Thoughts
On leadership
People like to work for a leader who is fair and square in every respect. It’s a pleasure to work for someone you can trust… and difficult for someone you can’t.
Make up your mind to show the same consideration for everyone, regardless if they are weak or powerful, loudmouthed or shy, a personal friend or someone you don’t care for. Run a fair ship without favorites.
Don’t try to fool anybody. Be honest. Say what you mean and mean what you say. People don’t like double-talk. They prefer a leader who gives them straight facts—even when the facts aren’t pleasant. It’s much better than when a manager tries to gloss things over.
If you want people to trust you, beware of big talk. Don’t promise what you can’t deliver. And don’t make idle threats. Be as good as your word.
Avoid hasty decisions. Try to have good reasons for what you do—reasons that will be the same tomorrow as they are today. Try to be consistent so people will know what to expect and will be able to count on you.
Be obvious, simple and straightforward. When people are certain that you’re being fair with them, there’s a good chance they will be fair with you.
On design
Think before pushing pixels or putting pencil to paper, promising to understand the demands of the client, the restrictions of the medium, the power of engaging aesthetics, and the personality of the brand.
Provoke original, unexpected, and intelligent thinking during the brainstorming process with designers, producers, and other members of the design team. Solve problems conceptually, focusing on answering the question: What are we trying to communicate?
Create work which is innovative and smart, remembering that interactive media requires mental as well as physical participation from end users to be truly worthwhile.
Listen to the ideas of other members of the design group, recognizing that our different experiences, our different talents, our different histories, offer an invaluable resource.
Interpret commentary from clients, respecting the value of a client’s opinion, but never excusing the power of our own creative perspective as design people.
Sell smart work. Be a part of a design team that leads creative presentations and doesn’t simply follow instructions. Offer your input. It is valuable. Defend your work, and use your mouth as well as your mind to champion the benefits of smart design.
On behavior
Work closely and respectfully with your team to complete projects on time and under budget—even under intense deadlines and pressure.
Define scope and goals; write the creative brief; establish a project schedule.
Actively translate client-specific knowledge into interesting and compelling concepts. Drive ideation even when provided vague information.
Lead a team of designers through the concept process. Mentor designers to explore creative options within design templates and standards. Direct designers through implementation as necessary.
Present and sell the smart ideas and effective work and maintain the integrity of the design while accepting critique from clients and peers.
Partner with the business development team to identify, lead, and assist in landing new work.
Look for opportunity. Use downtime wisely. Always ask, “What can be done better?”