Boutique Design - May/June 2009 - (Page 24)

INSPIRATION Leading Through Crisis BY REBECCA GOLDBERG Two Hospitality Businessmen Weigh in on Staying Strong with Communication While many firms have already been down the layoffs road, it doesn’t change the awkwardness or even sadness behind it. “Doing it quickly is important,” he said. Princeton advises firm leaders to act compassionately. “Give the person notice,” he said. “You don’t have to kick them out and treat them like a convict. If you tell someone, ‘at the end of the month, you’re out of a job,’ they can look for a job while they still have a job.” This approach keeps your previous employees from leaving disgruntled. Additionally, if the person who has been laid off finds a new job prior to their termination date, then it relieves the firm of paying fees associated with unemployment. The treatment of departing colleagues is important to those who remain with the company. Sometimes, layoffs are not a clean break. If the leader of the firm has tarnished his or her image in the minds of current employees, Princeton suggests that it’s best to admit the mistake, apologize and move on. Princeton does warn that a firm should be careful where or how deeply it cuts. “Let’s take it to the other extreme; marketing is muscle, it’s not fat,” he said. “If you cut back your entire marketing budget, things will dwindle. The answer is to make decisive and strategic investments. Do something out of the ordinary. Putting your head in the sand isn’t going to cut it.” BD I n trying times, emotions can run wild for anyone from a junior designer to the person with their name on the door. It is the job of a good leader to be proactive, take the time to understand the emotions of their employees, and communicate with them accordingly. Peter Dubin is managing partner of the Hospitality Practice Group at Cubellis. His philosophy is that communication empowers. “Emotions aren’t necessarily a bad thing,” said Dubin. “They’re something to be controlled and dealt with.” “Leaders that are too calm, cool and collected, who don’t display any emotion are hiding something,” he said. “At Cubellis, we try to be open and honest with our staff. We don’t have private offices. Everyone works out in the open. I think that part of that is helping us navigate these waters.” The firm holds worldwide updates with all of its 400 employees via teleconference. The announcements are led by firm CEO, Len Cubellis. The goal is to establish a more comfortable working environment by letting the employees know that they are well led. “We try to let them understand that we’re doing everything and anything to help them and help the firm,” said Dubin. 24 • boutique DESIGN may/june 2009 “If they understand that, they’ll feel more in control in their own lives and be more accepting of any outcome. Conversely, when there is good news, we need to be emotional about it.” By being clear with and appreciative of his employees he feels that they are rising to the challenges put before them. “I do believe that you can do more with less,” he said. “You can get to a solid group of people who work hard, do great design and make money at it.” Dubin is doing his best to one knows where the bottom of this recession is, he does see light at the end of the tunnel, and with everyone in his department pushing, they are making progress. In addition, the firm is fighting for new business by developing strategic alliances with other design firms. The effort has won them business in places where they previously had no relationships, like India and Bahrain. Lloyd Princeton is a management consultant to interior designers and architects. His experience lies in marketing, Peter Dubin Lloyd Princeton lead by example as well. “When the employees see that their leaders are taking a bigger pay cut than they are, that goes a long way,” he said. “When they see that their leaders are there on Saturday and Sunday when we ask them to come in over the weekend that goes a long way too. People have to feel appreciated and most employers do not let people know how absolutely valuable they are. Employees are the engine that makes our firm work.” While Dubin admits that no business development and creative promotions. He deals with design firms that are currently undergoing change. “Nearly everyone has been impacted by a decrease in revenue, which forces us to cut back on expenses,” said Princeton. He echoes Dubin’s approach, and stresses that candor is the best medicine. “You need to be very candid and tell your people why you’re taking aggressive steps now and that you have a goal,” he said.

Table of Contents for the Digital Edition of Boutique Design - May/June 2009

Boutique Design - May/June 2009
Contents
Boutique Buzz
Brian Thornton
Business Sense
Cooper Square
Leading Your Firm Through a Crisis
Glen & Company
A Spicy, Sultry Vancouver Nightclub
KPMB Architects Recreates The Study at Yale
The Boutique 18 Take Flight
Designed by Geomim Design Studio
DREAMbook Teaser
Wanda Jankowski Interviews Yabu Pushelberg
Stacy Garcia
Yvonne Lembi-Detert
Calendar/Advertisers Index

Boutique Design - May/June 2009