Dealing with executives who demand new features can be tricky for designers. Often, these demands stem from incomplete information or misguided assumptions about user needs. Instead of blindly following orders or outright rejecting requests, designers can adopt a more strategic approach by understanding the underlying motivations behind these demands. By asking questions and showing genuine curiosity, designers can gather critical insights that inform better design decisions. This involves recognizing that decisions often go through layers of communication, and by digging deeper, designers can uncover the full context. One effective method is to frame design ideas as hypotheses. This allows designers to articulate the expected impact of a proposed feature clearly. For instance, if a project manager believes an AI tool will attract customers, a designer might summarize this as: “If we build a new AI tool, users will stop using our competitors because we have something shiny and new.” This way, designers can highlight potential flaws in logic and suggest alternative approaches. By presenting evidence and emphasizing user behavior, designers can guide executives toward realizing the weaknesses in their proposals without directly criticizing them. As the economy tightens, design teams must demonstrate value beyond just executing orders. If designers are perceived as cost centers, they risk being cut during budget reviews. By fostering a culture where design is linked to strategic problem-solving, designers can help executives see the financial implications of poorly conceived ideas. This approach not only protects the design team but also positions them as essential contributors to the organization’s success.