6 Pros Share Strategies for Leading Under Pressure
6 design experts on Houzz reveal how they guide their teams through deadlines and challenges
Busy times are a challenge for any business, but having the right leadership skills can make all the difference. Six design professionals share the strategies they’ve honed over the years to lead their teams and keep projects on track when the pressure ramps up.
Eli Hariton, owner and principal at Damn Good Interiors in Denver, says, “Some years ago, with another company, I had 17 projects of mixed scopes on my plate, including whole homes over 6,000 square feet. I will never do that again because I lost a year of my life working holidays, nights and weekends.
“I learned my limit on capacity and my ability to take on a tremendous amount of work, but I also learned that my creativity is limited with that much strain on my creative process,” Hariton says. “Each project was only getting a little bit of my creativity, which wasn’t fair to them.
“Today we cap our project count at eight, but six is currently the sweet spot. After eight, we just go into grind mode and our creativity starts to tap out. As we grow our team, that number will increase accordingly.”
“I learned my limit on capacity and my ability to take on a tremendous amount of work, but I also learned that my creativity is limited with that much strain on my creative process,” Hariton says. “Each project was only getting a little bit of my creativity, which wasn’t fair to them.
“Today we cap our project count at eight, but six is currently the sweet spot. After eight, we just go into grind mode and our creativity starts to tap out. As we grow our team, that number will increase accordingly.”
Finding ways to streamline workflows, such as using Houzz Pro software, has helped Hariton reclaim his schedule and his work-life balance. “It has been a great tool for us to organize room boards, proposals, invoices and purchase orders,” he says. “My favorite tools are the Mood Boards and the purchase orders. Mood Boards make it super easy for clients to see our ideas for finishes, and the purchase order system makes tracking purchasing so much easier with a variety of inputs needed.”
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Avoid shortcuts. “Quick fixes, such as hiring an interim subcontractor who lacks the experience or quality standards you’re accustomed to, are often a recipe for disaster,” says Oliver McCarthy, interior designer at Delight in Designs in Grand Rapids, Michigan. “For instance, using a temporary tile installer might seem like a good way to stay on schedule, but it can result in poor workmanship and expensive rework.”
“True success comes from partnering with reliable subcontractors who take pride in their work and stand behind it,” McCarthy says. “If you have to choose between waiting for the right expert or rushing with someone available immediately, always wait for the right solution — it will save you time and headaches down the road.”
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Lead beyond design. “Doing design and doing the business of design are two different things. Being able to manage your business is paramount to success, regardless of how talented you are,” says Julie Cavanaugh, founder and principal designer at Design Matters, which operates across five studio showrooms in Northern California; Jackson, Wyoming; and Park City, Utah.
“I read a lot of books to keep my ideas fresh and learn new management skills, and I’ve been able to create a process with 20 years of refinement to continue to evolve with the times in order to not only create great projects, but build lasting relationships with clients and my trusted professional network,” she says.
“I read a lot of books to keep my ideas fresh and learn new management skills, and I’ve been able to create a process with 20 years of refinement to continue to evolve with the times in order to not only create great projects, but build lasting relationships with clients and my trusted professional network,” she says.
Turn challenges into wins. “Challenges are a natural part of any remodel and they provide opportunities for us to showcase our problem-solving abilities,” McCarthy says. “For example, during a recent kitchen remodel, we replaced the cabinets and upgraded the overhead lighting. After installation, we noticed that when one of the cabinet doors was fully opened, it would collide with the new light. To quickly address this, we coordinated with our trusted electrician and moved the light a few inches to ensure the cabinetry functioned perfectly.
“While this issue wasn’t anticipated in the initial planning, our team responded swiftly and worked together to resolve the situation in just a week,” McCarthy says. “This quick and efficient teamwork reflects our commitment to delivering the best results for our clients.”
“While this issue wasn’t anticipated in the initial planning, our team responded swiftly and worked together to resolve the situation in just a week,” McCarthy says. “This quick and efficient teamwork reflects our commitment to delivering the best results for our clients.”
Stick to promised timelines. “We focus on managing proactively rather than reactively,” says Eugene Sakai, CEO and partner at Studio S Squared Architecture in San Jose, California.
“It’s tempting to prioritize the squeaky wheel — the client who complains the loudest — but doing so often disrupts your process and delays other projects, leaving more fires in your wake,” Sakai says. “Instead, we stick to our promised timelines and approach tasks in the order they’re queued. This ensures fairness, consistency and better client relationships overall.”
“It’s tempting to prioritize the squeaky wheel — the client who complains the loudest — but doing so often disrupts your process and delays other projects, leaving more fires in your wake,” Sakai says. “Instead, we stick to our promised timelines and approach tasks in the order they’re queued. This ensures fairness, consistency and better client relationships overall.”
Lead With Trust and Adaptability
Delegate mindfully. “Overdelegation can lead to mismatched tasks, so we’re intentional about assigning work that aligns with people’s skill sets and interests,” Sakai says.
“We aim to delegate tasks that challenge team members to grow, even if they are slightly beyond their current skill level,” he says. “At the same time, we ensure individuals regularly perform tasks where they excel, which benefits both them and the group. This approach leverages diverse strengths while fostering creativity and development across the team.”
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Delegate mindfully. “Overdelegation can lead to mismatched tasks, so we’re intentional about assigning work that aligns with people’s skill sets and interests,” Sakai says.
“We aim to delegate tasks that challenge team members to grow, even if they are slightly beyond their current skill level,” he says. “At the same time, we ensure individuals regularly perform tasks where they excel, which benefits both them and the group. This approach leverages diverse strengths while fostering creativity and development across the team.”
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Make everyone a leader. Empowering everyone as a leader fosters accountability, sharpens decision-making and ensures tasks are handled promptly during busy times, Sakai says. “We encourage everyone on our team to take on leadership in some area, with delegation and task ownership being key to that,” he says. “Our goal is to have a team of leaders who work together as a collective, pushing the office forward while driving success with their unique skills.”
Foster a culture of flexibility. “Some times will invariably be busier than others, so my advice is to embrace it and find your own way to deal with chaos,” Sakai says. “There’s no one real right or wrong way to do it, but whatever you do land on in terms of a process, stick with it and make it universal within your firm. At the same time, do not treat it as a rule that’s written in stone. We’re always trying to evolve our process and the way we do things for the benefit of our clients and our staff.”
Lean on Your Experience
Listen to your gut. “A lesson I learned long ago in the arenas of client, project and staff management is to trust your instincts,” Cavanaugh says. “We are all blessed with them. When I don’t listen to my inner voice, fixing or getting results when I can already see what is coming down the runway takes forever and slows efficiency and best results.”
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Listen to your gut. “A lesson I learned long ago in the arenas of client, project and staff management is to trust your instincts,” Cavanaugh says. “We are all blessed with them. When I don’t listen to my inner voice, fixing or getting results when I can already see what is coming down the runway takes forever and slows efficiency and best results.”
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Be grateful. During hectic times, it’s easy to lose track of what a privilege a full workload is — particularly if you run your own business. “Getting to juggle multiple projects is a blessing,” says Jonathan Kukk, architect and principal at Kukk Architecture & Design in Naples, Florida.
At the same time, balance is crucial, he says. “We appreciate all the work we’re able to complete but understand that we can’t do everything,” Kukk says. “Our team always rises to the occasion, but they still need time off for relaxation and to recharge their creative batteries.”
At the same time, balance is crucial, he says. “We appreciate all the work we’re able to complete but understand that we can’t do everything,” Kukk says. “Our team always rises to the occasion, but they still need time off for relaxation and to recharge their creative batteries.”
Tell us: Which leadership skills help you cope with busy times? Please share in the Comments.
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More for Pros on Houzz
Read more stories for pros
Learn about Houzz Pro software
Talk with your peers in pro-to-pro discussions
Join the Houzz Trade Program
Don’t overpromise. “Never set expectations you cannot deliver on,” says Keith Kling, owner and CEO of Kling Brothers Builders in Newtown, Connecticut. He also shares three crucial lessons he has learned over many years in business. “First, avoid taking on more than you can handle,” Kling says. “Second, staff up accordingly — which is difficult these days with the shortage of qualified tradespeople. And third, make sure you have a well-trained office support team to work closely with project managers in the field.”