Lessons on Leadership I learned from my first manager

Jean Cattell, Director of Design, The Field Museum

Earlier this week, my first design manager, Jean Cattell, passed away. As Director of Design at The Field Museum for decades, Jean was a force of nature—a strong, assertive woman who always had her team’s back. She fiercely advocated for the time and resources to deliver quality exhibits while ensuring we prioritized our lives beyond work, even under intense deadlines.

As I reflect on the loss of Jean, I want to share three invaluable lessons she imparted that continue to guide me as a design leader.

1. Autonomy Fosters Belonging

Jean cultivated a culture of autonomy within her team. She believed that ownership led to informed opinions, and if we lacked a perspective, she empowered us to ask questions, engage in conversations, and develop a strong point of view. Her guidance inspired pride in our work and deepened our sense of belonging.

Jean also reminded us of our impact. From designing an invitation for a gala to creating wayfinding signage, she reframed our perspective, showing how even the smallest deliverables contributed to the museum’s mission. Her pride in our collective work elevated our commitment and helped us see the bigger picture.

She gave us permission to hold high standards and take pride in our craftsmanship. Through this, we became stewards of good design, fostering an environment where ideas flourished, and debates were welcomed.

2. Understanding Impact Drives Performance

“Teamwork is the ability to work together toward a common vision.” — Andrew Carnegie

Jean lived by this principle, tailoring her leadership to each individual. She saw her role as a motivator and guide, not a friend, and set clear expectations for excellence.

Her unorthodox approach—no formal one-on-ones and self-managed workloads—taught us accountability. Yet, she found meaningful ways to connect, like sharing meals and learning about our lives. These conversations weren’t just personal; they helped her understand what energized us, enabling her to align projects with our passions.

Jean’s attention to the human side of leadership built trust and reinforced the importance of our contributions. She showed us that great design stems not only from technical skill but also from a deep understanding of the impact our work has on people and organizations.

3. Leaders Set the Tone for Good Behavior

“When we focus on our strengths and lean into the strengths of others, we can make the impossible possible.” — Simon Sinek

Jean modeled integrity, generosity, and grace. She held us accountable without instilling fear and created an open environment where every voice mattered. Even during difficult conversations, she sought to understand our perspectives, offering clear guidance for improvement.

Her leadership extended beyond design critiques; she cultivated a culture of respect and collaboration. She celebrated our strengths, often calling out specific talents—like my “perfect pitch” for color—which became a running joke in my family. These affirmations weren’t just compliments; they reinforced a culture where everyone knew when and how to lean on each other’s strengths.

Jean’s approach ensured that negativity and toxicity had no place on her team. She believed great teams are a reflection of great leadership, and she orchestrated ours with precision and care.

Jean’s influence shaped the Chicago design community and left an indelible mark on my life. Her lessons in leadership, humility, and purpose continue to resonate. I’m grateful for the chance to thank her before she passed, knowing how profoundly she shaped the person and leader I’ve become.

Rest in peace, Jean. Your legacy lives on in the many lives you’ve touched and in the future generations of designers inspired by your brilliance.

My daughter in Jeans office, The Field Museum, 2016