In the last lesson, we explored how your own team needs to embrace a new role if you want to escape being treated as the “UX service desk.” But even if your team makes that shift, it’s not enough.

The truth is, you’ll never have the time or resources to handle every touchpoint yourself. If you want user experience to really scale, you need to equip others across the organization to share the load.

That doesn’t mean they all become professional UX designers. It does mean they start taking more ownership of UX decisions in their projects.

Let’s recap why this shift is necessary before exploring what usually trips people up, and how to make those first moves without overwhelming anyone.

Why Democratize UX?

It’s worth repeating myself, because this is so important: trying to do all the UX yourself is unsustainable.

There are three strong reasons to start sharing responsibility:

• Resource limits. Even the best-staffed UX teams can’t cover every product, campaign, or digital touchpoint. Democratization is the only way to scale.
• Organizational understanding. If you’re the only one making user-centered decisions, the wider company never develops a shared appreciation of UX. It stays siloed.
• Bigger priorities. There are always strategic tasks (building a design system, auditing user journeys, or shaping long-term vision) that you never get to because you’re tied up executing.

Framing democratization this way helps people understand it’s not about “pushing work off your plate.” It’s about removing bottlenecks, growing organizational maturity, and freeing you to work on what matters most.

How We Get in Our Own Way

The hardest part isn’t colleagues resisting. It’s us.

UX practitioners often sabotage democratization without realizing it. Two impulses in particular are dangerous:

• Criticizing too quickly. When someone outside the team tries to run a survey or sketch a wireframe, it won’t be perfect. But if your first instinct is to point out everything they got wrong, you kill their enthusiasm. A better approach is to acknowledge the effort and celebrate progress. Say something like, “This is a great first step. If you’d like feedback for next time, I’d be happy to help.” That way, they feel supported rather than embarrassed.
• Overcomplicating everything. We’ve spent years learning best practices and it’s tempting to throw the whole textbook at people. But colleagues don’t need a degree in cognitive psychology to clean up a page layout. They need a single, simple heuristic to get them started.

A Simple Example

When I help colleagues design a page, I don’t lecture them about cognitive load, working memory, or progressive disclosure. Instead, I give them three simple questions to ask of every element:

1. Can I remove this?
2. If not, can I hide it?
3. If not, can I shrink it?

That’s it. Just those three steps.

Do they capture the full depth of interface design? Of course not. But they create cleaner, clearer pages almost immediately. And crucially, they give people confidence. Once they’re comfortable with the basics, you can gradually introduce more advanced principles.

The lesson here is to resist the urge to teach everything at once. UX is a huge field. Break it down into simple, usable steps that colleagues can actually apply.

Start Small and Be Strategic

Another trap is trying to democratize UX across the whole organization in one go. That never works. You’ll meet too much skepticism and spread yourself too thin.

Instead, handpick your first allies. Look for:

• People who already value UX. They’re the low-hanging fruit. Work with them and they’ll amplify your message.
• People who keep asking for your help. They’re motivated and will gladly take on more if you support them.
• People who feel the pain of poor UX. Marketing and customer support teams often fit here. They see first-hand the cost of bad experiences and are desperate for change.

Invest heavily in these groups. Coach them. Provide resources. Sit with them through their first few attempts. Make your support visible.

What happens next is important. Others will see the attention these teams are getting and want it too. When someone asks, “Why are you spending so much time with them?” you can respond, “I’d be glad to help you in the same way.” That’s how momentum builds naturally.

Setting Expectations

I’m not suggesting you walk into the next all-hands meeting and declare, “From now on, everyone is a UX practitioner.” That’s a fast way to scare people off.

Instead, quietly build up examples of collaboration that work. Share success stories. Point to teams who ran a quick test or applied a simple design heuristic and saw results.

Gradually, the narrative shifts. UX stops being “that team over there” and becomes “something we all do, with expert guidance.”

You’ll still face objections along the way; about time, skills, or risk. That’s normal. In the next lesson, we’ll explore the most common pushbacks you’ll hear and how to respond without losing momentum.