The Design Career Journey (Leading Design 2018)

Career
Journey
Connecting people to purpose
THE DESIGN
hello@zakiwarfel.com
+1 650 440 0502

We have a career progression for
engineering and product management,
but not for design.

I’ve never seen anyone survive that.
Good luck.
Bob Baxley, Design Executive

The most valuable assets of the 20th-
century company were its production
equipment. The most valuable assets of
the 21st-century institution will be its
knowledge workers and their
productivity.
Peter Drucker

What are we doing
to connect people to
purpose?

INVEST
PEOPLE
Not just
PROCESS
AND
TOOLS
In

If people don’t see a
future at your
company, they will
ﬁnd it somewhere
else.

ARE ACTIVELY LOOKING
FOR NEW OPPORTUNITIES
DUE TO POOR LEADERSHIP
OR MANAGEMENT.
SOURCE: Gallup
51%
OF EMPLOYEES

VOLUNTARILY LEFT THEIR
JOBS IN JANUARY 2017 TO
SEEK EMPLOYMENT
ELSEWHERE.
SOURCE: US Department of Labor
3.1MILLION PEOPLE

EMPLOYEE
TURNOVER COSTS
US COMPANIES
SOURCE: Wrike
$160,000,000,000
ANNUALLY

SOURCE: Josh Bersin, Deloitte Consulting LLP
TOTAL COST OF LOSING
AN EMPLOYEE
• 40% of a mid-level
annual salary
• 125-150% of a
senior level or
manager annual
salary
• 213% of an
executives annual
salary

Workforce Generation
Millennial
Gen X
MILLENNIALS NOW
REPRESENT 51% THE
WORKFORCE.
THEY PLACE AN EVEN
HIGHER VALUE ON
PEOPLE AND PURPOSE
THAN PREVIOUS
GENERATIONS.
SOURCE: Design Career Index Report

Our music is on Spotify. Our hotels are
AirBNB. Our cars are Über and Lyft. We
are a generation that owns nothing.
B. Evans

Top Reasons People Left Their Last Job
47%
35%
Poor leadership or management
Lack of career ladder/opportunity
31%Lack of meaning/purpose
28%
18%
Stopped learning
Better pay/opportunity
Employees are looking for
meaning, purpose, and growth.
This aligns with the top two
levels of Maslow’s Hierarchy of
Needs—importance and self
actualization.

How can we
connect people
to purpose?

Companies with career ladders had
higher employee engagement, lower
attrition, and a higher representation of
people in design leadership roles.

We’ve been working on a career ladder
for the past year-and-a-half. Other
priorities keep getting in the way.

Most companies lack a
formal career progression
A key part of connecting people
with purpose is through a
documented career progression
model.
Unfortunately, only 19% of all
career ladders provide a set of
competencies or rubrik for
measuring progress and growth.
1% have a measurable
progression model
18% have a
competency model
81% have a pay
bands model

Patreon
Career progression for Engineers
includes ﬁve pillars: technical,
execution, collaboration and
communication, inﬂuence, and
maturity.

Monzo
includes ﬁve pillars: mastery, impact,
inﬂuence, communication and
feedback, and leadership.

Spotify
includes ﬁve characteristics: holds
themselves and others accountable,
continuously improves self and team,
values team success over individual
success, thinks about business impact,
and mastery.

Buzzfeed
Career progression for Designers
includes a list of 13 categories with a
general description.

Title
Product Design
Assistant
Associate Product
Designer
Product Designer Senior Product Designer Lead Product Designer Principle Product Designer
Distinguished Product
Designer
VP, Product Design SVP, Product Design
Functional
Knowledge
/ Scope
Helping others to execute and
assisting with whatever is needed
for the team to thrive. They
demonstrate an excellent capacity
to learn quickly and model after the
best people and practices around
them.
Learns to use good judgement
in visual hierarchy, layout and
information architecture to inform
their work. They are learning to
use Zendesk’s design system and
previous product design work to
build on Zendesk products. They
are familiar with sketching, flow
diagrams, interface design tools
and prototyping tools and use these
regularly in their work. They work
very closely with their manager to
solve problems.
Shows an understanding of visual
hierarchy, layout and information
architecture. They are comfortable
using Zendesk’s design system and
previous product design work to build
on Zendesk products. They consider
the holistic user experience in their
work and have a strong understanding
of the vision and key objectives for
their product area, taking cues from
their manager as well as their product
and engineering leads. Some working
knowledge of user reserch process
and methodoligies.
Expert level product designer with extensive
and demonstrated expertise in visual
hierarchy, layout and information architecture.
Displays an expert level understanding of
user-centered design methodoliges and a
willingness to help and mentor those around
them. They design for scale and consistenly
advocate for the use and contribution to the
Zendesk design system (Garden). They are
a respected partner amongst their peers in
product and engineering and demonstrate a
sophisticated grasp of the business objectives
for thier product area. They identify product
overlaps and gaps in their own work, and that
of other designers on adjacent products. They
are able to consider potential connections
platforms. They possess strong verbal and
written communication skills in both one-on-
one and group situations. They lead and direct
group design conversations keeping them
focused and on track.
These designers demonstrate a deep
dedication to our customers by investing
signifcant time observing them work, and
validating ideas with them.
Senior Product Designers may be given the
option to manage 1-2 people at this career
level
by their ability to own large, highly-strategic
projects. They posses the toolkit to not only
deliver design solutions, but also demonstrate
a well-rounded sense of business skills
ranging from project management to business
analysis which enables them to command the
confidence of their peers outside of the design
org.
These designers have developed expert level
communication skills and are able to represent
the design department with a wide variety of
stakeholders and have demonstrated their
ability to manage expectations of a diverse set
of individuals. Lead Product Designers excel in
their presentation skills and are able to present
their work in a clear and impactful manner to
stakeholders
They posses the relationship building skills
that allow them to forge deep alliances with
influential stakeholders outside the design
org and have the ability to influence decision
makers outside of the design organization.
They typically lead projects from a variety of
areas throughout the product and posses the
historical knowledge to contribute across
broad areas of the company.
They tirelessly contribute contstructive
solutions for how design process and practices
can be improved andhave the influence within
the design org to facilitiate change.
Though not a people management track role,
these designers are expected to provide
structured mentorship for 1-3 designers. This
could include specialized technical training,
personal coaching, etc.
Principal product designers are typically very
active within the design community and have a
well-established reputation.
Principal designers possess the ability to
conceive of, socialize, research and execute
on complex design projects that are critical to
Zendesk. They require little formal direction
and bring with them a broad history of best
practices from their past roles.
They are a recognized thought leader across
design and product, both within their local
These designers seek out ways of deepening
the connection between product design and
brand design
dedication to better using data to make
decisions. They invest their resources in
measuring their design work and the work of
others, and using those learnings to improve
our team as a whole.
These designers are expected to provide
Distinguished Product Designers are active
conference speakers and writers/bloggers
on topics of design.
They raise awareness of the Zendesk
design team by facilitating a dialog/
awareness between our org and the
external design community. They
generously share their personal brand
to help elevate the brand of our design
department. They are able to function as a
spokesperson for the department at high
profile industry events.
These designers embody excellence in
product design at all levels. Can represent
the department at the highest levels within
the company.
structured mentorship for 1-3 designers.
This could include specialized technical
training, personal coaching, etc.
Manages and coaches other design managers
globally.
Avid writer/blogger and public speaker at design
industry events.
Sets vision and direction through resource
allocation decisions for a significant organization
or business unit.
Extensive and detailed hands-on financial
responsibility for the team budget
Heavy responsibilty for recruiting top talent and
managing the community facing brand of the
design organization
Works closely with Brand Team leadership to align
the groups and find opportunities for partnership
Develops and implements strategic plans and
objectives for the organization in alignment with
corporate strategy; oversees the direction and
approves tactical administrative or operational
policies and resource allocation decisions to
ensure achievement of objectives.
Job
Complexity
Executes on a variety of tasks of
minimal scope and complexity.
Works on problems of moderate
scope where analysis of situations
or data requires a review of a variety
of factors. Exercises judgment within
defined procedures and practices to
determine appropriate action. Builds
productive internal/external working
relationships.
Works on problems of diverse scope
where analysis of data requires an
evaluation of identifiable factors.
Demonstrates good judgment in
selecting methods and techniques
for obtaining solutions. Networks with
senior internal and external personnel
in own area of expertise.
Works on complex issues where analysis
of situations or data requires an in-depth
evaluation of variable factors. Exercises
judgment in selecting methods, techniques
and evaluation criteria for obtaining results.
Networks with key contacts outside own area
of expertise.
Works on significant and unique issues
where analysis of situations or data requires
an evaluation of intangibles. Exercises
independent judgment in methods, techniques
and evaluation criteria for obtaining
results. Creates formal networks involving
coordination among groups.
Works on issues that impact design/selling
success or address future concepts, products
or technologies. Creates formal networks with
key decision makers and senior leadership
team. May serve as a company representative.
Works on issues that impact design/
selling success or address future concepts,
products or technologies. Creates formal
networks with key decision makers and
serves as an external spokesperson for the
organization.
Develops strategic plans to ensure successful
implementation of action plans and objectives
where analysis of situations or data requires an
in-depth knowledge of the company, competitive
environment, technology and economic or social
implications of organization activities. Participates in
the development of corporate methods, techniques
and evaluation criteria for projects, programs, and
people. Approves budgets and schedules to meet
corporate requirements.
Consistently works with abstract ideas or
situations across functional areas of the
business. Through assessment of intangible
variables, identifies and evaluates core issues,
providing strategy and direction for major
functional areas. Requires in-depth knowledge
of the function, business strategies, and
the company’s goals as well as external
activities.
Consistently wo
situations acros
Through assess
identifies and e
strategy and dir
Requires in-dep
business strateg
of company act
Problem
Solving/
Discretion
Relies heavily on their manager to
solve problems.
Solves problems in straightforward
situations; analyzes possible
solutions using technical experience
and judgment and precedents.
Solves complex problems; takes
a new perspective on existing
solutions; exercises judgment based
on the analysis of multiple sources of
information.
Leads others to solve complex problems; uses
sophisticated analytical thought to exercise
judgment and identify solutions.
Solves unique and complex problems with
broad impact on the business; requires
conceptual and innovative thinking to develop
innovative solutions.
highly innovative and ingenious solutions.
Proactively identifies and solves the most
complex problems; uses ground-breaking
methods to think beyond existing solutions.
Extends knowledge in a given field by
developing novel concepts, theories, and
products.
Erroneous decisions will have a serious impact on the
overall success of long-term company operations.
Erroneous decisions will have an immense
impact on the overall success of long-term
company operations.
Decisions drive
and growth of th
Impact
Has limited impact on own
work. Contributes towards the
completion of routine technical/
functional tasks. Works within
standard procedures and practices.
Impacts quality of own work and the
work of others on the team. Works
within guidelines and policies.
Impacts a range of customer,
operational, project or service
activities within own team and other
related teams; works within broad
guidelines and policies.
Impacts the achievement of customer,
operational, project or service objectives; work
is guided by functional policies.
Impacts the direction and resource allocation
for program, project or services; works within
general functional policies and industry
guidelines.
Impacts business direction through the
development of innovative services or
products.
products.
Objectives directly tied to the overall performance of
the company. Makes final decisions, guided by only
the broadest policies and strategies.
Objectives directly tied to the overall
performance of the company. Makes final
decisions, guided by only the broadest policies
and strategies.
Takes action gu
by the CEO.
Supervision
/ Interaction
Normally receives detailed
instructions on all work.
Normally receives general
instructions on routine work,
detailed instructions on new projects
or assignments.
Normally receives little instruction on
day-to-day work, general instructions
on new assignments.
Determines methods and procedures on new
assignments and may coordinate activities of
other personnel (Team Lead).
Acts independently to determine methods and
procedures on new or special assignments.
May supervise the activities of others.
Exercises wide latitude in determining
objectives and approaches to critical
assignments.
assignments. Leads highly visible
multidisciplinary project teams or initiatives;
provides thought leadership.
Regularly interacts with executives and/or major
customers. Interactions frequently involve highly
visible activities such as speaking to or negotiating
with customers, influencing other executives and/or
academics, lobbying regulators or policy makers and
representing the organization on matters of great
significance to the organization.
Interacts internally and externally with
executive level management, consultants, and
corporate leaders, requiring negotiation skills
over extremely critical matters. Influences
long-term vision and strategy of corporate
consequence.
Interacts interna
level managem
leaders, requirin
extremely critic
vision and strate
Leadership
Directs and controls the activities of a complete
functional area through multiple levels of
management within the company. Has overall
expense priorities, and approving changes to
methods and practices.Manages a team of directors
and/or high-level individual contributors. Manages
primarily through a team of second-level managers
(aka Management Level 5 Directors). Reports to
functional-area senior VP, global corporate functional
Directs and controls the activities of
more than one functional area, division,
product group or service area through vice
president level executive leaders who have
overall operational responsibility for their
assigned functions, geographic regions, and
businesses. Generally reports to a global
corporate functional area executive or C-level
executive.
Directs and con
one functional a
or service area
executive leade
responsibility fo
geographic reg
the CEO.
W
ork in Progress
Design executive responsible for multiple
functions, departments and/or geographic
studios. Acts as a key delegate between Product
Design and the rest of the business. Regularly
interfaces with the CEO and members of C-Staff.
Zendesk
Career progression for Designers
includes six pillars: functional,
complexity, problem solving, impact,
supervision, and leadership.

ct Designer Principle Product Designer
Distinguished Product
Designer
VP, Product Design SVP, Product Design CCO
rge, highly-strategic
he toolkit to not only
s, but also demonstrate
f business skills
anagement to business
them to command the
rs outside of the design
developed expert level
nd are able to represent
with a wide variety of
demonstrated their
ctations of a diverse set
duct Designers excel in
and are able to present
d impactful manner to
nship building skills
deep alliances with
outside the design
to influence decision
esign organization.
ects from a variety of
oduct and posses the
o contribute across
pany.
te contstructive
n process and practices
ve the influence within
ate change.
nstrate a deep
mers by investing
ng them work, and
em.
anagement track role,
pected to provide
or 1-3 designers. This
ed technical training,
Principal product designers are typically very
active within the design community and have a
well-established reputation.
Principal designers possess the ability to
conceive of, socialize, research and execute
on complex design projects that are critical to
Zendesk. They require little formal direction
and bring with them a broad history of best
practices from their past roles.
They are a recognized thought leader across
design and product, both within their local
These designers seek out ways of deepening
the connection between product design and
brand design
dedication to better using data to make
decisions. They invest their resources in
measuring their design work and the work of
others, and using those learnings to improve
our team as a whole.
Distinguished Product Designers are active
conference speakers and writers/bloggers
on topics of design.
They raise awareness of the Zendesk
design team by facilitating a dialog/
awareness between our org and the
external design community. They
generously share their personal brand
to help elevate the brand of our design
department. They are able to function as a
spokesperson for the department at high
profile industry events.
These designers embody excellence in
product design at all levels. Can represent
the department at the highest levels within
the company.
structured mentorship for 1-3 designers.
This could include specialized technical
training, personal coaching, etc.
Manages and coaches other design managers
globally.
Avid writer/blogger and public speaker at design
industry events.
Sets vision and direction through resource
allocation decisions for a significant organization
or business unit.
Extensive and detailed hands-on financial
responsibility for the team budget
Heavy responsibilty for recruiting top talent and
managing the community facing brand of the
design organization
Works closely with Brand Team leadership to align
the groups and find opportunities for partnership
Develops and implements strategic plans and
objectives for the organization in alignment with
corporate strategy; oversees the direction and
approves tactical administrative or operational
policies and resource allocation decisions to
ensure achievement of objectives.
d unique issues
ions or data requires
bles. Exercises
in methods, techniques
or obtaining
networks involving
oups.
Works on issues that impact design/selling
success or address future concepts, products
or technologies. Creates formal networks with
key decision makers and senior leadership
team. May serve as a company representative.
Works on issues that impact design/
selling success or address future concepts,
products or technologies. Creates formal
networks with key decision makers and
serves as an external spokesperson for the
organization.
Develops strategic plans to ensure successful
implementation of action plans and objectives
where analysis of situations or data requires an
in-depth knowledge of the company, competitive
environment, technology and economic or social
implications of organization activities. Participates in
the development of corporate methods, techniques
and evaluation criteria for projects, programs, and
people. Approves budgets and schedules to meet
corporate requirements.
situations across functional areas of the
business. Through assessment of intangible
variables, identifies and evaluates core issues,
providing strategy and direction for major
functional areas. Requires in-depth knowledge
of the function, business strategies, and
the company’s goals as well as external
activities.
situations across functional areas of the business.
Through assessment of intangible variables,
identifies and evaluates core issues, providing
strategy and direction for major functional areas.
Requires in-depth knowledge of the function,
business strategies, and the company’s goals as
of company activities.
plex problems with
siness; requires
ive thinking to develop
highly innovative and ingenious solutions.
Proactively identifies and solves the most
complex problems; uses ground-breaking
methods to think beyond existing solutions.
Extends knowledge in a given field by
developing novel concepts, theories, and
products.
Erroneous decisions will have a serious impact on the
overall success of long-term company operations.
Erroneous decisions will have an immense
impact on the overall success of long-term
company operations.
Decisions drive the success, failure, profitability
and growth of the company.
nd resource allocation
services; works within
ies and industry
products.
products.
Objectives directly tied to the overall performance of
the company. Makes final decisions, guided by only
the broadest policies and strategies.
Objectives directly tied to the overall
performance of the company. Makes final
decisions, guided by only the broadest policies
and strategies.
Takes action guided by the general direction set
by the CEO.
determine methods and
pecial assignments.
ities of others.
assignments.
assignments. Leads highly visible
multidisciplinary project teams or initiatives;
provides thought leadership.
Regularly interacts with executives and/or major
customers. Interactions frequently involve highly
visible activities such as speaking to or negotiating
with customers, influencing other executives and/or
academics, lobbying regulators or policy makers and
representing the organization on matters of great
significance to the organization.
Interacts internally and externally with
executive level management, consultants, and
corporate leaders, requiring negotiation skills
over extremely critical matters. Influences
long-term vision and strategy of corporate
consequence.
Interacts internally and externally with executive
level management, consultants, and corporate
leaders, requiring negotiation skills over
extremely critical matters. Influences long-term
vision and strategy of corporate consequence.
Directs and controls the activities of a complete
functional area through multiple levels of
management within the company. Has overall
expense priorities, and approving changes to
methods and practices.Manages a team of directors
and/or high-level individual contributors. Manages
primarily through a team of second-level managers
(aka Management Level 5 Directors). Reports to
functional-area senior VP, global corporate functional
Directs and controls the activities of
more than one functional area, division,
product group or service area through vice
president level executive leaders who have
overall operational responsibility for their
assigned functions, geographic regions, and
businesses. Generally reports to a global
corporate functional area executive or C-level
executive.
Directs and controls the activities of more than
one functional area, division, product group
or service area through vice president level
executive leaders who have overall operational
responsibility for their assigned functions,
geographic regions, and businesses. Reports to
the CEO.
SVP, Product Design
W
ork in Progress
W
ork in Progress
Design executive responsible for multiple
functions, departments and/or geographic
studios. Acts as a key delegate between Product
Design and the rest of the business. Regularly
interfaces with the CEO and members of C-Staff.
Zendesk
Zendesk is one of the few public
examples that includes leadership
roles.

It takes more than perks to
keep people
While many companies are
investing in perks like snacks and
endless energy drinks, employees
are looking for meaning, purpose,
and growth opportunities.
Companies with documented
career ladders have higher
employee engagement, higher
retention, and a greater presence
of leadership in design.
of companies lack
any formal career
progression model
0.4% have a
measurable
progression model
5% have a
competency model
23% have a pay
bands model
95%

As leaders,
we are in
the people
business.

The career
progression
framework.

The Career Progression Framework
1
2
3
A set of established norms
Separate tracks for makers and managers
Rubric for assessing skill mastery and inﬂuence

Competency Index—Makers and
Managers
Makers—Establish a set of table stakes competencies.
These apply regardless of specialization.01
Managers/Leaders—Leadership requires a different
skillset with greater emphasis on influence.02
Craft
Product thinking
Process
Critique
Balance business + design
Communication
Storytelling
Presentation
Listening
Fluencey
Inﬂuence
Cultural stewardship
Mentoring
Change agent
Engagement
Relationships
Collaboration
Awareness
Ownership
Personal development
Manages priorities
Inﬂuence
Vision
Awareness
Cultural stewardship
Evangelism
Transparency
Relationships + diplomacy
Mentoring + coaching
Ownership
Manages priorities
Personal development
Business value
Communication
Listening
Presentation
Development
Empowerment
Recruiting
Career growth
Oganization design

Separate tracks for makers and managers02

Progression Index
4
7
3
6
2
5
1
P6
P5
P4
P3
P2
P1
M4/E3
M3/E2
M2/E1
M1
CDO
Fellow VP
Principal Director
Lead
Staff
Manager
Senior
Junior
Craft
Communication
Ownership
Engagement
Inﬂuence
Communication
Ownership
Development
Inﬂuence
INDIVIDUAL CONTRIBUTOR LEADERSHIP

Competency Assessment
4
3
2
5
1
Master—acts as an evangelist and develops new levels
of applying competency. Impact and influence at
industry level.
Proficient—leads and mentors others in
compentency. Impact and influence at company level.
Advanced—advocates for and demonstrates best
practices in competency. Impact and influence at
organization level.
Competent—initiates on their own and demonstrates
strong competency with minimal supervision. Impact
at team level.
Novice—learning and able to deliver on competency
with supervision. Impact at individual or sub-product
level.
SELF/PRODUCT
TEAM
ORGANIZATION
COMPANY
INDUSTRY
Reach of impact and influence

Ownership—Personal Development
Continuous learning. Actively participates in self improvement beyond day-
to-day tasks.
4
3
2
5
1
Proficient—leads and mentors others in
personal development. Sought out by others at
the company level.
BEHAVIORS
• Seeks personal development outside of the workplace
• Mentors others to find personal development opportunities
• Stays current on industry trends
• Has a coach, mentor, or personal board of directors
Craft
Communication
Ownership
Engagement
Inﬂuence
Development plan
Here are a few ways you can increase ownership of your personal growth and
development.

This canvas model allowed me to
evaluate my entire team of 25 in under
15 minutes. I’ve been trying to do this
for three weeks with our previous
version.

People can own their own career
development path.

Thank you!
The design career index report
http://bit.ly/dci-DL2018
hello@zakiwarfel.com
+1 650 440 0502

The Design Career Journey (Leading Design 2018)

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