2 Emerging: Successfully used the skill on a number of design projects to achieve good results for the team.
3 Proficient: Capable of applying this skill to a range of problems and contexts. Understands when and how to apply techniques to quickly solve design challenges.
4 Mastered: Can effectively mentor this skill to any cohort and apply this skill across the broadest context and any cohort.
When guiding a designer through the cohort levels, I ensure they understand how their responsibilities evolve, not just in terms of workload, but in leadership, strategy, and the influence they can exert. For instance:
Junior designers start by supporting smaller, well-defined projects like UI enhancements for specific workflows. I help them focus on mastering core skills, such as interaction design and research methods.
Lead designers are expected to lead initiatives involving multiple teams. Here, I challenge them to develop cross-functional planning skills, encouraging them to own the coordination of design, product, and engineering efforts.
Example: Helping a Senior Designer Grow
Recently, I mentored a senior designer who was ready to take on more complex projects. Together, we identified that while they excelled at executing designs, they needed to enhance their stakeholder management skills to influence roadmaps. We built a development plan that included shadowing me in meetings with key stakeholders. This not only gave them the confidence to voice their ideas but also helped them gain a deeper understanding of aligning design decisions with business goals.
Framework in Action
Self-Assessment: Building Trust Through Reflection
The first step in grooming my team is having them self-assess across the various skills relevant to their cohort. This self-reflection is key to building trust—I encourage my designers to be open about their strengths and where they feel they need more support. My approach is not about critiquing but about understanding where they are on their journey and how I can support them.
As we review their self-assessments, my goal is to validate their efforts while providing constructive feedback. If a designer feels they're struggling with a skill, I reassure them that this is part of the growth process and that I’m here to guide them through it.
Example: Guiding Through a Self-Assessment
One of my junior designers recently rated themselves low in information architecture (IA), despite having done good work in this area. I used this opportunity to help them see their progress, pointing out specific instances where their IA work had improved the overall user experience. This helped build their confidence, and we agreed on a plan to continue growing their skills through mentorship and targeted projects.
Consensus and Feedback: Honest Conversations
After self-assessment, I engage in open discussions with my team. My approach here is collaborative—I don’t want to impose my evaluation but instead work together to come to a consensus. These conversations are honest but supportive. If there’s a gap between how a designer views their performance and what I observe, we discuss why.
I make it a point to frame these discussions around growth, not shortcomings. I’ve found that this helps designers stay motivated and focused on improvement rather than feeling discouraged.
Example: Honest Feedback and Alignment
I had a Lead Designer who was excellent at delivering high-quality visual designs but struggled with project planning. In our discussion, I pointed out this gap, not as a failure but as an opportunity. We agreed on specific goals for improving project planning skills, including leading smaller initiatives where they could practice those abilities under my guidance.
Addressing Gaps: Creating a Path for Development
Once we identify gaps, I work with each designer to create a development plan. This is where my nurturing leadership comes into play—I want my team to feel empowered to grow. Whether it’s offering opportunities for cross-functional leadership or giving them space to experiment with new methods, my goal is to provide them with the right tools and guidance.
I also ensure they have access to mentorship—sometimes from me directly, and sometimes from others in the organization who have expertise in the areas they need to grow.
Example: Tailored Development for Leadership Growth
One of my Lead Designers was ready to step into a more strategic leadership role. We created a plan where they would gradually take over leading UX initiatives across zones. I gave them the autonomy to drive projects, but always made myself available for guidance when needed. Over time, their confidence grew, and they successfully transitioned into a Principal Designer role.
Ongoing Reviews: Continuous Improvement
The grooming process at athenahealth is not a one-time exercise. I periodically review each team member’s progress and adjust their development plans as necessary. These reviews are not just about checking off goals but about ensuring that my designers feel supported and continue to have opportunities for growth.
For me, leadership is about creating an environment where designers feel they can take risks, make mistakes, and grow. I emphasize continuous learning, and I celebrate every milestone along the way—no matter how small.
Example: Celebrating Growth
In one case, a Lead Designer I worked with had been struggling with facilitation skills. After months of practicing in smaller team meetings, they successfully led a major cross-functional workshop. We celebrated this win together, and it motivated them to keep improving other aspects of their leadership style.
Conclusion: Why This Matters to Me
As a design leader, the growth of my team is my priority. I nurture them not just because it’s good for business, but because I believe in their potential. I’ve learned that when I show genuine investment in their success, it builds trust, motivates them, and ultimately leads to better performance.
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