Empathy is central to good design. Early in our careers, we learn to see things from the user's perspective to better understand their needs, which is the foundation of user-centered design. We practice active listening, observe user behaviors, and try to walk in their shoes. These moments of connection can feel deeply rewarding. We feel like we’re making a real difference, one user at a time.
But as we grow as designers, the meaning of empathy evolves. What truly separates senior designers is their ability to move beyond individual user interactions and think about empathy in a more strategic and holistic way. They consider the broader impact of design choices, anticipate user needs at scale, and use empathy as a tool not only for solving immediate problems but for guiding the evolution of entire products and systems. Empathy becomes less about one person’s struggle and more about creating better experiences for everyone.
Regular empathy resolves immediate user issues, like relocating a hard-to-find button or clarifying confusing instructions. It’s reactive and focused on fixing what’s broken. Strategic empathy, on the other hand, leverages user insights not only to fix isolated problems but to inform larger product decisions, shape the design system, and influence long-term strategy. It’s proactive, looking for patterns and anticipating challenges before they become widespread issues.
From Fixing to Strategizing
The difference between regular and strategic empathy separates those who simply follow a vision from those who actively shape it. To make this shift, designers need to learn to see individual user problems as potential business opportunities. This means stepping back from the specific issue at hand and asking how user feedback can spark broader improvements that deliver value to both users and the business.
Here’s how it can work:
The Problem
Imagine you’re heads-down on a new feature, feeling pretty good about the design, when you get feedback from a user with a disability. They point out something you missed: a key button’s size and color contrast make it difficult to see and interact with.
A junior or mid-level designer might jump into action, tweaking the button’s size and color to make it more accessible. The immediate problem — for this user and this feature — is solved. And it feels good to help someone.
However, a senior designer sees another layer to the story. They pause and wonder: If this button was hard to see here, could there be similar issues hiding in other features, or even in other products the company offers?
Rather than stopping at a single fix, they consider whether the feedback points to a systemic gap in the design process or a recurring accessibility issue. They might initiate a broader audit, discuss their observations with other designers, or propose updates to the design guidelines to ensure consistency and inclusivity throughout the user experience. It’s about turning one person’s struggle into an opportunity to help many.
The Mindset Shift
This is where strategic empathy truly matters. Instead of just fixing the button, look deeper for similar issues across the product and identify recurring patterns. Investigating these patterns can reveal the need for a more accessible and consistent design system that prevents similar problems from popping up in the future. By addressing the root cause, designers can create solutions that scale and endure, reducing the likelihood of repeated accessibility concerns.
By taking this approach, a designer isn’t just solving a single problem — they’re building a culture where every user’s experience matters. One person’s complaint can spark lasting, positive change that ripples across the product and supports the business. That’s empathy at scale.
Making the Business Case for Empathy
Finding a larger issue is just the start. To get support for big projects like a new design system, you have to connect user insights to tangible business value. This is your opportunity to show that you’re not just a designer, but a business-minded individual who understands how empathizing with users can unlock growth, efficiency, and a competitive advantage. By translating pain points into strategic recommendations, you demonstrate your ability to bridge the gap between user experience and organizational goals.
Here are some key ways to frame your argument and get buy-in:
Quantify the Opportunity
Business leaders focus on numbers. User insights explain why changes matter, and data shows the impact. Make your case by emphasizing market opportunity, not just user benefit. For example:
"Did you know that 15–20% of the world's population has some form of disability? That’s over a billion potential users."
"The disabled community alone has a direct disposable income of over half a trillion dollars and a much larger network of friends and family who are influenced by their experiences."
These numbers demonstrate that accessible design is a viable business opportunity. Investing in accessibility attracts users that competitors might miss.
Highlight the Return on Investment (ROI)
Along with new markets, show how your solution saves time and money. Accessible design systems pay off. Highlight these strategic benefits:
Efficiency: Shared accessible components save design and development time, so teams ship faster and iterate sooner.
Reduced risk: Regulations like the ADA and EAA are becoming mandatory. Proactive accessibility avoids lawsuits and fines.
Lower support costs: Accessible designs mean fewer support requests and lower company expenses.
Brand reputation: Inclusive design attracts and keeps customers. Inaccessibility damages reputations.
Presenting Yourself to the Business
As a senior designer, your job isn’t just checking off tasks and drawing rectangles. You’re expected to be a creative partner — someone who listens, asks questions, spots opportunities, and builds trust with both users and the business. Senior designers advocate for the user while aligning design initiatives with business objectives, which involves collaborating with cross-functional teams to drive meaningful change. You might spend your day jumping from a user interview to a strategy meeting to a design review, all the while connecting the dots and keeping the big picture in focus. This broad scope of influence is what sets senior professionals apart in the field, and it’s also what makes the work so rewarding.
When talking to the business, be direct about your value. Obviously, don’t just say, "I'm a great designer." Instead, sell yourself with something like:
"I use empathy to understand user concerns, analyze those concerns to find systemic issues, and then make a strategic case for how solving those issues will create a better experience for our users and a greater return for the business."
A statement like this shows you think strategically. You’re not just designing features, but you’re actively shaping the company’s direction and long-term success. With strategic empathy, you have the power to influence significant decisions, champion user-centric innovation, and create a lasting positive impact. It’s about moving design from the sidelines into the heart of the business, where it belongs.