When I was a product designer, people would ask what I did for a living, and sometimes I’d answer “I draw pictures of websites.”
Sure, I could just say “I design websites.” That’s true. The end result of my work is (hopefully) that a website looks better, works better, or results in better outcomes.
But most of my day isn’t spent looking at the website, or working on the code of the website, or manipulating the website directly in some way. It’s spent in Figma or Sketch, drawing pictures of how I think the website should look and work.
Through some kind of alchemy, the pictures I draw have an impact on the finished website. But they’re not all the same.
This is a very short book about copying. Its contents, unless otherwise noted, are licensed under CC-BY SA 4.0 (more on that in a bit). You can download, copy, remix, excerpt, change, and repost it however you see fit.
Recently I’ve had a few opportunities to use code to create design. In two of my bigger projects at The Wall Street Journal, writing code has led to new ideas. Problems that typically plague early designs — e.g. “how does this look with real content?” — are easy to solve. By exploring visual ideas directly in code, I’ve started to see the amazing potential of code as a design tool.
Prescriptive feedback limits creative collaboration. I’ve seen it time and time again, but I’ve struggled to articulate the exact reasons and their remedies. Recently, though, I got some insight from an unusual source: a game of chess.
In 1969, the people in charge of Apollo 11 trusted a 23-year-old engineer in a back room of mission control to make one of the most consequential decisions of this decade-defining mission. And they did so in seconds, without deliberating or debating.
Next time you’re faced with a decision, ask yourself: how can this decision be made on the lowest level? Have you given your team the authority to decide? If you haven’t, why not? If they’re not able to make good decisions, you’ve missed an opportunity to be a leader. Empower, enable, and entrust them. Take it from NASA: the ability to delegate quickly and decisively was the key to landing men on the moon.