The CEO Crush: Why Design’s Obsession Misses the Point
The fixation many design leaders have on reporting directly to the CEO reminds me of the adolescent crushes we all once had. You know the type; built on projected, idealized attributes, a fantasy we projected onto someone we barely knew, often driven more by what we wanted to see than what was actually there. We found ourselves wishing to be more, to do more, to be seen as the cool kid.
Then there are the “celebrity crushes” we had about actors, signers, athletes, these where frequently the result of carefully orchestrated campaigns, tied to albums, movies, posters, interviews, etc. But these crushes reflect much more about what the admirer wants than the admired.
And in design, you don’t have to look far for examples. Jony Ive remains the archetype of the “celebrity crush,” followed closely by Brian Chesky of Airbnb. While many designers have co-founded successful companies or reported to their CEO, these two benefit from well-orchestrated branding campaigns that mythologize their roles.
However, as much as design leaders may “crush” on the idea of reporting to their CEO, like most adolescent crushes, the hard truth is your crush likely doesn’t know who you are or anything about you, Other than you’re that person who dresses in black, and is always talking about humanity-centered something, ethics and design systems.
The Real Measure of Design Leadership
Design leaders need to hold themselves accountable not by talking about the theoretical importance of design, but by showing its impact—in measurable, repeatable, and strategic terms.
Some argue that the healthiest design organizations are those whose leaders report to the CEO as proof all design organizations should be a C-level role. There are many design organizations that thrive — delivering value, driving growth, balancing humanity with technology — without a direct line to the CEO.
The real question isn’t whether you sit beside the CEO. It’s why the CEO would want you there.
What CEO’s Actually Value.
If a CEO believes that design is a core differentiation for the business—based either on their lived experience, or having been outpace by competitors leveraging design, they will likely seek out a design leader who can:
Lead design organizations effectively,
Understands their business,
Align the organization around a clear, actionable plan for delivering value
Define clear metrics that prove design’s impact.
If that design leader also demonstrate they can not only translate the CEO’s vision into reality, but expand on that vision finding new ways to grow the business, the CEO will find ways to bring them closer, whether that’s making them a direct report or even elevating them to a C-level role. But that will only happen after the design leader has demonstrated they can be trusted with the business. So before design leaders chase their next “CEO crush,” they might ask themselves a simpler, more grounded question:
What am I doing today that makes me indispensable to the business I’m already in?
Simply pushing for design to report to the CEO is like teaching a pig to sing: it wastes your time and annoys the pig. Stop demanding to report to the CEO. Start delivering value to the business in dramatic and game changing ways. Demand accountability for the success of your efforts. Meet with customers, turn their needs in revenue, both new and recurring. Stop leaning back, expecting your crush to notice you. Lean-in, engage and build value both for the company and for yourself.
