Managing Change: Part 2 of My Journey From Designer to Career Coach
A Story of Growth, Learning, and Helping Others Thrive
This is part 2 of a 3-part series, College to Confidence is part 1.
Leading by Example: Navigating the Challenges of Management
Within a few years at the agency, I was promoted to department manager. This shift into management was one of the most challenging transitions of my career. Moving from a peer to a leadership position required a completely new skill set—one grounded in humility and emotional intelligence. I had to learn how to navigate delicate interpersonal dynamics while remaining transparent and professional. This management role also reinforced the value of setting professional boundaries. Knowing when to step back and allow team members to take ownership of their tasks was critical in empowering them to grow, a lesson I carry into my work as a coach, where I guide others through their own leadership journeys.
Exploring New Territory: Transitioning Into Web Development
The rise in demand for web development pushed me to expand my skill set beyond design. I began shadowing experienced web developers, learning HTML, CSS, and jQuery. This was a pivotal moment, as I gained a deeper understanding of how user-centered design and development intersect.
The challenges I faced, such as creating functionality for different browsers and devices, sharpened my problem-solving skills and reinforced the importance of cross-functional collaboration. The expression “form follows function” became a guiding principle, and I now encourage my coaching clients to adopt the same mindset in their projects—ensuring that design always serves the user’s needs first.
Expanding Leadership: Specializing Teams and Managing Web Developers
As I grew more adept at both design and development, I identified an opportunity to restructure our web development team. Proposing a division between front-end and back-end specialists, I helped streamline our workflows, allowing team members to focus on their strengths. This specialization also gave me the chance to step into a more strategic role, managing a hybrid team of front-end developers and designers.
One of the key takeaways from this period was the importance of understanding both upstream and downstream processes. Whether I was designing or coding, I had to consider how each piece of work fit into the broader context of the project. This holistic perspective is something I now bring into my coaching practice, where I guide clients to think about how their work connects to the larger goals of their organization.
Taking on Broader Responsibilities: Managing a Cross-Functional Creative Team
After several years of managing designers and developers, I felt the need for new challenges that would push my skills further. I worked with a recruiter to explore opportunities, and soon I found myself stepping into a leadership role at a much smaller, local agency. This new position came with more responsibility and a wider range of tasks. I wasn’t just managing a design team anymore—I was overseeing a cross-functional team that included design, copywriting, web development, video production, and social media.
This experience taught me the value of balancing flexibility with structure. It was during this time that I became more aware of the impact work environments can have on mental health. The demands of the job were high, and I began to recognize the toll they could take, both on myself and my team. After a couple of years, I made the difficult decision to move on, but the insights I gained from this role—particularly about agility and avoiding over-complicated processes—stuck with me.
I was about to dive head-first into SEO.
