Beatle Lindsay-Fynn: Unlocking the Potential of Multi-Generational Design Studios
Written by Beatle Lindsay-Fynn, Founding Partner, Palladian
Multi-generational working environments have become a hot media topic in the post-pandemic world, when so many aspects of our traditional working practices came under review. But what about our own creative studios? Isn’t it good to ask the same questions of ourselves as designers on how best to create a harmonious environment that’s good for all ages to ensure we’re well-placed to advise owners of commercial or residential spaces on theirs?
Beatle Lindsay-Fynn, Founding Partner, Palladian
At Palladian, I’d say we go out of our way to employ a really good mix of ages and backgrounds, based on the firm belief that everyone has something to teach and everyone has something to learn. This doesn’t mean everyone can do everything, however. At leadership level, for example, there’s no short-cut for experience – and we’re not just talking about job experience, but life experience too. Older team members have already been down the same wrong roads a new designer is just turning down. They also have more experience with – and are less afraid of – a range of personality types, which is particularly useful in the world of design, as I’m sure we’d all agree. They’re effectively a fantastic, informal HR asset in giving advice or helping younger team members with challenging projects, situations – or clients! Younger people, for their part, bring a much better generational understanding of both neurodivergence and mental health issues to the workplace. Learning definitely works in both directions.
Knowing how powerful experience can be in inculcating greater wisdom and insight, we try and fast-track younger team members as much as possible, exposing them early on to every stage of a project, from drafting and designing to holding consultant meetings, being client-facing and eventually job-running.
Kitchen and dining area, Palladian Studio
Having a good mix of ages and genders – and indeed other demographics – indicates a studio in balance and that’s a real target for us, because balance exactly what we’re trying to achieve in our design work too. We look to represent all genders, all ages and also different backgrounds when it comes to class and nationality. Languages are a real plus, especially in our residential work, where clients can come from anywhere in the world – or if we’re working internationally – enabling a richer appreciation of culture and history for the rest of the team.
One prejudice about older team members that lingers concerns a perceived reduced willingness to adapt to new technologies, but that isn’t our experience at all. Of course, new-generation incoming designers absolutely do have the edge when it comes to the latest software in areas such as 3D visualisation, render packages and AI – and that’s a great thing. We consider facility with new software a real strength and also a competitive advantage, especially if the whole studio becomes upskilled as a result.
When we’re communicating with clients, we’re very mindful of their personal digital and analogue preferences. It’s not so much about whether people can use a certain technology but how they like to use it. One generational aspect of tech, where we really are categorical about acceptable behaviour, happens when team members operate phones, tablets or laptops during meetings. Older clients may well interpret this as rudeness, imagining that designers aren’t paying full attention. We ask our team therefore to explain to clients if they wish to use a device to take notes, for example, stating clearly what they’re doing. This issue is becoming even more complex as we add AI into the picture, backing up people’s written and digital note-taking with AI recording – though again, we always make sure clients are happy before we press the ‘Start’ button!
Collaboration space at the Palladian Studio
Age is perhaps less of a workplace hurdle in our view than the potential disharmony caused by differing personality types. As a studio, we recently undertook a DISC assessment, which looks at where people sit in terms of four key personality areas (dominance; influence; steadiness and conscientiousness). Although principally a clarifying tool in terms of strengths and weaknesses, one of the main outcomes was to provide a commonality of language for people to understand themselves and each other better, especially when working under pressure.
That really spoke to us, because we believe communication is so key to harmony. We also believe that knowledge leads to empathy and it’s always good to be reminded, especially as leaders, that our way isn’t necessarily the best, only or right way. We’re really looking to create a space internally where people can challenge each other’s views in a positive way.
A final area of inter-generational working life that can prove sensitive concerns terminology. Because language around identity in particular is changing so quickly, people often feel like they’re walking on eggshells and can be fearful of getting things wrong. It’s really important for the studio leadership to establish a safe environment; one that engenders respect for the preferences of individuals – when it comes to the use of pronouns, for example – but where people who make unwitting mistakes are not too chided. Again – we’re all here to learn.