3 Things I Learned from Starting a Design Newsletter

This was originally posted on my Medium profile.

One of the most difficult things about being a designer is trying to keep on top of the rapid changes in our industry. Tools, process, skills, team structure, and more are evolving at an ever-increasing pace. It’s difficult to know where to look and how much time to spend keeping tabs on all of the things. I’d like to think I’m not the only one experiencing this dynamic.

So, I started an initiative last summer to solve this. I decided to:

  • Dedicate time each week to gathering and reading quality articles
  • Share the best of what I found each week with others
  • Build a directory of links that I could reference in the future
  • Build a document of key insights about the practice of design

It’s been three months since I started this work, so I’d like to share 3 lessons from my experience so far.

1. Finding quality articles is complicated

This shouldn’t come as a surprise, but the internet is filled with questionable content (aka hot garbage) about design. It’s too easy to take watered-down content, biased articles, and convoluted research at face value as credible content. It’s time consuming and difficult to navigate this, especially since I have limited time to read during the work day. So, the first thing that I wanted to solve for was how to protect my time. The best way to do this was to curate where I look for things to read.

Farming the good stuff
When I look for content, I need it to be credible, written with integrity, and validated by data (if possible). So, I did some research and built the best version of qualified sources list that I could. For example, HBR, UIE, NNGroup, and UserTesting are on the list. I plugged it Feedly to make it easy to sift through articles and read them on the go.

The list isn’t perfect, but it’s better than scrolling around aimlessly on Twitter and Medium. The list isn’t permanent, either. I intend to revisit it every so often to remove existing sources that aren’t up to par and to add new ones.

What should I read?
Every morning, I start by setting up the focus of my work day. Then, I spend a little time digging through my sources for things worthy of reading. I don’t always get to do this every morning. Some days, when things are busy or we’re shipping critical work, I don’t do it all.

When I do farm articles, I use the So What? test by Austin Kleon as a litmus test for what I might read and share. I start by looking for content that is relevant to the work that our team at Creative Market is doing today or will be doing soon. This keeps me focused on insights that we can take action on. When I know I need to go deep on a topic, I search for credible books. When I have extra time, I browse topics that pique my interest. My personal interests come last.

When should I read?
I skim the top sections of each article to determine if it’s worth saving. I collect a few links before figuring out which articles to give my full attention to. I read at various times — in the early morning, at lunch, in-between meetings, and at the end of the day. If I’m doing strategic work, my whole day might be reading and writing. Those are good days. I flag articles that I didn’t have time to read but think contain valuable insights.

I learned that it’s up to you to curate what you consume. You have to optimize your reading time for impact by focusing on quality and relevance over quantity.

2. Being consistent ain’t easy

Process only gets you halfway there
Before I started, I built a simple process to follow. The front-side of the process is focused on building the weekly newsletter. The back-side of the process is focused on archiving links and insights. Here is my attack plan:

  • Gather article links into my content farming doc
  • Port over selected links into each week’s newsletter in Mailchimp
  • Finish and ship the weekly newsletter (here’s an example)
  • Add the newsletter to my sign-up page
  • Port over the best links to the Links directory
  • Archive key takeaways into my insights document

I care more about archiving than building an audience for a newsletter. If that happens naturally, great. If not, that’s fine too. My focus is on gathering insights for my team and I first. If others benefit from this work, then that’s icing on the cake.

Permission to skip a week
Out of the last 18 weeks, I published the newsletter 14 times. I missed 4 weeks because of busier work weeks and travel. I gave myself permission to skip those weeks because I wanted to make sure that doing good work at my job came first. Even though I missed 4 weeks, I still managed to do some light article farming during those times. The thing that fell off my radar was actually reading the articles I gathered.

I learned that while it’s important to keep your commitment to a personal initiative, it’s necessary to prioritize your real work first. If my work is suffering just to ship a weekly newsletter, then I’m doing it all wrong.

3. The short game builds the long one

Before I started, the idea of running an email newsletter seemed like a waste of time. Sometimes it still feels that way. But, the newsletter was never the goal. It’s a short game that I play each week that keeps me focused on the long game — constantly educating myself about the discipline of design. The link directory and insights document are everything.

In the past, I found myself scrambling during my free time to browse dozens of channels to find whatever popular design articles were on the rise. That’s no way to research about design. Where’s the discipline? What’s the purpose of that?

These days, it feels great to consciously decide to trade a bit of my attention every week to learn about new things that matter. I’m documenting in the right way so that I can easily find these things later. This helps me stay focused on the work that really matters every day.

I might not have all the answers or direct experiences yet, but I can build a place that makes it easy to quickly find the best insights about anything related to the discipline of design. That’s valuable.

I learned that the right long game can be built by the short game, one day at a time. If I spend my time wisely each week, I’ll do my best work today while simultaneously better position myself in the future.

Parting thoughts

I would be remiss if I didn’t mention that reading isn’t a substitute for talking to your peers about what they’ve learned. And, to take that one step further, talking to your peers is not a substitute for learning by doing it yourself.

When you mix together focused reading, talking with the right peers about the right things, and good ole hands-on experience, your growth has limitless potential.

Follow along by subscribing to my newsletter and bookmarking my links page.

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Design Critiques Part I: A Culture of Effective Feedback

This is the first article in a two-part series about design critiques and feedback at Creative Market. Part I offers a high-level overview of how we evaluated and improved our feedback culture and critique process. Part II will explain deeper behavioral insights, reasons behind the steps in our critique process, and offer a complete ready-to-use playbook.

This was posted on my Medium profile first.


Crouching Feedback, Hidden Disaster

Feedback is the wild card in your team’s design cycles. Get it wrong and projects are at risk of being delayed, producing ineffective outcomes, or even worse — blowing up or shutting down. On the other hand, effective design feedback can save the day and bond the team together. Creating a safe environment for the exchange of effective feedback and teaching everyone how to give it is one of a design team’s most important tasks. Since the rest of the company probably didn’t learn how to critique work in design school, helping everyone learn this skill is critical. It can end up paying big dividends to the company over the long haul.

So what exactly is effective feedback? I’m glad you asked.

“Effective feedback is not praise or criticism. It is carefully chosen language and actions that propel the learner forward.” — Regie Routman

We think effective feedback should:

  • Build a shared responsibility for the outcomes of the work
  • Capture diverse perspectives that improve the customer’s journey
  • Enhance all aspects of iterative collaboration and speed up the rounds
  • Support candid discussions in order to arrive at stronger solutions
  • Encourage designers to think more broadly about their approach
  • Deepen the mutual respect and alignment between team members
  • Help the team consider how the work impacts the current design system
  • Give the whole team, not just senior members, a chance to contribute
  • Help designers level-up each other’s skills over time


Critiquing Our Lack Of Critique

How meta! Over two years ago, we wanted to take a closer look at how we were exchanging feedback at Creative Market because frankly, it wasn’t going well. After each project was done, it was easy to see where things went off track. Our lack of good critique process created serious issues at all stages of the work in both written and verbal forms. Here are a few examples of what was happening:

  • Designers were playing a game of “whack-a-mole” to complete their design rounds as feedback came from different sources at different times
  • A leader would give prescriptive or critical feedback late in the process which prolonged or redirected projects
  • A team member would send conflicting or subjective feedback which would bloat timelines and make decision-making difficult
  • A few team members would take up all of the time during a review which didn’t allow the rest of the group to contribute their feedback
  • A team member would deliver destructive feedback which would create unhealthy conflict and distrust among the team
  • A team member would leave ambiguous comments on an InVision prototype which would lead to assumptions that made the work less effective
  • The team had trouble understanding what types of feedback to give, when to give it, and how
  • Designers didn’t have a clear process to resolve conflicts, end the design round, or prioritize the most important feedback to action on next

Every week, we saw the negative impacts that our lack of critique was creating in the work and team relationships. It was clear that a simple process could solve most of our issues in one fell swoop, and that process needed to feel like us and be fairly organic to how the team already operated.

We came up with these three areas of focus to improve our feedback challenges:

  • Sharing the work iteratively (multiple times a week) with the design team and project lead would create less surprises and strengthen alignment at all stages
  • Building an easy-to-use lightweight critique process and unified language for exchanging feedback would improve design review outcomes
  • Creating a path for project teams to collect, validate, and prioritize feedback, as well as resolve conflicts, would create more efficient design cycle

Next, we created a set of simple qualities that would help the team understand what makes for effective feedback and how to give it during a critique.

  • Bring your most positive, respectful self to the table
  • Start with affirmative feedback first to let the designer know what’s working
  • Then, give constructive feedback in the form of a question to clarify intention
  • Discuss what’s missing, invisible dynamics, and relevant data
  • Give feedback through the lens of the majority of users
  • Avoid being vague or subjective, focus on the “why”, explain your rationale and how it matters to the end result
  • If needed, express how strongly you feel about your feedback using the 1–10 sliding scale


Validating Our Hypothesis

After we identified our issues and built a process for improving our critiques, we decided to put it to the test. We planned a mock critique in order to validate that improving how the team exchanged feedback could make design work more effective and efficient.

Our lead product designer Noah Stokes created 3 comps of a reimagined version of our homepage. We scheduled the mock critique as a workshop during a team trip in 2015 so that the whole team would experience and participate. Noah’s work was a bit on the progressive side, because we wanted it to stir up controversy and stimulate lots of feedback. It did the trick. The team immediately experienced the value of our new critique process and ended up loving it. In the weeks that followed, the team embraced and adopted our critique process with open arms. It was all down hill from there.


So Fresh & So Clean

So, without further ado, here is a high-level overview of our new critique process. If you want to dive deeper, I’ll be posting a second article in this series soon that lays out a playbook that your team can adopt based on our groundwork and insights.

1. Running a Critique

a) Prepare the Way

  • Determine the level of critique and time needed for it depending on the project scope and stage of the work
  • Prepare the work for review and share it at least 4 hours in advance with the context the team needs about it

b) Kick It Off

  • The presenter shares a link to the design work and related documents in Slack 5 minutes before critique begins
  • The group starts by identifying roles (presenter, facilitator, recorder), project goals, context of users engage with it, state of the work being reviewed, types of desired feedback (visual, interactive, etc.), and how the time will be spent
  • The recorder opens a document and starts taking notes

c) Shhh: It’s Quiet Time

  • Everyone spends 5–10 minutes experiencing the work objectively
  • This helps everyone organize their thoughts about the work in the form of writing before they deliver it
  • Each participant writes down 1–3 pieces of affirmative feedback and constructive feedback respectively per a comp/page state (if less than 5 deliverables are present)
  • If there are more than 5 deliverables, participants are encouraged to capture high-level feedback and only give specific feedback that’s high-value or important to the success of the project

d) Give Affirmative via Round-Robin Approach

  • The facilitator picks a participant to share their affirmative feedback on each comp or page state, then the rest of the group goes before any leadership present until everyone has shared their insights

e) Give Constructive via Round-Robin Approach

  • The facilitator follows the same sequence of participants to share their constructive feedback
  • Participants should use phrases like “Have you considered” (e.g. “Have you considered another color besides blue for the next button that might resonate with our audience and lead them to conversion?” instead of “I don’t like that blue button.”)
  • Participants shouldn’t offer solutions or design (by committee) in the meeting since that’s the designer’s job
  • The presenter should respond to questions with concise answers that clarify intent and thinking
  • If conflicting feedback or challenging issues occurs, the facilitator flags them for discussion at the end of the review (or if they’re complex, as a separate follow-up meeting)

f) Presenter Takes the Stand Mic

  • The presenter delivers a walkthrough of the work and explains their thinking about design decisions behind each page state or comp that weren’t revealed during the constructive feedback round-robin phase
  • The presenter should not be defending the work or selling it to the team
  • The facilitator guides the group in any discussions that arise during or after the walkthrough

g) Discuss Flagged Topics

  • The facilitator determines which points are critical to answer now pending how much time is left
  • They should help the team navigate each discussion point with integrity and speed

h) End with Next Steps

  • If anyone has a lot of ideas or feedback, set up a separate time to discuss it with the project lead and designer
  • The facilitator summarizes next steps and ends the meeting

2. Validating Feedback

a) Closing the Round

  • The project lead makes sure all verbal and written feedback has been submitted and then closes the design round

b) Collecting Feedback

  • The project lead and designer collate all input into a single document

c) Validating Feedback
The project lead and designer sort all feedback into three buckets in order to assess clarify and validate each piece of feedback

  • Approved: Feedback that will be implemented as-is or with clearly defined minor adjustments
  • Flagged: Feedback that requires discussion to approve or reject
  • Rejected: Feedback that won’t be implemented in the next round

d) Resolving Conflicts
The project lead and designer evaluate flagged feedback and consider the following dynamics as they decide what to do with each piece:

  • Potential impact on users and the actions we want them to take
  • Passion levels given by team members
  • Supportive evidence from user-generated feedback that represents majority
  • Maintaining scope/timeline of the project
  • Multiple team members gave the same healthy perspective
  • Potential impact on the project’s primary and secondary metrics
  • Impact on resource time to implement
  • The level of intentionality in the decision
  • Impact to the UI/UX design system
  • Alignment with industry best practices backed by data

e) Prioritizing Feedback

  • The project lead and designer decide what order the approved feedback should be implemented and create a checklist
  • The designer steps away from the work to recharge and regain objectivity

Last but not least, here’s a quick summary of the different types of feedback:

  • Affirmative: Positive feedback that’s given before constructive feedback. It lets the designer know what’s working and what they shouldn’t change.
  • Constructive: Critical feedback that’s given in the form of a question after affirmative feedback. It should help the designer think through the complexities of user, system, and business dynamics.
  • Unproductive: Feedback that is ineffective, subjective, destructive, or out of scope. These types should be avoided at all costs.
  • Conflicting: Affirmative or constructive feedback that counters a peer’s feedback or the current direction of the project. Project lead should help the group resolve conflicts.
  • User-Generated: Evaluative qualitative or quantitive feedback given by your users that needs be weighed in the mix related to this project.


Wrapping Up

So, there you have it! That’s the flow for our new critique and feedback processes. We rinse and repeat these steps for each design cycle in our brand and product work. We scale up to the full critique process for larger projects with complexities and run multiple reviews during those projects. We minimize the process for smaller tasks and might run a “mini-crit” as a design team.

Since rolling out this new process, the team has built more trust and common ground through critiquing the work. The more we practice the critique process, the more it becomes second nature. The critiques start to move faster and more fluid, while still retaining their effectiveness.

We’ve also seen that as the team iterates and collaborates with greater transparency, the less they have to follow the full version of our critique process. Everyone’s up to speed and aligned at all stages of the project, so critiques end up being most useful at the beginning stages of project scoping or the first round of design work.

Next, I’ll be posting part II of this series if you want to take the red pill and dig into the nuances of our system and copy our critique playbook. There’s enough here in Part I to run our process, but Part II will explain the rationale and dynamics in depth to make sure your team gets it right. I think it can help make your critique process and collaboration over the design work soar to greater heights, just like it did for us.


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Shaping Our Design Principles at Creative Market

I’ve been working on Creative Market for 5 years this month. Where did the time go? I thought it was finally time for us to shape our design principles and design team’s mission and vision. Surely after this much time we should have these strategic pieces in place, right?

I decided that we shape our design principles first. I hoped that they could make it easier to craft our design team’s vision and mission afterwards. I began this strategic project like most others by combining external education and internal context. I went digging online to learn about what design principles are, how to shape them, and why they matter. At the same time, I started actively discussing the idea of design principles with the design team.

Here’s how I merged these two sources of input into a meaningful outcome.

The Rabbit Hole of Online Research

When I first searched for design principles on Google, Medium, and other places, I was surprised by what I found. The topic is misleading, complex, and misused. There are an overwhelming amount of principles out there. They come in different shapes, sizes, use cases, and business scales. There’s no clear pattern or practice on how to create and implement them.

Take a look at these two archives: Design Principles FTW and Adactio Design Principles Archive. A bit overwhelming, no? Sometimes it’s best not to start with research (or at least to limit the amount of digging you allow yourself to).

Nonetheless, here’s a summary of what I found. It’s common to define design principles for:

  • A single product’s design system
  • A single product’s user interface
  • A brand identity’s visual system
  • The team’s design process
  • The team’s cognitive design discipline
  • The team’s user testing and accessibility mantras
  • A unified experience across many products
  • Anything else you want

I opted to create one set of design principles that captured the best of these diverse intentions. I wanted our principles to cover our product and brand design disciplines holistically. I didn’t want our team to have to create different principles for new products we decide to build in the future. I took a bunch of notes, and brought the conversation to the team.

One Design Team, Many Thoughts

I sent an email with a short list of questions to gather the team’s thoughts over a two week period. The questions were aimed at capturing the invisible thread of our group’s thoughts about design culture and practice. They responded with lots of great contextual insight across our product and brand design disciplines. I also gathered thoughts from our lead product manager, too. Design and its principles are bigger than a design team. They have so much meaning and application for the entire company and business.

The last step was collating all of it together. I took my external research notes and combined them with the team’s thoughts. High-level themes became visible. I used them to bucket related bullet points. It took a few days, a few meetings, and a few rounds of writing.

I couldn’t have made this stuff up in vacuum by myself. It wouldn’t look as cohesive or appropriate for our team and brand. I can’t thank our design team (Noah Stokes, Bronwyn Gruet, ryan weaver, Bonnie Bishop) enough for sharing their honest thoughts with me. We built these principles together. Let’s dive in.

Our Design Principles

It was only after we started collating the raw material together that the goal of our design principles exercise became more clear. Here’s what we needed them to achieve for the team and why we were doing this in the first place.

  • Name our design team’s shared beliefs about design
  • Align the company with how we use design at all stages of the work
  • Challenge us to raise the bar of design thinking and strategy
  • Describe the qualities we strive for in our work
  • Used as a reference as we make design decisions
  • Compliment our company’s core values and growth principles
  • Capture the best parts of universal design thinking and principles
  • Represent our unique brand, products, team, process and community
  • Keep a consistent vision of our product experiences
  • Reinforce the importance of user feedback and usability testing
  • Be a guiding light for our design culture as we scale

As we finished refining our seven principles, they felt natural. We have a healthy culture of design thinking in practice at Creative Market. We found that our whole team is already operating at about 75% of what the principles represent. Nonetheless, the exercise helped us define the strongest parts of our design culture and challenge the areas where we can improve. It revealed that the “design gaps” we have are far and few between — not too wide for us to close together.

1. Design For Everyone
Design is inclusive. We design for anyone who wants to take part in Creative Market. We consider culture, language, skill, device, readability, and location. We focus on building for the 90% majority, but make sure all our users can achieve their goals. We include our community and company in the entire design process. We make design accessible to all.

2. People Over Pixels
We focus on people first. We validate challenges, opportunities, and solutions with real user data and feedback. We put our users’ voices and creativity at the center of the experience. Our members return to our products because they’re accessible, connected, and friendly. They feel right to our users and support how they work. We evolve our human-centered approach to grow with our customers and their needs.

3. Clear & Simple
We make the complex clear by building products that are easy to understand and simple to use. We remove distractions and friction in our interfaces at every point of the user journey. We get out of the way so our users can experience core value as soon and often as possible. We make it a joy for our users to do their work in an efficient, effortless manner. We make taking action easy for our users because we value their time and effort.

4. One Brand To Rule Them All
We create one unified brand experience for our users. We defend and serve our brand’s values, attributes, and visual language with integrity. We evolve our design patterns and aesthetic to create the best journey for our users. We’re the stewards of our brand’s story: who we are, what we stand for, and what we can do for our community. We connect the act of buying to making. We connect physical to digital mediums. We shape best practices that balance our brand’s appeal to emotion and logic.

5. The Details Are The Design
The details matter. We craft each element, pattern, and state with our users, system, and business needs in mind. These design details paint the entire picture of our cohesive design system and experience. Good design deserves iteration — it’s never truly finished. We revisit details in the context of our system’s future state. We improve elements to inform, delight, and engage our users. We accelerate growth by making behaviors our users need easy to repeat. We preserve the memorable brand elements that our users know and love.

6. Design Is A Shared Responsibility
Good collaboration results in good design. Design thinking is a required critical skill and the design team leads the company to take part in it. We provide our best value when we’re brought in as early and often as possible. We’re transparent, proactive, supportive, and humble. We encourage great design by example and we mentor the practice in everyone. We pursue better questions to discover the best design decisions. We exchange constructive feedback and ideas to make work that exceeds expectations.

7. Creativity Fosters Community
We honor the creativity of our members. We use our brand visuals to elevate their voices, products, and craft. We help our team position the brand to be the best advocate for our users. We evaluate how each design decision might impact our entire community. We use design to encourage members to take action. We evolve our design system to compliment their creative process. We support new and existing user content throughout the experience. Together, with our community, we shape the future of our brand.

Design Team Mission

Our design team’s mission captures of why our team exists and the purpose of the design system we maintain and evolve. It’s pretty straightforward. It could serve as a guiding light to other design teams, too. We found that it was important to define in the context of our business and other teams.

“Our mission is to create a unique, cohesive experience for our community through one unified design system.”

We make good on our mission by:

  • Building one unified system of design, content, and interaction patterns
  • Maintaining a common unique brand voice and visual language
  • Improving our system, tools, and processes to build consistent, unique product experiences faster
  • Considering our different user personas and their needs in the experience
  • Strengthening our brand’s reputation by supporting the core value that our members create and exchange with each other

Design Team Vision

Our vision is where our design team and system is headed. It’s the future state we’re striving towards, however challenging it may be. It compliments the efforts of other teams at Creative Market (growth, product, marketing, community, support, etc.). It helps us balance and take our design thinking to the next level on a daily basis.

“Our vision is to balance and improve long-term growth with great user experience across our products and brand.”

We achieve the vision of our design’s future state by:

  • Improving our users’ workflows and ability to connect with each other to experience core value as soon and fast as possible
  • Making incremental progress towards a stronger, unified design system.
  • Delighting, connecting, and educating our users in the product experience.
  • Finding ways to differentiate our brand and products to set ourselves apart from current and future competition
  • Looking for changes in our industry and adapting our approach


I hope you’ve found this summary of our design principles, mission, and vision exercise insightful. If you’re working on a design team, I encourage you to push for your team to define these important pillars. The exercise offers insights, alignment, and camaraderie for the team.

Design Principles In Practice
After we finished our principles, we identified that we needed a shorthand way to remember them in our daily practice. The principles measure the quality of our work, and we need a fast way to check the work against them — in both written and verbal feedback. What could be worse in business than creating a stale document that no one references? Our senior product designer Noah is wrapping that work to share with you soon! Once the article is up, I’ll link it here.

This article was first published on Medium here.

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