Leah Bateman

For those designers out there working on Enterprise software — don't underestimate the amount of UX work that's likely being done by solutions teams at your company. They are on the front line with customers, often creating experiences (and sometimes issues) that might *totally* be off your radar. Reach out and find out what's going on in their world, there's a lot of overlap between us! #design #ux #enterprise

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I wrote about one of my favorite parts of the design process - refining concepts through user research. One key part as you're prototyping out your concepts is to ground your participants in actual reality and be selective. Check it out, and let me your thoughts about concept testing! https://lnkd.in/gNUkA_pR

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I liked this observation from Linn Vizard's latest newsletter: "At the object and artefact layers, designers have tangible outputs of their work to point to. Service designers find it much harder to point at something tangible and visible." The outcomes of service design sound a lot like the outcomes of business leadership. (CX and e2e service improvement, backstage operations, org structure, the way people think and behave). Where is the chorus of people asking business leaders to "show their value," as so many service designers are asked to do? Oh right! that chorus is called the shareholders. 🙃 So why can't service designers' value be measured against revenue growth, (as we already do for any business leader working towards the same outcomes) and be done with it? The question of measuring the impact of design is such a common topic of discussion in The Circle.. it comes up pretty much every time we meet. ( cc Marc Fonteijn ) #servicedesign #outcomesoveroutputs #metrics #okrs

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As I refine my hiring process I have question. What would you guys prefer? 1) In person/remote 30min white board session 2) Challenging design assignment done over a week 3) Mock podcast recording where we have a conversation about design.

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I just saw Tom Scott's post about⚡️hands-on design leaders⚡️and wow, it really hit home 💡 He's spot on. With all the changes and instability we're facing, companies desperately need leaders who can roll up their sleeves and dive in. It's not just about managing anymore – it's about truly knowing the craft 🧶 After all, how can we help other designers grow and evolve if we can't walk the walk ourselves? I've been in the trenches, and let me tell you, there's nothing like a leader who can jump in and show how it's done. For me, it's not just inspiring, it's a game-changer for the whole team. I'm curious, have you guys noticed this shift in the industry? Any stories of awesome (or maybe not-so-awesome) design leaders you've worked with? Let's chat about it! 👇 P.S. If you're looking for a hands-on design leader who can walk the talk... well, my DMs are open! 😉

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Check out this listing of opportunities!

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It’s easy to get caught up in functional ratios and its often a losing battle stuck in idealisms. With that said there’s a real business risk when design and supporting teams aren’t invested in. This video does a great job explaining how efficacy and efficiency across product and development teams drop when this happens.

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In a competitive job market, leveling up your skills is crucial. I highly recommend this course at The Designership - it's a great and inexpensive way to enhance your design abilities. No kickbacks involved. Check it out here: https://lnkd.in/eGfV5kXC #Design #SkillDevelopment #CareerGrowth #productdesign

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The same holds true for these UX thought leaders with their conference presentations and books on how to 'conduct proper research' and 'run a successful project or develop a killer feature from start to finish'. Most of them haven't spent a single minute in a real corporate environment in decades, not to mention attending any stakeholder meetings. There are few things more harmful to young designers than listening to them and taking what they hear for granted. Often, their first thought after hearing these presentations—which usually are success stories about how they perfectly completed a project—is, 'Well, the problem might be with me. I work in a corporate environment, and this looks nothing like what's happening within my company whenever I try to conduct perfect research or manage a project.' None of these people discuss the trade-offs and tough decisions, the balancing acts that pave the road to a successful outcome.

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💡 Let’s Talk DesignOps! 🎨 DesignOps is one of the most exciting shifts in how design teams operate—it’s all about scaling creativity, optimizing workflows, and driving seamless collaboration across disciplines. It’s not just about processes; it’s about empowering designers to focus on what they do best: solving problems and delivering impactful user experiences. A huge shoutout to Dee (Denise) Sadler 🙌 for her incredible LinkedIn Learning course, DesignOps: Scaling Design Success. Your expertise helped me uncover some powerful ways DesignOps can transform teams: ✨ Build scalable frameworks that empower design teams to thrive. 🤝 Improve cross-functional collaboration between design, product, and engineering. 🎯 Enhance the use of design systems to maintain consistency and adaptability. What I love most about DesignOps is how it bridges creativity and operational efficiency, ensuring teams can scale without losing their spark. 💥 👉 Now, I’d love to hear from you! How has DesignOps impacted your team or workflow? Are there tools, strategies, or lessons you’ve found especially helpful? Let’s keep the conversation going about this powerful evolution in design management! 🚀 #DesignOps #ScalingSuccess #DesignLeadership #EfficiencyInDesign #ThankYouDeeSadler

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Designers are essential beyond just the product team, bridging the gap between theory and something tangible to create shared understanding. When you're short on designers, their focus shifts to keep the delivery team "fed" at the expense of discovery and clarification. This often leads to more shipped experiments that could have been validated earlier, costing more in the long run. With the right number of designers—or what some might see as “excess”—you can effectively bridge the gap between “theory” and “application.” This leads to a more focused, clarified product and fewer wasted cycles.

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It's clear from the amount of designers seeking career advice that we're still in a tough job market. But things are improving, I'm seeing great talent quickly being snapped up, especially by smaller, more dynamic teams looking for hands-on generalist designers and IC’s. I get a lot of designers reach out to me for guidance, and I always try to offer some time to help, I know I was in their position once upon a time. So, inspired by the progress I've seen in these talents, I'm opening up a few more slots on my Calendly over the next week or so. A little help can go a long way, so if you're a designer looking for advice on; — How to power up your portfolio — How to get to the next level — How to ace that interview — Or if you just wanna chat about anything design, I’m here for you Grab a 1-to-1 slot with me here: https://lnkd.in/dn4ap-2H 👊🏼 Ps these slots are for mentorship and discussions only — no sales pitches please :)

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Resharing Episode 211 of The World of UX. Ever heard someone say "Stop drinking the Kool-aid?" This metaphoric statement refers to a tragic event in American history where people either blindly or through coercion ingested something self-detrimental. Check out this episode to learn how and why this metaphor applies to UX today. https://spoti.fi/3KkIbs3

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🚫STOP ASKING DESIGNERS TO DO TAKE-HOME EXERCISES! PERIOD!🚫 Not sure why this is a "spicy" topic. If you require a take-home exercise, you don't know how to assess or hire design talent. Anyone asking designers to do this should be named and shamed. The only time I could *maybe* understand an exercise would be for a junior-level designer with no experience or professional work available. For designers with in-depth case studies, why do you include portfolio presentations as an interview step if you're going to give them a vague prompt to build polished screens around? IMO, this is free work. *Typically* designers have 5-7 methods to showcase that isn't homework: - Portfolios - Case study decks that dive deeper into work (utilized in the portfolio presentation stage) - Whiteboarding challenges that showcase problem-solving in real-time - Resumes that communicate impact and past work. - App critiques that help you understand how they approach IA, content hierarchy, areas of friction, UI considerations, and feature improvements. - Testimonials from colleagues they've worked with in the past. (Eng, product, stakeholders) - References who can speak directly to whatever it is you're seeking. If you combine all of those, what value does the take-home offer that the above didn't cover? People searching for jobs don't have time to do a 1-3 hour exercise for every company they talk with. Can you imagine? In today's job market? If someone is interviewing with five companies, that quickly becomes 15 hours of work. This does not include the notion that most designers don't spend the minimum recommended time and typically spend 4-8 hours rather than 1-3. **edited for the sake of positive conversation rather than ending negatively. There are designers who might not have the luxury of saying no, or worse, they don't know any better. We can't ignore the predatory nature of today's job market, which results from the disadvantages of candidates and the companies that take advantage of them. So, if you get a take-home assignment and don't have the luxury of withdrawing, message me. I'll happily schedule time with you to work through it together.

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STOP SAYING UX IS DEAD 🗣️🗣️ This is a reactive rather than proactive stance on a deeper rooted issue within design. As design has transitioned throughout time, evolving the landscape of our responsibilities, titles, and ownership, the shift we’re experiencing now is no longer the transitionary state we’re accustomed to, but rather a transformative period. We have been propelled into a new era of design faster than ever before as a result of the current market and state of the world. UX is not dead, you’re just confused. Read more here ⬇️ https://lnkd.in/g7fh34qs

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On UX Career Paths... 🤔 While researching the next step in my UX IC (individual contributor) career path I found this article about Intercom's job levels for product designers that happened to be written by my talented friend, Jonathon Colman! 😄 https://lnkd.in/dfqAxuVS I assumed the next IC step for me would be as a Principal Designer, but this article speaks of a Staff Designer, which I hadn't heard of before. I'm curious about others' experience with this path, is a Staff Designer considered an industry standard title now? #careerpath #jobtitles

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🤝Designing Together: The Power of Trust in Cross-Functional Teams Let’s talk about something often overlooked in the hustle of deadlines, roadmaps, and launches: the human connections that hold our squads together. As product designers, we live at the intersection of user needs, business goals, and technical feasibility. In this space, our product managers and engineers aren’t just “other functions.” They are our partners—the people we rely on to bring ideas to life. Yet, the real challenge is less about tools, processes, or even skillsets, and more about building relationships rooted in honesty, transparency, and trust. Here’s the truth: without these values, even the most brilliant designs can falter. Why? Because product development isn’t a solo act. It’s a collaborative symphony, where alignment, constructive friction, and mutual respect drive success. Honesty: The Foundation Honesty starts with dropping the ego. Be real about what you know, what you don’t, and where you need help. For example, if a design direction feels risky, say so. Likewise, invite your PM and engineers to challenge your assumptions. The best ideas emerge when all perspectives are heard, not when we hold back to avoid discomfort. Transparency: The Glue Transparency isn’t just about sharing updates—it’s about inviting others into the process. Share your messy explorations, involve engineers in user research, and talk openly about constraints. A transparent team is a team that avoids surprises. And when everyone understands the “why” behind decisions, alignment comes naturally. Trust: The Multiplier Trust doesn’t happen overnight—it’s earned through actions. It’s being consistent in your delivery, showing empathy when conflicts arise, and treating criticism as an opportunity rather than an attack. When trust is solid, something powerful happens: debates shift from “proving a point” to “solving a problem.” The Role of Feedback Feedback is where these values are put to the test. Constructive criticism isn’t just about improving a design—it’s about building a better partnership. When a PM critiques your work, they’re helping align it with the strategy. When an engineer pushes back on feasibility, they’re ensuring it’s buildable. Embrace these moments. They’re not threats; they’re gifts. The Big Picture In a squad, the lines between roles blur. Success isn’t about who “owns” the best idea—it’s about delivering the best solution together. When honesty, transparency, and trust become your defaults, your team stops being just a collection of functions. You become a unit, operating with shared purpose and collective accountability. So, product designers: How are you fostering these values in your squads? What’s one thing you’ll do differently this week to strengthen your partnerships? Let’s commit to designing not just great products, but great relationships. That’s where the real magic happens. #Collaboration #ProductDesign #TrustMatters #Teamwork #productdesign

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If you're intent on delivering truly valuable solutions for the people on the other end of this screen, you’ll eventually hit a point in your design career where process begins to feel constricting. This usually happens within your first few years—three, five, maybe more. At some point, the structure that once provided clarity now feels like a limitation. People above you will try to keep you operating efficiently, focused on the task at hand. If they’re confident and experienced enough, they may nudge you into spaces where you can think and create more freely within looser frameworks. But even those frameworks can eventually start to feel hollow. By the time you’ve spent a decade in the field, these frameworks might start to feel like invisible containers of collaborative noise—more commotion than clarity. And that's when the wandering begins. In big tech, you might start bouncing across teams, searching for a niche that feels fresh. In smaller, zero-profit spaces, the greener grass of other opportunities might start calling your name. This is the cocktail of aspiration and self-doubt—when you start questioning what really matters. In these critical moments, pause to reflect on how well you understand the business, how you formulate design strategy, and whether you can determine when your work is good enough to drive outcomes. Here’s the secret no one tells you: craft isn’t only found in visual or interaction design. Yes, there’s important craft in making things beautiful, intuitive, and experiential. But true craft is on display in how well you align your efforts with your team—how you balance differing perspectives to create something of value for the people who use your service. These people, the users, are those who move the actual needles of business. They have needs, and your business is making a promise to them—a promise that the service you design must deliver. You have to be able to effectively collaborate, because the business always wants more.

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