The Most Valuable Design Skill Nobody Talks About
It’s not what you think (and it’s definitely not in your job description)
You know that feeling when you’re staring at a product brief (or in Amazon speak: the PR/FAQ), and something just doesn’t sit right? Not the usual “this could be better” feeling, but that deep-in-your-gut instinct that maybe — just maybe — we’re solving entirely the wrong problem?
I’ve been there. And honestly, in my early ears of design this is where i use to shrug it off and think “well, they know better than Ido” or my impostor syndrome would kick in and I’d think “who am I to question this work?” and that doing so might make me look silly, or egotistical.
After over a decade of designing digital products, I’ve realized something that’s (now) both obvious and still terrifying: The most valuable skill in design isn’t what we think it is: It’s not our Figma expertise. Not our eye for grids and “Gestalt” proximity, or typography. Not even our ability to craft the perfect experience or architectural journeys, (which I love deeply, but can you tell I’m trying to build suspense?)
The most valuable skill in design isn’t technical expertise: It’s courage.
Specifically, the courage to question fundamental assumptions.
The Uncomfortable Truth About Design Impact
Look, I get it. When you’re working on products that affect potentially millions of users, suggesting that we might be approaching something completely wrong feels… risky. Especially when there are deadlines, and roadmaps, and that one senior leader who’s really excited about this particular solution.
But here’s the thing: Every truly transformative product decision I’ve been part of started with someone having the courage to ask “why?”
Not just once. Not just at the beginning. But repeatedly, persistently, and sometimes… uncomfortably.
Story Time
Let me tell you about a recent project. Classic scenario: I was asked to update a pretty neglected page to match our design system, and optimize how we were showing the information. Simple enough, right? The kind of project where you could just put your head down and knock it out. Maybe do some user studies, but ultimately a strait forward task.
But something felt off. So I started asking why.
Why this page?
Why here in the journey?
Why does this information need to stand alone?
What I discovered was that this “simple update” was masking a deeper systemic issue. The page wasn’t just poorly designed — it was an unnecessary step in the journey. The real solution? Remove it entirely and reshape the customer journey.
Three Words That Kill Innovation
This is usually where someone says those three dreaded words: That’s “out of scope.”
Can we talk about that phrase for a second? Because “out of scope” has become this catch-all term that we use when something makes us uncomfortable, or when we didn’t plan for it, or my personal favorite, “We tried something vaguely similar three years ago and it didn’t work.” Ok, no one actually says that verbatim, but you get the point… What I’m really saying is, “out of scope” is where the real opportunities hide.
The Art of Strategic…. Questioning?
I’m not suggesting we should ignore constraints or deadlines. This isn’t about being difficult or contrarian. And honestly, I know sometimes I can come across like a bull in a china shop, but the goal is to communicate and perpetuate that our role as designers extends far beyond the interface layer.
Think about the last major tech product that truly transformed its space. Was it just better designed, or did it fundamentally reframe the problem it was solving?
Uber didn’t just improve taxi dispatch — it questioned why we needed dispatchers at all
Airbnb didn’t just make hotel booking better — it challenged what a “hotel” even means
Netflix didn’t only improve video rental — it questioned why we needed physical media
Admittedly, to effectively challenge assumptions, you need more than just courage. You need data literacy, the ability to understand metrics beyond surface level and build compelling business cases. You need strategic communication skills to build trust with stakeholders and frame challenges in business terms.
But here’s the truth: all of that is meaningless if you don’t have the courage to speak up.
There are three critical moments when asking “why” can transform a project.
The first comes at the brief stage, when assumptions are fluid and anything is possible. This is when we need to question everything about the problem we think we’re solving. And i mean everything! Take even just moment to take the things you feel confident in, and verify that you have conviction in what you’re pushing. And ensure that you’re solving a problem, not just filling a feature gap.
The second moment comes during discovery, when assumptions start hardening into “requirements.” This is when we need to push back and ask if we’re solving for true needs or just current limitations. I talk a bit more about how to prioritize all the feedback you get in this phase, in one of my other articles about navigating input.
The third, and often most crucial moment, is when someone says “no.” This is when we need to dig deeper and understand what we’re really prioritizing and why.
The Real Cost of Playing it Safe
Every major innovation in our industry started with someone questioning basic assumptions. Someone who had the courage to say “maybe there’s a better way.”
Does it feel uncomfortable? Absolutely. Will you sometimes be wrong? It would be weird if you weren’t! And that’s okay. Because the alternative — just executing on what we’re told? Thats not really design. It’s decoration.
Your Call to Action
The next time you’re faced with a design challenge, pause for a moment. Ask yourself if you’re thinking broadly enough. Ask if you’re being brave enough. And most importantly, ask yourself what would happen if you dared to completely reimagine what’s possible.
Because in the end, the greatest designs don’t just solve problems… they redefine them.
