Working For and With Millennials

Some sage advice for working with young folks, whether they are your firm’s clients or your employees

BY GAIL DOBY, ASID

Inside and out, millennials are changing the interior design industry. As designers, they are bringing a fresh perspective, new technologies and a new set of values to the profession. As clients, they are challenging us to rethink how we live, how we consume and what makes us as designers unique.

WORKING WITH MILLENNIALS

For interior design business owners, the growing prevalence of millennials in our industry presents another set of issues. On the one hand, as employers, we have had to make some accommodations for the way millennials prefer to work. On the other hand, as providers of design services, we have had to take a new approach to how we market, how we work with clients and how we communicate our value proposition.

Much has been written about millenials as employees—some of it negative, some of it positive. I want to state clearly at the outset that I am not lumping all millennials—or any other cohort, for that matter—into a single stereotype. All demographic cohorts are somewhat arbitrary and artificial, and all are multifaceted and complex. From a management standpoint, it’s Nonetheless, as a group, millennials have exhibited certain preferences and attitudes about important to keep the two distinct why and how they want to work. Sometimes those have clashed with the work ethic of their senior coworkers. As managers, we need to while recognizing what they may have strike a balance between allowing for differences and not letting those differences disrupt the work and camaraderie of the firm. in common. Millennials tend to thrive when they are given From a management standpoint, it’s im- meaningful, purposeful work in an environportant to keep the two distinct while rec- ment that allows them some flexibility but also ognizing what they may have in common. provides them with some direction. Also (again, allowing for perAn employee is still an employee, and a client is still a client. sonal differences), they generally are very social and accustomed to working in teams or small groups.

We all know that there are times when running an interior design business involves creativity, innovation and problem-solving, and there are other times when it is more routine or stressful. While it’s tempting, especially with junior staff, to assign tasks with a “just do it” attitude, providing context for even fairly routine assignments will get a better result and build loyalty. So will being open to questions or suggestions.

Keep in mind that this is a generation that is used to constantly doling out and receiving feedback, often highly opinionated feedback. They are looking for direction and confirmation from you as well. Use that to reaffirm the things they are doing well and discuss areas that need improvement.

WORKING FOR MILLENNIALS

Perhaps one of the biggest adjustments experienced designers have to make when working with millennials as clients is adapting to their preferred working style. By and large, these clients are looking for a partner, not someone that they can just turn their project over to. They want to be involved in the process, and expect a relationship that is more collaborative. They respect your expertise, but have their own ideas and, ultimately, will be the final decision-makers.

It’s very likely they will have done quite a bit of research, including product research, already, and may want to do a lot of the purchasing themselves. At the same time, they may not be familiar with the differences in production and quality of different products. One of the most valuable services you can offer is educating them about their choices and demonstrating how you can help them achieve the result they are hoping for, both aesthetically and functionally.

Because of their age and values, millennials as a group are very DIY oriented. Even those with the means to hire professionals may want to do some parts of the project themselves. However, they have very busy, demanding lives. It helps, therefore, to explain in some detail the value you can bring in managing the project for them.

Since millennials use technology constantly to search for information and communicate, you want to discuss with them what channels, platforms, apps and such they prefer to use to maintain contact. It probably won’t be email.

With both millennials as employees and millennials as clients, flexibility is key, as is respecting their individuality. The major difference is in how you work with them. You want to be a partner with clients and a leader with employees. Your actions, not your words, are what count most.