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Let’s talk about the other half of being a creative professional. The part that has nothing to do with moving pixels (or words or code) and everything to do with moving people.
Success as a designer, writer, or developer isn’t just about making great work but managing the conditions to do great work. And often, it comes down to how well we can unite and guide others, especially our clients.
This is a recounting of the “pro moves” shared with the Studio Freight team that make projects more successful and enjoyable for our collaborators, our clients, and ourselves. And, for the love of god, increase the odds that our efforts actually make it into the world as intended. Many may seem obvious but if even one of these serves as a useful reminder, this was worth it.
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But first things first. We can’t have a proper talk about collaboration without talking about people. Because collaboration is like the most human thing we do.??
Now, I like people (and you do too, at least some of them). But here’s the thing. People can be unpredictable, unreasonable, and even unbearable. People, for all their brilliance, are also confounding variables in any endeavor — you never know what you’re gonna get.??
Now, I like people (and you do too, at least some of them). But here’s the thing. People can be unpredictable, unreasonable, and even unbearable. People, for all their brilliance, are also confounding variables in any endeavor — you never know what you’re gonna get.??
For just a minute, let’s reminisce on some reminders about the paradoxes of people.
They want to fit in and stand out. They rarely appreciate what they don’t understand. They listen best when they feel heard. They like collaboration until it means compromise. They will often unwittingly choose unhappiness over uncertainty.?? They can create meaning from nothing. They mistake feelings for feedback. They want clarity but mourn mystery when it’s gone.
They want to fit in and stand out. They rarely appreciate what they don’t understand. They listen best when they feel heard. They like collaboration until it means compromise. They will often unwittingly choose unhappiness over uncertainty.?? They can create meaning from nothing. They mistake feelings for feedback. They want clarity but mourn mystery when it’s gone.
“They love immediate gratification.”
They want innovation but after someone else proves it works. They say they’re decisive until the decision’s theirs. They turn accidents into breakthroughs. They use rational words to describe emotional reasons. They love immediate gratification. They are forgetful and easily distracted. They underestimate the specifics of reality. They like people who help them… you get it.
People can be delightful and crucial and complicated and contradictory, and working closely with many of them is the blessing and the curse of our vocation.
People can be delightful and crucial and complicated and contradictory, and working closely with many of them is the blessing and the curse of our vocation.
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At Studio Freight, people (of all kinds) come to us to accomplish a mission. They expect us to lead the way — we can’t be passive collaborators. It’s not enough to do great design or strategy, we have to protect the purpose, progress, and potential of our projects. From start to finish. This is done by managing expectations and emotions… or, people.
These are the “pro moves” for navigating collaborations to successful outcomes. Some are tactical, some are mindset. We use all of these.
These are the “pro moves” for navigating collaborations to successful outcomes. Some are tactical, some are mindset. We use all of these.
01
Begin with the end
Define the destination, or the outcome you’re after. And point to it often. People are prone to distraction and procrastination. Keep everyone on track for a smoother ride.
Define the destination, or the outcome you’re after. And point to it often. People are prone to distraction and procrastination. Keep everyone on track for a smoother ride.
02
Present the purpose
Don’t assume it’s obvious. Every interaction should start with declaring clearly: What are we doing? Why does it matter? What is success? The clearer the purpose, the easier it is for everyone to make good decisions.
Don’t assume it’s obvious. Every interaction should start with declaring clearly: What are we doing? Why does it matter? What is success? The clearer the purpose, the easier it is for everyone to make good decisions.
03
End with momentum
Always end discussions in forward motion. What’s next? Who’s doing what? By when? A clear plan turns agreement into progress. State what you’re going to do, then do it. These are small, easy deposits to bank trust.
Always end discussions in forward motion. What’s next? Who’s doing what? By when? A clear plan turns agreement into progress. State what you’re going to do, then do it. These are small, easy deposits to bank trust.
04
“We” wins over “me”
Leverage collective authority. “We think…” carries more weight than “I think…” If a client pushes back on a recommendation, you can say, “We looked at a few angles as a team and this direction consistently rose to the top.” Now it’s not personal, it’s consensus.
Leverage collective authority. “We think…” carries more weight than “I think…” If a client pushes back on a recommendation, you can say, “We looked at a few angles as a team and this direction consistently rose to the top.” Now it’s not personal, it’s consensus.
05
Process doesn't equal success
Know the processes and frameworks sideways, front-ways, and all ways. But treat them as guides, not gospel. Results are what matter. Take shortcuts, follow your gut, bend the rules — but don’t get lost and don’t lose others.
Know the processes and frameworks sideways, front-ways, and all ways. But treat them as guides, not gospel. Results are what matter. Take shortcuts, follow your gut, bend the rules — but don’t get lost and don’t lose others.
06
Clarity has a voice
Slack and email are bad for nuance. If it’s sensitive or strategic, pick up the phone. Your tone is more than half the message. People tend to read things like a devil wrote it. You’ll save a lot of time and headache by being quick to talk with your voice.
Slack and email are bad for nuance. If it’s sensitive or strategic, pick up the phone. Your tone is more than half the message. People tend to read things like a devil wrote it. You’ll save a lot of time and headache by being quick to talk with your voice.
07
Mind your words
Often it’s not what’s said that’s problematic, it’s how it’s said. Avoid asking “why” — it can trigger defensiveness. Don’t use negative interrogatives (e.g. ”did you not read my message?” or “haven’t you seen this already?”) that sound accusatory or passive-aggressive. Choose language that keeps people open, not defensive.
Often it’s not what’s said that’s problematic, it’s how it’s said. Avoid asking “why” — it can trigger defensiveness. Don’t use negative interrogatives (e.g. ”did you not read my message?” or “haven’t you seen this already?”) that sound accusatory or passive-aggressive. Choose language that keeps people open, not defensive.
08
Set the tone
People tend to reciprocate. It’s hard to be excited when someone else is bummed. If you want the client to be excited, be excited. Better yet, tell them explicitly that you’re excited. Even better, tell them you want them to be excited!
People tend to reciprocate. It’s hard to be excited when someone else is bummed. If you want the client to be excited, be excited. Better yet, tell them explicitly that you’re excited. Even better, tell them you want them to be excited!
09
Make it make sense
If something doesn’t make sense, say so. Don’t accept poor rationale or conflicting direction. If you don’t get it now, you’ll just spin your wheels later. “Can you help me understand?” is a power move, not a weakness. Just keep asking until it makes sense.
If something doesn’t make sense, say so. Don’t accept poor rationale or conflicting direction. If you don’t get it now, you’ll just spin your wheels later. “Can you help me understand?” is a power move, not a weakness. Just keep asking until it makes sense.
10
Accept disagreement
“When someone disagrees with you, do not defend yourself. Instead, listen. Ask them to explain, validate their concern, expand on it, and affirm their point of view. Only then will anyone listen to anything you have to say.” Brian Collins?? wrote this and it’s true.
“When someone disagrees with you, do not defend yourself. Instead, listen. Ask them to explain, validate their concern, expand on it, and affirm their point of view. Only then will anyone listen to anything you have to say.” Brian Collins?? wrote this and it’s true.
11
Collect input, not answers
Lead the conversation. Avoid asking clients what they think should be done, instead ask them for input on what you think should be done. Only ask questions that are actually useful to you and seek their expertise to guide your expertise. Do not abdicate your authority.
Lead the conversation. Avoid asking clients what they think should be done, instead ask them for input on what you think should be done. Only ask questions that are actually useful to you and seek their expertise to guide your expertise. Do not abdicate your authority.
12
Own the options
Stay in the driver’s seat. When faced with uncertainty, you should provide the options for moving forward (you should be good with all of them). Asking others to provide options their domain of expertise is easy yet disastrous.
Stay in the driver’s seat. When faced with uncertainty, you should provide the options for moving forward (you should be good with all of them). Asking others to provide options their domain of expertise is easy yet disastrous.
13
Sell your vision in their words
Pay attention to what your collaborators say matters to them, then describe your solutions with their reasons and language. They’ll fight harder for what they feel ownership over.
Pay attention to what your collaborators say matters to them, then describe your solutions with their reasons and language. They’ll fight harder for what they feel ownership over.
14
Make cases in threes
Three supporting points for a solution makes it feel substantial. A Venn diagram composed of three basic ideas tends to have a very unique idea at the center. If you share a great idea, their internal thought is, “That’s smart and interesting.” If you share a second great idea, their internal thought is, “That’s smart and interesting.” If you share a third one, their internal thought, “Oh, you are smart and interesting.”??
Three supporting points for a solution makes it feel substantial. A Venn diagram composed of three basic ideas tends to have a very unique idea at the center. If you share a great idea, their internal thought is, “That’s smart and interesting.” If you share a second great idea, their internal thought is, “That’s smart and interesting.” If you share a third one, their internal thought, “Oh, you are smart and interesting.”??
15
De-risk big risks
If you’re going to depart from expectations, don’t let it be a surprise. Soft land ideas early. Warm up the room. Don’t let a big unveil be the first time they’ve seen a wild idea. (Feel like you nailed it and want to present just one concept? Hope on a call before the scheduled one to get buy-in.)
If you’re going to depart from expectations, don’t let it be a surprise. Soft land ideas early. Warm up the room. Don’t let a big unveil be the first time they’ve seen a wild idea. (Feel like you nailed it and want to present just one concept? Hope on a call before the scheduled one to get buy-in.)
16
Recruit allies
Client-side champions matter. Backchannel. Do 1:1s. Share secrets. Whatever it takes to build rapport. It can make all the difference to have an ally who warns of looming trouble and backs you up in big moments.
Client-side champions matter. Backchannel. Do 1:1s. Share secrets. Whatever it takes to build rapport. It can make all the difference to have an ally who warns of looming trouble and backs you up in big moments.
17
Shot callers call the shots
Don’t let the wrong people tell you “no.” Decision-makers make the decisions. Know who actually makes the calls. Anyone else is only offering details — let them weigh in but don’t let them wayside you.
Don’t let the wrong people tell you “no.” Decision-makers make the decisions. Know who actually makes the calls. Anyone else is only offering details — let them weigh in but don’t let them wayside you.
18
Listen to behaviors
Most people avoid confrontation so they don’t speak truthfully. If they say they love it but keep tweaking… they don’t love it. Be skeptical and politely share observations when there’s incongruence between words and actions.
Most people avoid confrontation so they don’t speak truthfully. If they say they love it but keep tweaking… they don’t love it. Be skeptical and politely share observations when there’s incongruence between words and actions.
19
Elevate the elephants
Address cracks before they become caverns. Don’t hope problems or requests you don’t like will go away on their own. They’ll re-emerge when it’s the worst time to try to solve it.
Address cracks before they become caverns. Don’t hope problems or requests you don’t like will go away on their own. They’ll re-emerge when it’s the worst time to try to solve it.
20
Lock the doors
In later stages, get explicit approvals in the room and deliver immediately (don’t open the door to more critique). Workshop things on the spot, item by item, to get sign offs. There comes a point where there’s no new data that will help — it’s just fear or overthinking interrupting progress.
In later stages, get explicit approvals in the room and deliver immediately (don’t open the door to more critique). Workshop things on the spot, item by item, to get sign offs. There comes a point where there’s no new data that will help — it’s just fear or overthinking interrupting progress.
21
Emotions are keys and locks
You can open doors you wouldn’t believe by timing your asks. When spirits are high, make bigger asks. When they’re low, don’t force it. Read the room.
You can open doors you wouldn’t believe by timing your asks. When spirits are high, make bigger asks. When they’re low, don’t force it. Read the room.
22
Ask for trust
Sometimes people want someone else to take the wheel. You can give them confidence by being confident yourself. Sometimes a “trust me” just works. This one is deceptively simple and effective. Use sparingly.
Sometimes people want someone else to take the wheel. You can give them confidence by being confident yourself. Sometimes a “trust me” just works. This one is deceptively simple and effective. Use sparingly.
23
Stand on business
You’re an expert with a lot of experience. Don’t give away your judgement. Do what it takes to get to a great outcome. Disagree. Negotiate. Compromise. Convince. There are no rules, only consequences.
You’re an expert with a lot of experience. Don’t give away your judgement. Do what it takes to get to a great outcome. Disagree. Negotiate. Compromise. Convince. There are no rules, only consequences.
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