Cap Watkins

VP of Design at BuzzFeed. Formerly at Etsy, Amazon, Formspring and Zoosk. Draws pretty pictures on the Internet all day.

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Crafting Interviews

Recruiting, like many managerial activities, is somewhere between an art and a science. Getting people in the door is a numbers game in a lot of ways (lots of emails, phone screens and second phone screens that don’t work out). But the interview loop and determining whether or not to hire people is, in my experience so far, a lot more difficult. A few things stand out to me, though, as things you can do to improve your chances and build teams that work well together and execute at a high level.

The Pre-Huddle

I’m surprised by how many places don’t do this. The pre and post-huddle are the most important 15-minute meetings you’ll have once you decide to bring a candidate in for a loop. You get all the interviewers together and the hiring manager gives them context on the candidate, the role, the responsibilities and then assigns each interviewer an area to cover and answers any

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The Manager’s Crisis

Not long ago, I met with a designer I previously managed at Etsy to catch up and talk about her new role (she stepped into a management position shortly after I left). We were talking about some of the challenges she’s facing currently, and inevitably starting talking about some of the decisions I’d made while we worked together.

You know, she said, I really didn’t get why you were making those decisions at the time. In fact, I was pretty against them. Now that I’m a manager, though, I can totally see why you did what you did.

After managing folks for a little while, there are two major crises I’ve identified as not only common, but a consistent source of stress and uncertainty for managers:

Imperfect Decisions

I think most of the people I manage would tell you that I strive to be as transparent as possible at all times. Even when the truth is difficult, I believe leveling with

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Your Org Is a Product

Last week I met a friend of mine for coffee to talk about our jobs (we’re both still relatively new at our respective companies), challenges we’re facing and to trade advice on how to tackle those challenges. My friend, an experienced and thoughtful product manager, was describing her proposed changes to the product roadmap. She talked about the strengths and shortcomings of the current product - cruft to be killed off, potentially strong feature areas that needed more attention, etc. - and how it would take time and patience to execute on her overarching vision and get things on the right track.

A bit later in the conversation, we began talking about org structures and she lamented how the org needed to change, but the person responsible just wouldn’t pull the trigger and get it over with. You hear this sort of complaint a lot with organizations. I’m definitely guilty of using terms

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The Sliding Scale of Giving a Fuck

During my first big project at Etsy, completely overhauling our Item Reviews system, I was paired with Andrew Morrison, an incredibly talented engineer (and now a very good friend). Andy cared a lot about not just the code he wrote, but the product itself - how it was designed, how it worked, how elements on the page lined up together. He never shied away from asking questions about the design directions I proposed, nor about suggesting his own solutions for making the product work.

For the most part, our relationship worked pretty well. At times, however, I’d find myself in endless, circular arguments with Andy on how the product should function. What are the rules for when an item can be reviewed? What about problems with an item? How long should a single review impact the overall average for the shop? Should this flow be two steps, or should we consolidate down to one? Between the

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Letting Go As a Manager

Anytime I talk to designers about what it means to be a manager, there’s always a lot of concern over two things: what it means to stop doing hands-on work and how it’s possible to force yourself to let go of that control. The prospect of not getting to design full-time is scary enough, to be sure. Add to that the potential randomness of someone else doing the work and it’s easy to understand why moving toward a management role can be intimidating and honestly pretty hive-inducing for designers (or anyone, really). Getting through that feeling required a few realizations that hopefully can help speed up your own transition.

There are much, much better designers than you out there.

I consider myself lucky in that, not having a formal design education, I kind of always knew this one. And lucky for you, most designers have imposter syndrome, so you probably suspect this as well. Wonder no

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How I Focus

This weekend, I was listening to an episode of Back to Work (one of my favorite podcasts) in which Merlin and Dan were discussing focus and attention. As a designer, I never really had a problem with focusing, since my jobs allowed for long, uninterrupted periods of productivity. I had a few regular meetings (standups, critiques), but generally any other randomizations were initiated by me (asking for help from another designer, blue skying on a new idea for the startup), so I was able to largely control my time and ensure I had ample amounts of it to dedicate to single tasks.

As a manager, all that control has flown right out the window. It’s my job now to live steeped in randomness. I have to be flexible, both with my time and priorities, so that everyone I work with can get what they need in a timely manner. So, where a week ahead seems pretty reasonable and devoid of meetings

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The Fine Art of Bridge Building

You and a group of friends are living on the edge of a canyon. You live well enough, eating the pineapples that grow in abundance on this side of the chasm. However, as the days pass, you find yourself drawn more and more to the other side, where you can clearly see not only the same, delicious pineapples, but also apples, pears and oranges (microclimates, amirite?). For a few days, you walk along the edge of a canyon, looking for a way across. After much fruitless searching for a way around, you finally decide that, fuck it, you’ll build your own bridge to get across. As you start to tie vines together and gather bits of wood, one of your comrades happens upon you.

What are you doing? they ask.

Building a bridge to get across this canyon.

What for?

There are apples and pears and oranges over there. I tried those a few years back and they were pretty great. Let’s go get them. Grab a

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A Few Traits of Successful Managers

I’ve been thinking a lot lately about what makes great managers great. The craft itself is pretty nebulous to describe, because the needs and responsibilities themselves oftentimes differ from day to day, week to week, year to year. As a team grows and evolves, so does the role of the managers on the team. For a long time I wondered if it was just a you-know-it-when-you-experience-it kind of thing. But as I’ve thought about it more, I do think there are a few constants that all great managers (or future managers) have:

Great managers trust their team.

But not blindly. I’ve seen a more than a couple managers defend their teams even when it’s incredibly obvious that the work isn’t up to snuff or the team isn’t functioning well. Great managers build teams they can trust. And if trust isn’t there for some reason, it’s part of your job to build it.

That last bit is particularly tricky

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Scaling Design

After writing about how the first few weeks at BuzzFeed have been going, I got a few requests for more details on how I’m approaching the needs of the design team. As I mentioned in the last post, a lot of the design team needs at BuzzFeed mirror those of Etsy’s design team a couple of years ago. And while I know that two data points does not a trend make, hopefully some of these tips and details are general enough to be useful to a few teams out there.

Career tracks and clearly-defined roles.

Hopefully, it’s already obvious how important this is for keeping talented folks around at your company. Giving people clarity on their role and their path forward gives them something to work for, as well as allows them to stop wondering if they’re doing a good job or not. Would you rather awesome designers be designing awesome stuff? Or wondering if what they’re doing is a part of their job or

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Two Weeks at BuzzFeed

As one could probably guess, I’ve been a little heads-down the last couple of weeks on-boarding at my shiny new job. Luckily, I have friends like Hunter, who remind me to come up for air, look around and think about what I’ve been experiencing. So, quickly, here are a few takeaways from my first weeks both at BuzzFeed and as a VP of Design.

First and easily most importantly, the people are awesome. From the product designers to product managers to engineers to editorial, everyone has not only been incredibly welcoming and enthusiastic, but also really straightforward about what can be improved. While it can be easy to simply opt for positivity or opacity in place of critical thinking, the people at BuzzFeed seem to have found a nice medium where they can think critically about how things are going and remain optimistic about the future. Tack onto this that everyone I’ve met is

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