Running an interior design business is a lot – I get it! Today I’m sharing my top 3 quick tips for getting out of overwhelm.
In my other recent blog posts about the business of interior design, I talked about the top 3 things you didn’t know about running an interior design business (including tips about having a business owner mindset, achieving work-life balance [and, most importantly, avoiding burnout!], and becoming a pro at managing distractions), and also about managing the behind-the-scenes business operations, including how and when to outsource.
Today, I want to share my top 3 quick tips for getting out of overwhelm. Read on to learn more:
#1: Decide where you want to take your business
This may seem obvious, but many entrepreneurs and interior design professionals don’t take enough time to truly think about where they want their business to go. What works for someone else may not work for you. We’re all different, and one of the reasons that you may have become an entrepreneur is to have freedom and flexibility in your work – so take the time to really think about what you want from your work life and what you want your business to look like.
Do you want to run a large firm, with a big design team? Or perhaps you prefer to stay small and lean, with maybe just one design assistant? Do you want to be hands-on on every project, or in more of a leadership and overview position? What kind of work do you want to be doing, and what kind of work would you rather delegate? Don’t assume the answers – take time to finesse your vision, dreams and goals for your business.
#2: Make your first hire a good one
If you’ve decided that outsourcing a certain role in your business is a good idea for you (more on that here), then it may be time for your first hire! (Or maybe you want to stick with freelancers? See below for the pros and cons of hiring!)
When hiring, trust your gut. Also, make sure that you’re very clear on the talents and skills needed for the role you’re outsourcing, and that the job description or scope of work is crystal clear. Communicating outcomes, deliverables and expectations is so important when you’re dealing with employees. Take your time and get clear!
Hiring has pros and cons, so make sure you’ve weighed your options and made the choice that is best for you and your company. It’s possible that hiring a freelancer may be a better decision for you right now.
Pros of hiring include:
- Employee loyalty
- Having someone who is always available
- You’ll only need to train them once
- Better cash flow and clear expenses you can budget for
- Having a great brand ambassador
On the flipside, cons of hiring include:
- You’ll likely have to provide employee benefits
- You’ll have to spend the extra time and effort to make sure you’ve found a really good match
- Less flexibility (vs. working with freelancers or contractors)
- You’ll have to manage them
- You’ll likely have to provide them with equipment and supplies
#3: Consider the options for a new team member
Keep in mind that just because you’ve hired on a new team member, it doesn’t mean the work situation has to be a certain way. You’re the boss here, so make it work for you (and your team)!
Your new employee may be a virtual/remote worker, or they may work in-office, or maybe it’s a hybrid work environment. Maybe you meet daily for a Zoom touch-base, or maybe you have a weekly check-in. Your new employee may also be full-time or part-time.
Maybe hiring isn’t the right decision for you, and you’d rather stick with freelancers and/or contractors, or stick it out solo.
If you’ve got a lot on your plate, though, hiring or outsourcing is a great way to reduce that overwhelm!
Were these tips helpful? How do you get out of overwhelm – got any quick tips to share? Connect with me on Instagram or Facebook, and let me know!
