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5 designers share secrets to motivating and retaining talent
In the competitive interior design industry, retaining talented employees is crucial for a firm's long-term success. Five prominent interior designers, Allison Lind, Cheryl Luckett, Courtney McLeod, Summer Thornton, and Francis Toumbakaris, offer their strategies for motivating and retaining staff members, highlighting approaches that prioritize growth, practical experience, communication, and a strong company culture.
Courtney McLeod, founder and principal designer at Right Meets Left Interior Design, emphasizes the importance of creative freedom and increased autonomy as key motivators. She believes that as team members demonstrate success, they should be granted more independence and creative input in new assignments. This strategy not only acknowledges good work but also establishes a clear path for professional development, fulfilling the desire for growth that many designers share. McLeod views this approach as a strategic investment in employees who contribute to the firm’s sustained health.
Francis Toumbakaris, principal designer at Francis Interiors, highlights the value of hands-on, on-site experience. Coming from a general contracting background, his studio provides young designers with opportunities to interact directly with tradespeople like plumbers and tile setters, verify drawings at millwork shops, and even participate in construction when deadlines are tight. This practical exposure allows designers to witness their work transforming into reality, acquiring invaluable skills that cannot be learned solely through computer-based tasks.
Allison Lind, an interior designer at Allison Lind Interiors, focuses on customizing growth opportunities to individual interests. Recognizing that creative professionals dislike monotony, she strives to offer new challenges or educational experiences tailored to each team member's aspirations. For example, if an employee shows a preference for kitchen design, they are given a more significant role in kitchen renovation projects. Lind asserts that demonstrating trust, valuing employees, and investing in their professional growth are essential for fostering loyalty and encouraging them to develop within the firm.
Cheryl Luckett, principal and interior designer at Dwell by Cheryl Interiors, draws from her corporate experience to implement 'stay interviews.' These mini-performance evaluations, conducted at 30, 60, and 90-day intervals, ensure that new employees are properly onboarded and set up for success. By establishing formal, one-on-one dialogues, Luckett creates a platform for employees to voice concerns, ask questions, and express their career development aspirations early on. This open communication is critical for promoting longevity and encouraging employees to thrive in their roles.
Summer Thornton, principal and interior designer at Summer Thornton Design, prioritizes grit and personality fit during the hiring process over résumé or prior experience in the same role. She believes that when individuals work within their natural talents, their output is exceptional, and they genuinely enjoy their work. Retention, for Thornton, is deeply rooted in culture and personal relationships with each employee. She maintains a manageable office size to ensure she can connect with every team member. Her firm fosters a strong team culture through social activities like karaoke nights, team dinners that include spouses, and inspirational trips, such as a recent holiday party in London, which aim to strengthen bonds and provide shared experiences.
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