Balancing Squad and Chapter Demands

Having been both a squad designer and now a design manager, I’ve wrestled with this challenge from both sides. The tension between squad priorities and chapter initiatives is something many designers face, and I want to share my perspective on how to navigate it effectively.

At Delivery Hero, our product teams follow a Spotify-style model. Squads are autonomous, cross-functional teams grouped into Tribes, while Chapters focus on discipline-specific quality and process. Senior Chapter Leads set strategy at the Tribe level and report to the Head of their Chapter. Some larger tribes have some additional hierarchy. 

Learning the Hard Way: My Own Balancing Struggle

I started as a Product Designer in the Growth squad and initially prioritized squad work entirely. My thinking was simple: my squad’s success depended on my full focus, and chapter work—like process improvements or mentoring—felt secondary like brownie points. I assumed the chapter leads could handle these initiatives.

I thought I was doing great. But, while my squad valued my contributions, my lack of chapter engagement was noted in my performance review. I learned that chapter initiatives may not be as urgent as squad work, but a well-functioning chapter will raise the bar on quality, provide opportunities for education, and give you allies & champions when you need them most. It was a wake-up call. I realized that the scale of my role was broader then I thought and I needed to take a different perspective. Instead of regarding the chapter as a distraction, I needed to started thinking of it as an investment that would ultimately benefit my squad and my personal growth. So how then, do you make enough time to do both? 

The Designer’s Dilemma: Two Masters, One Workweek

Balancing squad and chapter work often feels like a juggling act. Squads move fast, requiring deep focus on product delivery. Chapters focus on long-term excellence, systematization, and mentorship. The challenge is that:

• Squad work is immediate and visible—If you don’t deliver, the impact is felt instantly.

• Chapter work is valuable but less urgent—It improves design quality over time but can feel optional in the short term.

• Performance reviews may emphasize chapter contributions—Yet squad leads rarely recognize them in daily work planning.

As a designer, I often asked myself: How do I contribute to my chapter without falling behind in my squad? Now, as a design manager, I want to ensure my team doesn’t face the same struggle alone.

The Design Manager’s Role: Supporting Without Overloading

A design manager’s job isn’t just about driving best practices—it’s about helping designers navigate competing priorities effectively. I try to create an environment where squad and chapter work complement each other rather than compete. I look for synergies between the squad priorities, the chapter needs and the individual’s growth areas a find opportunities that check as many of those boxes as possible . 

Practical Strategies for Design Managers

Here are four ways I’ve found effective in engaging my designers the in the chapter while respecting squad demands:

1. Set Clear and Realistic Expectations for Chapter Participation

• Define a reasonable time commitment per sprint (e.g., 3-5 hours).

• Find ways for people to show their engagement according to their capacity. Some can give feedback, while others lead initiatives when workload allows.

• Recognize that not all designers can contribute equally at all times—Flexibility is key.

  
  

2. Advocate for Designers in Squad Planning

• Work with PMs and squad leads to ensure chapter contributions are accounted for in sprint planning.

• Encourage squads to see chapter work as an investment that improves design efficiency and consistency.

• Step in when necessary to help designers push back against unrealistic expectations.

  
  

3. Ensure Chapter Work is Recognized and Rewarded

• Make chapter contributions part of performance evaluations, so designers don’t feel penalized for prioritizing them.

• Highlight chapter impact in leadership discussions, ensuring visibility beyond the design team.

• Create showcase opportunities so designers can demonstrate how chapter work benefits squads.

  
  

4. Encourage Open Conversations About Workload

• Regularly check in: Are you feeling stretched between squad and chapter work?

• If designers are overwhelmed, help them reprioritize tasks and advocate for better squad-chapter alignment.

• Foster a culture where it’s okay to say, “I can’t take on extra chapter work this sprint” without guilt.

• Our tribe uses a capacity tracker, which is fancy a spreadsheet with all the information we need to be able to understand who is working on what. I tells us who needs more support and who has remaining capacity. I use my 1:1s to help keep this living document up to date with the needed information. Transparency is key to ensuring we can advocate for focus and a manageable workload.

A Call to Action: Finding Balance Together

Balancing squad and chapter demands isn’t about choosing one over the other—it’s about creating a system where both thrive. As design managers, we must be mindful of the real pressures designers face and actively support them in finding a sustainable rhythm.

By fostering clear priorities, advocating for designers, and recognizing contributions, we can ensure both squads and chapters benefit.