Design Leadership: Overcoming CEO Disease

The phenomenon of "CEO disease" can have a significant impact on design leaders and their teams. As design leaders climb the ranks and become more isolated from the rest of the organization, they can lose touch with the needs and perspectives of their customers, as well as the abilities and limitations of their team.

What is CEO disease?

"CEO disease" refers to the tendency for leaders, particularly at the executive level, to become disconnected from the realities of their organization. This can happen for a variety of reasons, such as a hierarchical organizational structure, a lack of transparency or communication, or a culture that prioritizes deference to authority over open dialogue.

"King's Disease" is a similar concept to "CEO Disease." "King's Disease" refers to a phenomenon where those in positions of power become isolated and insulated from the realities of their subordinates and the world around them.

When leaders are shielded from honest feedback or are not receiving accurate information from their team, they can make decisions that don't align with the needs or desires of their users. In the context of design leadership, this can result in a poor user experience and ultimately hurt the organization's bottom line.

How does CEO disease impact design leaders?

Design leaders can be particularly vulnerable to CEO disease because design is often seen as a "soft" skill and may not be given the same level of priority as other business functions. As a result, design leaders may be excluded from important decision-making processes or may not have access to the same resources as other departments.

When design leaders become isolated from the rest of the organization, they may lose touch with the needs and perspectives of their users. This can result in design decisions that don't align with the user's needs, leading to a poor user experience and ultimately hurting the organization's bottom line.

Additionally, when design leaders are not receiving accurate information from their team or are shielded from honest feedback, they may not be able to make informed design decisions. This can lead to wasted resources, missed opportunities, and a decline in organizational performance over time.

How can design leaders combat CEO disease?

To combat CEO disease, design leaders should work to foster a culture of open communication within their team and with other departments. They should actively seek out feedback from their users and stakeholders, as well as from their team members, to ensure that they are making design decisions based on accurate information.

Additionally, design leaders should prioritize staying up-to-date with trends and developments in the design industry and seek out opportunities to learn from other design leaders and organizations. This can help them to maintain a fresh perspective and ensure that their design decisions are aligned with best practices and industry standards.

Finally, design leaders should work to establish themselves as key players in the organization by demonstrating the value of design and its impact on the organization's bottom line. By building strong relationships with other departments and stakeholders, design leaders can ensure that they are included in important decision-making processes and have access to the resources they need to succeed.

Conclusion

CEO disease can have a significant impact on design leaders and their teams. By fostering a culture of open communication, staying up-to-date with industry trends, and building strong relationships with other departments, design leaders can combat CEO disease and ensure that they are making informed design decisions that align with the needs of their users and the goals of their organization.