When you decided to be an interior designer, you likely did so because of a passion for design, not for business. And yet, designers generally reach a point in the growth of their business where they need to become a true business leader and CEO. But because designers tend to be creatives and not necessarily business-minded, this is not an easy transformation! In this article, we’ll explore the dabbler mindset, the CEO mindset, and how you can take active steps to become the business leader your firm needs to grow and thrive.
And for those of you who don’t know where you land on this spectrum or aren’t sure what your weak points are, try taking our “Are You Ready to Step Into the CEO Role?” quiz! You’ll quickly see where you’re doing well, where you’re lacking, and maybe even find an area of business you didn’t realize you didn’t know!
The Dabbler Mindset
If you’re reading this, then you probably already realize that you’re a dabbler, and you want to evolve into a business leader role. But just in case, let’s cover some of the warning signs that your business is the dabbler stage.
Saying yes to every client: If you can’t afford to say no, and you’re getting requests that don’t match the services you’d prefer to be offering, then you might be a dabbler. It’s important to understand what your unique offering is, but often when starting out, designers have to throw everything at the wall to see what sticks.
No clear financial goals: Design school doesn’t teach designers nearly enough about finance. But understanding your accounts is one of the most critical aspects of running a business! If you don’t have financial goals, then you won’t know how to properly price your services, and—more importantly—you won’t be able to identify when your finances are in trouble.
No processes: If you find yourself reinventing the wheel or playing it by ear on every project, then your business needs work. You should have a clear process in place for your projects, and generally stick to it. This is more efficient and alleviates a lot of stress!
There are some major downsides to working this way. You’ll experience burnout faster and more often, as every new project requires a new plan. You’ll run into cashflow problems—often too late to save yourself. Your client experience will be inconsistent, resulting in unsuccessful referrals. And finally, your business growth will be random, rather than strategic. You’ll get more demand when you can’t handle more clients, and you’ll see a downturn when you need clients most, and you won’t know why the flow of clients changed so much.
Why Designers Get Stuck Here
If you feel guilty about being stuck in the dabbler mindset, don’t be. It’s understandable, especially when you got into your design business for the design and not the business.
You probably fear losing creative control. Being the CEO sounds like letting go of design in favor of business, but it doesn’t have to be so black and white.
You may have a certain level of fear around finances that prevents you from wanting to do financial planning. There are unfamiliar terms, and it may feel less stressful to simply brush all thoughts of your finances under the rug.
Business goals are difficult to create. If you don’t have enough context, it may seem like pulling random numbers out of a hat. In reality, though, any target is more useful than no target, but accepting this can be a challenge.
And above all, you may not believe that you are CEO material. Even if you took the role, you may feel as if you’re faking it, and not a “real” CEO. Imposter syndrome is not easy to get over, but by hiring the right people and being a strong team builder, you can become a competent leader of your company
Shifting Toward CEO Thinking
A shift toward a CEO mindset begins with redefining your role from designer to decision-maker. Note that this doesn’t mean your design vision needs to be lost. You’re actually in more control as a leader. You’ll need to embrace financials, forecasting, and team management and delegation. You’ll need to prioritize strategy over just “being busy”. And if you want to grow, you’ll need to work to establish scalable systems and standard operating procedures.
Define your vision: If you don’t have a destination, then how do you know where to drive the car? Creating beautiful spaces is a noble goal, but to keep your business thriving, you’ll need to lay out a plan. Where do you want to be in 1 year, 5 years, 10 years, and beyond? The answers to these questions will help inform every business decision you make moving forward.
Hire before you need it: You can’t lead a team if you don’t have one. Hiring competent employees will let you delegate tasks. This will free up time in your schedule and let you do the things that have the biggest impact.
Get help when you need it: There is no shame in asking for help, and there is no shortage of resources. Invest in coaching and mentorship, and consider taking some courses in areas of business that you’re less familiar with. Pearl Collective offers coaching services that cover finance, marketing, sales, operations, and more.
There are also a few common traps designers tend to fall into when doubt creeps in during their journey. As you shift control to others, you may feel the need to micromanage. Unfortunately, this will upset employees, interrupt projects, and cause you more stress. You may also continue to feel imposter syndrome and be tempted to underprice your services. It’s important to believe that you deserve what you’re worth, and that you’re worth a fair fee. And course, some of the business side of running a company can be boring, especially if you have a creative mind. It can be tempting to skip these boring parts. If that’s you, try delegating these tasks to others who are better suited for them, or use project management tools to hold yourself accountable.
The Creative CEO
Moving from being a dabbler to a CEO does not mean that you have to sacrifice your creativity. Rather, you unlock the ability to spread your impact, make more fulfilling moves, and create a business that supports your dreams. Ultimately, the growth trajectory of your business is dependent on your ability to pass on control, build a great team, and recognize warning signs.
If you’re not sure where you land on the scale of dabbler to CEO, or want help identifying your weak points, take our Dabbler or CEO Quiz now!