Design leaders are increasingly distancing themselves from the craft of design, driven by fears of micromanagement and a belief that staying strategic is the path to good management. This has created a troubling gap in the apprenticeship model, where junior designers lack the hands-on experience needed to grow into effective seniors. The author draws a parallel between learning music and design, emphasizing that just as musicians thrive by jamming with experienced players, designers need similar opportunities to work alongside seasoned professionals. Without this interaction, junior designers struggle to develop critical problem-solving skills. The article highlights how design education has shifted away from traditional apprenticeship models, especially with the rise of design bootcamps. These programs may teach frameworks and processes but fail to replicate the mentorship and real-world experience that comes from working closely with experts. The author points to the digital design boom of the 2000s when the focus on strategy overshadowed the importance of craft. As a result, design leaders often adopt management principles that neglect the hands-on guidance necessary for skill development. Jenny Wen, a design lead at Anthropic, offers a contrasting approach. She advocates for leaders to engage directly with their teams, emphasizing that hands-on involvement can elevate the team's overall craft. Rather than retreating into a purely strategic role, effective leaders can empower their teams by participating in the work and helping to refine their skills. This approach not only strengthens individual capabilities but also fosters a more vibrant and collaborative design culture.