Summary
We’re on wave three of the great resignation. Job opportunities abound for designers of all stripes, and loyalty is at an all time low as we reassess our changing professional needs and ambitions in this new world. Liam Thurston leads a team of 55 designers and researchers at Loblaw Digital, building commerce, loyalty, and healthcare products for all Canadians. Thurston’s team weathered the great resignation with resilience and thrived in the face of change; it left them even stronger. In this talk, Thurston will teach you practical tools and processes for creating a Design Practice North Star, skills matrix, and an inclusive set of cultural rituals to build trust and create safety for your team, especially within a large organization. If you're looking to level up your leadership practice in order to acquire and retain incredible talent who generate outstanding outcomes, this talk is for you!
Key Insights
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The pandemic has markedly changed how teams interact and work together.
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Employee retention is critical for achieving results; management must focus on creating desirable conditions.
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A clear purpose helps employees envision their growth within the company, increasing retention rates.
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A skills matrix allows team members to track their growth, enhancing ownership of their development.
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Soft skills are equally as important as hard skills and should be measured within workplace settings.
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Regular feedback from team members can help refine career development frameworks.
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Cultural rituals play a significant role in team cohesion and morale.
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Inviting input from the entire team during purpose statement workshops fosters inclusivity.
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Transparent communication about roles and expectations builds trust among team members.
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Bi-weekly meetings that celebrate team wins can strengthen relationships and boost morale.
Notable Quotes
"Being incredibly intentional about how we spend our time is really the purest manifestation of our values."
"If your team sees a clear path of mastery in your organization, they’re much more likely to stay."
"A surprising part of managing is chasing the right conditions for results and retention."
"Your team is looking for a comfortable home within your company; they’re looking for safety."
"I think our North Star should vary from team to team, unique to the group you're leading."
"Mastery has always felt achievable; that's where we can all take that path together."
"This skills matrix became the center of gravity for our practice."
"You've got to build cultural rituals that recognize team efforts and fostering transparency helps engagement."
"Involving the entire team in defining our purpose made the ownership feel collective."
"If employees feel safe and secure and see their future on your team, they’ll stick around for a long time."
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