By Steve Packham, Chief Design Officer, Corporate Operations Group
— 6 minute read
Steve Packham, Chief Design Officer, Corporate Operations Group
A year and a half ago, I had the honour of being appointed Chief Design Officer for the Corporate Operations Group at Macquarie. In that role, I am fortunate to lead a dynamic and diverse team of designers ranging from seasoned veterans to emerging talent.
The team come from a variety of backgrounds. While some have roots in graphic design and management consulting, others bring unique perspectives from fields like architecture, animation, and fashion. Some hold degrees in design, including several graduates from UTS’ Creative Intelligence and Innovation course, but our educational backgrounds are equally varied, with graduates in economics, psychology, and food science, and those who didn’t pursue higher education.
The common thread among them is their exceptional talent and high performance. While I might be biased, I’m not alone in this sentiment; our engagement partners across the organisation echo the same praise.
In recent months, I’ve been focused on establishing embedded Design teams within both business-aligned and central support groups across our organisation. While focusing on operational models and work processes, I’ve emphasised the importance of team leaders being deliberate in cultivating a strong team culture.
From nearly a decade of experience in leading design teams, I’ve reflected on the crucial aspects of building a strong team culture and am excited to share five key lessons I’ve learned about nurturing high-performing talent.
Whether you’re starting a team from the ground up or seeking to revitalise your current team dynamics, these insights can help serve as a solid foundation. While these principles are applicable to any team, I find them particularly relevant for designers.
Being a designer can sometimes feel isolating, particularly within a large organisation where creative flair competes for priority with cost and agility. Building a supportive team that designers can relate to beyond their project teams can make a huge difference – not only in their sense of belonging but also in their performance. However, creating an outstanding team culture doesn’t materialise on its own. It demands intentional focus and ongoing effort. Just like a garden, it requires regular care and attention to thrive.
Feedback is a gift, albeit sometimes an uncomfortable one. Our team practices radical candour, a philosophy promoted by Kim Scott, which emphasises the importance of being direct while also demonstrating care and empathy. We prioritise giving detailed and specific feedback, whether it’s to highlight areas for improvement or when celebrating success. Designers should take the lead in promoting a feedback culture within any organisation, even if it doesn’t come naturally to us. By embracing this practice, we can create an environment of continuous improvement and innovation.
How to apply: Organise a peer feedback session with your team. Before the session, ask each team member to reflect on what their peers should continue doing, start doing, and stop doing. This will help them provide constructive and actionable feedback. During the session, arrange a speed dating style exercise where each pair spends 5 minutes giving and receiving feedback. The goal is to create a supportive environment where honest feedback is shared, helping each team member to understand their impact on the team and identify areas for personal and professional growth.
Creativity and innovation flourish when team members are in a playful state of mind. Encouraging people to bring their whole selves to work is central to our approach. It’s in a safe and supportive environment that wild ideas can truly flourish. Cultivating an environment that enables play encourages out-of-the-box thinking, helps reduce stress, and can strengthen team bonds.
How to apply: Organise a workshop where team members can participate in activities designed to spark creativity, such as improvisation games, drawing exercises, or storytelling challenges. These workshops can help team members tap into their creative potential, build confidence in sharing wild ideas, and foster team bonds through shared experiences.
A team engaging in a workshop, sparking play and creativity in the workplace
Establishing trust within a team is essential. We emphasise the importance of collective achievements over individual accolades, fostering an environment where designers support and represent one another, particularly in the context of a large organisation. Celebrating team successes and strategically overlapping designers on engagements helps to create a unified and cohesive group. When recruiting, it’s important to seek individuals who are collaborative team players rather than lone wolves. This focus on team-orientated individuals strengthens the team’s foundation and reinforces a culture of collaboration and shared goals.
How to apply: Organise a monthly meeting where team members share success stories that highlight collective achievements. Encourage each team member to present a story that showcases how working together led to a successful outcome. Focus on the roles and contributions of different team members.
Continuous growth is essential, especially in the ever-evolving field of design. No role remains static, and we constantly encourage and inspire each other to improve. Learning should be an enjoyable experience, and by creating dedicated time and space for it, we motivate our team members to become better at what they do. There are numerous ways to learn, including reading books, exploring blogs, watching videos, participating in formal training, and attending conferences, to name just a few. There’s value in exploring subjects outside of ‘design’, as they contribute to our creative thinking. The diversity within my team highlights my recruitment focus on individuals' problem-solving skills, commitment to personal growth, and adaptability rather than their tenure as designers. This has enabled me to find exceptional talent often overlooked by traditional hiring practices.
How to apply: Implement ‘skill swap’ sessions as a way to promote continuous learning and deepen team bonds. Start by having each team member list the skills they are proficient in and willing to teach. Organise these sessions on a regular basis, allowing each person to lead a mini-workshop or tutorial on their chosen skill. This method encourages team members to step out of their comfort zones, learn new abilities, and appreciate the diverse talents within the group. Not only does this enhance individual growth, but it also fosters a collaborative and supportive team environment.
Overcoming the trap of perfectionism is essential for achieving progress. It’s important to discern when a ‘fast food’ level of quality suffices and when a ‘fine dining’ standard is required. By concentrating on reaching the next milestone and gaining momentum, we can start making a tangible difference. It’s important to remember that perfection can be the greatest obstacle to progress. By prioritising continuous improvement over flawless execution, we can achieve greater success and innovation.
How to apply it: Implement an iterative approach to project development by breaking down the project into smaller, manageable increments. Use the 80/20 rule to prioritise tasks, identifying the 20 per cent of activities that will deliver 80 per cent of the desired outcomes. Start by developing and releasing these high-impact elements, allowing you to make continuous progress and gather feedback early on. This way, you can address issues and make improvements in real-time, driving the project forward efficiently.
The 80/20 rule (also known as the Pareto Principle) states that 20 per cent of input activities result in 80 per cent of outcomes
Establishing a culture of excellence is rooted in the everyday interactions and behaviours of team members. It transcends formal team charters or guiding principles and is shaped by the myriads of small actions taken each day.
If you are responsible for building or shaping the culture within a team, it can seem like a daunting challenge. But remember, culture is just about lots of small things. Start with one small step and take it from there. Every small action chips away at building the culture you aspire to create.
Going back to fostering a playful state of mind and sparking creativity, I leave you with a sketchnote that my colleague Adelaide Spicer has created to visually capture the five tips for building a high-performing design team.
