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Being overwhelmed doesn't automatically mean your interior design firm needs another employee.

In Part 4 of The Design Business Diagnostic, I'm diving into Human Capital—and one of the biggest mistakes I see growing design firms make. Some owners are dramatically under-invested in people and have made themselves the bottleneck in practically every area of the company. Others have built expensive teams with overlapping responsibilities and still haven't created meaningful capacity.

Both situations can leave the owner exhausted. They require very different solutions.  Pasted markdown

In this episode, I'm talking about:

  • How to tell whether your firm is under-supported or overstaffed
  • Why “I need help” isn't specific enough to make a hiring decision
  • The cost of hiring versus the often-ignored cost of not hiring
  • Why I want you to start with the work instead of the person
  • The three categories I use to audit an owner's workload
  • Why an assistant designer may not be the first hire your firm actually needs
  • How bookkeeping, administrative support, procurement, and operations can create leverage
  • Why hiring doesn't automatically mean adding a full-time employee
  • The difference between giving someone responsibility and giving them authority
  • How vague roles create expensive duplication
  • Why refusing to invest in people can eventually create a revenue ceiling
  • The qualities I value when hiring that go beyond technical skill
  • How to conduct a Human Capital audit of your own firm

The goal isn't to build the biggest team. It's to determine what your business needs and create the right combination of people, systems, and outside resources to accomplish it profitably.

If you're looking at your team—or lack of one—and aren't sure whether you need to hire, restructure, outsource, or make a different investment, book a complimentary Business Diagnostic Call at FixMyDesignBiz.com. We'll diagnose what your business actually needs instead of starting with a generic org chart. 

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