John Howrey
Design Leader
ContactCURRENTLY DigitalOcean
PREVIOUSLY SCAD
IBM
Skeptic
Philographica
Selbert Perkins Design
CASE STUDIES
Set Users Up for Success
Empowerment by Design
Driving Growth Through Design
All the World’s a Map
Luxury Reimagined
ABOUT Who I Am, What I Build
Philosophy of Leadership
wRITINGS We Don’t Need Another Framework
Design Leadership Is Cultural Leadership
Designers Should Own the Narrative
Speed and Substance Can Coexist
Collaboration Is the Work
Design as Stewardship of Experience




Collaboration Is the Work

Design doesn’t happen alone. And it doesn’t happen without consequences.


A designer once told me, “I designed this,” and I said nothing. She presented the work in a critique—clean, coherent, and clearly hers in the most immediate sense: she had assembled the files in Figma, refined the flow, and walked us through each moment with clarity. But I knew the history. I remembered where the ideas had started. A sketch pinned to the wall by a teammate. A long Slack thread that reframed the approach. The influence of a design review two weeks earlier that had completely reshaped the layout.

She didn’t mean harm. She just didn’t name the others. And when people noticed—when they came to me afterward, quietly, to say “hey, that wasn’t just hers”—I realized I’d made a mistake too. I had let the moment pass. I had let the work speak without its full history. I had reinforced the myth that good design comes from individual genius rather than from the web of collaboration that actually sustains it.

That moment taught me what I wish I had learned earlier in my career: that we often treat collaboration as background noise, when it is, in fact, the main event.

Design doesn’t just depend on collaboration. It is collaboration—at every level, in every direction, and across every surface of the work.

Designers Are Trained for Individuality, but Deployed Into Systems



From the start, most of us are trained to operate as individuals. We are told to craft a personal portfolio. Develop our own taste. Speak to our own process. Tell our own story. The narrative of the singular designer—clever, autonomous, distinct—is so baked into our early education that we don’t even notice it shaping how we approach the work. And for a while, it serves us well. We find our voice. We learn how to articulate it.

But product work doesn’t reward individuality in the same way. Real product design is porous. It’s shaped by people across disciplines and timelines and reviews and roadmaps. A strong design isn’t the result of a brilliant individual—it’s the outcome of alignment. Of feedback taken and re-taken. Of pivots made in collaboration. Of decisions weighed across engineering, product, research, and support.

In this world, insisting on singular authorship is not just inaccurate—it’s isolating. It undercuts the very fabric of trust and shared intent that makes a product strong.

The moment a designer says “I did this,” they may be claiming ownership, but they’re also risking disconnection. They’re positioning themselves outside of a team that was, in truth, inside the work all along.

And the team will feel it.

Within-Design Collaboration Is Just as Fraught



Collaboration challenges us even within our own discipline. I’ve seen this up close. I once had a senior designer on my team—generous, talented, and deeply committed to the group’s success. She’d quietly support her peers, especially the newer ones. She’d hop into their files, help unblock tricky flows, suggest subtle improvements, finesse interactions that weren’t quite landing. She’d do all this without ever needing her name on anything. She wasn’t looking for credit. She just wanted the work to be good.

And it was. Deadlines were met. Reviews went well. Everyone looked good.

Until one day, she quit.

In our exit conversation, she told me she felt invisible. She had given her time, her ideas, her care—and received almost nothing back. No Slack shoutouts. No names in retros. No public praise. Not even private acknowledgment from the peers she helped. She wasn’t bitter. But she was done.

And I couldn’t argue with her. Because I had seen it happen, and I had let it slide.

I had mistaken collaboration for culture.

I had believed that generosity would naturally be met with gratitude.

But the truth is, generosity without recognition becomes erasure.

It teaches people that supporting others quietly is the fast track to being forgotten.

And we lose the very people who hold teams together.

Public Praise Is Design Infrastructure



I’ve come to believe that public acknowledgment is one of the most underrated tools of leadership. Not because it flatters egos, but because it clarifies the shape of the work.

When you publicly name someone’s contribution—especially when it wasn’t obvious, especially when it wasn’t in the spotlight—you send a signal: We see you. And that signal travels. It becomes part of your team’s emotional architecture. It teaches people what matters.

Credit is not just a moral act. It’s a structural one. It makes labor legible. It strengthens trust. It reminds people that they belong.

And praise, when given well, doesn’t dilute ownership. It deepens it. It makes clear that no great work happens alone—and that acknowledging complexity isn’t a weakness, but a mark of leadership.

Collaboration Changes with Power



There’s another story I’ve carried with me for a long time—one that’s harder to tell.

Early in my career, I had a colleague who helped me grow. They believed in me, opened doors, gave feedback that made me sharper. I wouldn’t have gotten my first promotion without their support. I saw them as a mentor, and later, a peer. We landed at the same level, working on the same initiatives.

But the dynamic never really shifted. They still saw me as junior, as the person they had shaped. I noticed it in meetings—my input being dismissed, or redirected, or quietly overwritten. I noticed it in 1:1s—when I’d raise a concern and be met with deflection, not engagement.

I had changed. Our relationship hadn’t.

That’s the thing about collaboration: it only works when people grow together. When power adjusts as context shifts. When trust is re-negotiated over time. If it doesn’t, it turns into a performance of partnership, not the real thing.

Designers aren’t immune to power. We need to name the dynamics we inherit and the ones we perpetuate. Because collaboration without equity is just dependency in disguise.

Cross-Functional Work Is the Work


If we’re being honest, much of design doesn’t happen in the design file. It happens in conversations, in planning meetings, in quiet 1:1s with engineers, in the 15 minutes after a review where you reframe a decision. It happens in tension—between tradeoffs, between strategies, between humans who see the world differently.

Designers who thrive in product environments are the ones who learn to navigate those tensions with grace. They translate across disciplines. They name assumptions. They slow down conversations that are moving too fast, and speed up ones that are stuck. They make the invisible visible, the complicated understandable, the emotional navigable.

And they do it without asking to be the smartest person in the room.

  • They do it by listening.
  • By making others feel smarter.
  • By making the room better.
  • That’s not a soft skill. That’s infrastructure.


    Collaboration Is a Design Skill


    We need to stop treating collaboration as chemistry. It’s not about being easygoing or agreeable. It’s not something you either “have” or “don’t.”

    Collaboration is design.

    It requires deliberate choices:

    • What meetings to attend, and how to show up in them
    • When to challenge and when to yield
    • How to give feedback that moves the work without flattening the person
    • How to hold disagreement without collapsing trust
    • How to build rituals where everyone can contribute, not just the loudest voices

    You should be able to show your collaborative thinking the way you show your visual thinking. With intention. With reflection. With pride.

    Try this


    In your next design shareout, include a slide that credits collaborators. “This part came from an idea shared by Dev.” “This flow was shaped by feedback from product.” “Research helped us realize we were solving the wrong problem.”

    Don’t just show what you made. Show how it came to be.

    The Real Work Is the Relationships


    Design systems matter. Design tools matter. But in the end, your design culture is defined by relationships.

    How you treat one another.
    How you remember each other.
    How you make space.
    How you repair.

    If we want to build better teams, we have to treat relationships as real work. Not fluff. Not vibe. Not bonus points. Core infrastructure. Something worth investing in. Protecting. Designing for.

    My Process Is People


    I don’t have a framework for collaboration. I don’t have a canvas or a workshop or a maturity model. What I have is practice. Rehearsal. Repetition.

    I learned how to build creative alignment by doing it. Probably first in a summer camp classroom, teaching fidgety kids how to move in unison for a dance they didn’t understand. Later, conducting a choir, helping people with very different voices land a shared note. And now, in product teams—helping people bring different roles, different expectations, different egos into something shared.

    The secret isn’t magic. It’s care. You try. You listen. You rehearse. You do the work. You get it wrong. You repair. You do it again. Until trust forms. Until the team becomes real. Until the machine runs.

    Collaboration isn’t chemistry.
    It’s choreography.

    And the best teams don’t just hope for alignment.
    They practice it.