Exemplar Story: Leading a Demoralized Team to Renewal

Situation: I took on the role of Head of Product Design for a 15-person UX/UI team at a software company. Just weeks before my arrival, their flagship product, on which many had spent years, was unexpectedly canceled due to a strategic pivot. Morale was at an all-time low; disengagement was palpable, and several key designers were actively looking for new opportunities. The team felt unheard and directionless.

Task: My immediate task was multi-faceted: diagnose the core issues beyond the surface-level frustration, regain the team's trust, and quickly align them around a new, motivating vision that would re-energize their passion for design and the company's mission.

Action: Over my first 90 days, I implemented a deliberate, phased approach:

1. Diagnose (Weeks 1-3): I started with intensive, confidential one-on-one listening sessions with every team member, not just about the canceled project but about their career aspirations, frustrations, and ideas for the future. I also conducted an anonymous internal survey to gauge sentiment on communication, leadership, and perceived value. This revealed a deep-seated fear of further layoffs, a sense of betrayal over the project cancellation, and a desire for more autonomy and involvement in strategic planning.
2. Rebuild Trust & Co-Create Vision (Weeks 4-8): I held a series of transparent 'town hall' style meetings where I shared the aggregated findings (without attribution) and openly acknowledged their pain points. Crucially, I involved them in co-creating the new team charter and vision. Instead of dictating, I proposed focusing on becoming an 'innovation engine' for smaller, high-impact internal tools and proof-of-concept projects. We collectively identified two initial, highly visible 'quick win' projects where designers could see their impact rapidly. I also secured a budget for external training on emerging design technologies, demonstrating investment in their growth.
3. Align & Empower (Weeks 9-12): We established weekly 'Innovation Showcases' where team members presented their progress on the new projects, fostering a sense of ownership and celebration. I consistently advocated for the team's new direction and achievements to senior leadership, ensuring their work was recognized. I also empowered individuals to lead specific initiatives within the new framework, giving them back agency and responsibility.

Result: Within 90 days, the shift was remarkable. Team engagement survey scores improved by 35%, and voluntary turnover dropped to zero for the next quarter. We successfully delivered both 'quick win' prototypes, which garnered positive attention from internal stakeholders and led to the greenlighting of one for full development. Most importantly, the team transitioned from feeling like victims of change to proactive innovators, excited about their new purpose and contributing meaningfully to the company's future. We had rebuilt not just trust, but a renewed sense of collective purpose and pride.

Deconstruct the Answer

The STAR method is a structured approach used to answer behavioral interview questions by detailing a specific situation, task, action, and result.

• Situation: Set the scene and provide context.
• Task: Describe your responsibility or objective in that situation.
• Action: Explain the specific steps you took to address the situation and complete the task.
• Result: Share the outcomes of your actions and what you learned.