Redesigning Leadership: Summary & Key Insights

When we talk about design, people often think of objects—a chair, an interface, a product. But design is not about the object; it’s about the process. It’s about approaching a problem with curiosity, empathy, and a willingness to iterate toward better solutions. As I transitioned into leadership, I realized the same spirit applies to leading people and organizations.

Design thinking provided me a structure to deal with complexity. When a leader faces a challenging decision, it’s much like prototyping. One must make something visible—whether through conversation, policy, or a sketch of an idea—and test it with others. In design, we assume continuous revision is natural. Likewise, great leadership embraces change. The leader must listen to feedback, learn from missteps, and iterate toward improvement.

Simplicity lies at the heart of good design. In leadership, simplicity becomes clarity—reducing noise so that others can focus on what matters most. Early in my presidency, I often overcomplicated messages, sending out long, crafted emails full of data. Over time, I learned that clarity, even simplicity, communicates respect for people’s mental space. To lead with design principles is to craft experiences that honor the user—in this case, the people you serve.

When I arrived at RISD, I thought my job was to direct, to provide vision. But I quickly realized that leadership was less about giving answers and more about learning to ask questions. My early months were filled with listening tours. Faculty, staff, and students told me about their concerns, frustrations, and hopes. I learned that organizations have cultures like ecosystems—delicate, interdependent, and deeply emotional.

As a designer, I had been accustomed to testing ideas quickly. But institutions move at a different pace. Leadership required patience. I had to practice humility—to accept that being the smartest person in the room didn’t make me the most valuable one. It was often better to observe quietly, to absorb dynamics before acting. Listening became a form of design research. Every conversation was data. Every hesitation revealed a hidden constraint.

True leadership, I discovered, isn’t about being in control. It’s about creating the conditions in which others can apply their creativity fully. That meant giving up the designer’s impulse to fix everything myself and instead letting others take part in shaping the solution. Leadership became less about me and more about us.