I used to get frustrated when designers couldn't just "get it done" in a sprint.
Why couldn't they estimate like developers? Why did everything need more time?
Then I realised I was asking them to work against the very thing that made them valuable.
A developer's satisfaction often comes from shipping. A designer's comes from getting it right. These aren't compatible timelines, and I was trying to force one into the other.
So I changed my approach. I gave design work the breathing room it needed, but coached the designer to break their work into smaller, deliverable sections. Not compromising on quality, but finding natural breakpoints where developers could start building while the full vision continued to evolve.
The team got faster. Not because anyone changed how they thought, but because we stopped fighting each other's rhythms and found a way to sync them.
Different minds aren't a coordination problem to solve. They're the reason the work is good. Your job as a leader is to find the shape that lets each one thrive.