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5 MORE Things I’ve Learned in the Last 5 Years

Writer's picture: Matthew DotyMatthew Doty

Updated: Jan 22

Last week, I reflected on five key lessons from my 5 year journey with XDGO! with a post called “5 Things I’ve Learned in the Last 5 Years”. But the truth is, five lessons barely scratch the surface of what these years have taught me. Leading XDGO! and partnering with incredible organizations has been a masterclass in discovery, growth, and innovation. Every challenge, collaboration, and win has added more depth to my understanding of people, design, and leadership.


So here we are: 5 MORE Things I’ve Learned in the Last 5 Years. These lessons build on the foundation I shared last week and dive into design leadership insights that continue to shape my journey. Let’s explore.



1. Most People Have Latent Superpowers They Can’t See


Everyone has a unique talent, a strength that sets them apart—but often, they don’t see it themselves. As a design leader, one of the most rewarding things I get to do is help others discover their hidden potential.


It starts with curiosity and genuine observation. Paying special attention to what excites each team member, where they excel naturally, and what kinds of challenges they’re drawn to.


Once we’ve identified a hidden strength, I clear a path, giving them opportunities to use that skill in meaningful ways. Amplifying someone’s potential doesn’t stop there—it also involves supporting them with constructive feedback, celebrating their wins, and helping them grow through the inevitable missteps.


Ultimately, amplifying others' superpowers is about creating an environment where people feel valued and empowered. When individuals realize their unique contributions matter, they’re more engaged, inspired, and ready to take ownership of their growth.



2. Where Design Sits in the Organization Matters… But It’s Not Always the Same for Every Organization


The placement of UX, CX, or Product Design capabilities within an organization can make or break their impact. Get it right, and you’ll see collaboration, creativity, and efficiency thrive. Get it wrong, and even the best design team can struggle to gain traction.


Some companies thrive by embedding design directly into product teams, where close collaboration and fast iteration are the norm. Others benefit from a centralized design department, ensuring consistency and alignment across products and services. The best setup? It depends on your organization’s size, culture, and strategic goals.


To help my clients figure out where design belongs, we start by answering two key questions:

  1. Who has the clearest vision for design? This is the big one. Who’s the most passionate advocate for human-centered design? Who’s willing to go to bat for the team—fighting for the resources, alignment, and focus they need to succeed? Executive leadership support is critical, so this should often be the deciding factor for initial placement. If more than one leader fits the bill, or if we're not sure who has the clearest vision, then it’s time to move to the next question.

  2. What will the design team focus on? If the team is laser-focused on digital product interactions, embedding them in the product or technology organization often makes the most sense. But if their focus is broader—spanning strategy, services, or cross-channel experiences—it might be better to establish them as an independent entity or position them within a higher-level function that matches their strategic scope.


The key is flexibility. Where design sits today might not be where it needs to sit tomorrow. As organizations grow and evolve, so do their needs. Regularly reassessing and adjusting design’s place in the org chart ensures the team can stay aligned, effective, and ready to deliver the greatest impact.



3. Fear Is the Mind Killer… And the Creativity Killer, and the Innovation Killer, and the Killer of Just About Everything


Fear is a silent but destructive force in organizations, particularly when it comes to UX, CX, and Product Design teams. When team members are afraid—of failing, of being judged, or of rocking the boat—it creates a culture of hesitation. Ideas are watered down, risks are avoided, and creativity is stifled. For design teams, whose very role is to think boldly and challenge the status quo, fear is a direct roadblock to success.


Setting up UX, CX, and Product Design teams for success means creating an environment where fear doesn’t stand a chance. This starts with building psychological safety—a culture where team members feel empowered to speak up, take risks, and propose ideas without fear of negative consequences. I’ve seen my client's teams thrive when we reframe failure as a learning opportunity. Encouraging open dialogue and normalizing mistakes as part of the creative process unleashes innovation and fuels collaboration.


Leaders also play a crucial role in dismantling fear. A leader who advocates for their design team, shields them from unnecessary scrutiny, and celebrates bold thinking sets the tone for an empowered culture. Going even further, when my clients make it a priority to give the design team a "seat" at the proverbial "table" during strategic discussions, ensure their voices are heard and their ideas respected, it tangibly reduces fear and fosters a sense of ownership and confidence.


Fear doesn’t just impact individuals—it also shapes organizational dynamics. With some of my clients, I've observed a culture of fear that directly led to siloed teams, a lack of collaboration, and an unwillingness to challenge outdated practices. To counteract this, I’ve worked with these organizations to break down these barriers, ensuring that design teams feel supported not just by their immediate leaders but by the broader company. When teams know they have organizational backing, they’re more willing to take the creative risks that lead to meaningful breakthroughs.



4. True Bad-assery Speaks for Itself

In the world of Design, there’s often a misconception that being bold or confident means being loud, aggressive, or combative. But the truth is, true bad-assery doesn’t need to shout—it shows up in the work. It’s in the thoughtful insights, the creative solutions, and the positive impact a design team delivers. A culture of respect and humility goes much further in setting up design teams for long-term success than one that tolerates arrogance or abrasiveness.


Design thrives on collaboration. When a team member prioritizes proving their brilliance over building relationships, it undermines trust and disrupts the collaborative spirit that drives innovation. As a leader, I work to champion a culture where the work speaks louder than ego. For instance, when building teams for my clients, I emphasized creating an environment where feedback was constructive, not cutting, and where team members celebrated each other’s successes rather than competing for the spotlight.


Humility doesn’t mean shying away from leadership or impact—it means letting results take center stage. For design teams, I've seen this take the form of research that blows stakeholders away with its clarity and insight as well as delivering a prototype that elegantly solves a critical user problem. The focus should always be on fostering a team culture where every member was empowered to take ownership of their work and confidently share it, knowing they had the support of a respectful, collaborative environment.


It's about doing excellent work and lifting others up, and generously giving credit where credit is due. This not only strengthens relationships within the team but also helps establish credibility with stakeholders. Clients, executives, and cross-functional partners are far more likely to embrace design as a strategic function when the team shows up as competent, composed, and collaborative.



5. Human-Centered Design Is a Mind-Blowingly Portable Skill Set


Human-centered design (HCD) is like the Swiss Army knife of problem-solving—it works just about anywhere. The principles of empathy, iteration, and user focus are universally applicable, making HCD one of the most versatile skill sets a UX, CX, or Product Design team can master.


Whether you’re designing a digital interface, improving a service experience, or even optimizing internal workflows, a human-centered approach ensures that solutions are rooted in real human needs.


Design teams equipped with HCD skills can confidently tackle challenges across industries and contexts. With my clients, I’ve seen firsthand how applying HCD to areas outside traditional product design—like healthcare services or retail operations—creates impactful, people-focused solutions. It’s not just about the deliverables; it’s about cultivating a mindset that prioritizes understanding people and solving their most pressing problems.


another thing that makes human-centered design so portable is its flexibility. It’s not tied to a specific tool, technology, or domain. Instead, it’s a framework for thinking, one that encourages exploration, collaboration, and continuous learning. This adaptability allows design teams to thrive in dynamic environments where the problems they’re solving—and the tools they’re using—are constantly evolving. It also enables teams to integrate seamlessly with other disciplines, from engineering to marketing, by speaking the universal language of user empathy and practical solutions.


For organizations, investing in human-centered capabilities and mindset-building is one of the best ways to future-proof design teams. It ensures that no matter what challenges arise—whether it’s a shift to new markets, technologies, or business models—your team will have the skills to adapt and deliver value.



Wrapping it Up


These last five years have reinforced that success in design leadership is all about people. Whether it’s helping teams uncover hidden superpowers, positioning design for maximum impact, fostering a fearless and collaborative culture, leading with humility, or leveraging the versatility of human-centered design, the key is creating environments where individuals and ideas thrive. These lessons, shaped by real-world challenges and successes, remind me that design is ultimately about connecting with people—those we serve and those we work alongside. As I look to the future, I’m energized to keep learning, growing, and applying these principles to build, lead, scale and maximise the impact of design teams.


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