Stop Competing for Experience. Start Developing Talent.

The future of the contract interiors industry won't be built by hiring the same experienced people. It will be built by leaders willing to recognize potential and invest in the next generation.

Several years ago, I found myself in a position that many leaders eventually face.

I was hiring my replacement.

After being promoted into my first true sales leadership role, I needed someone to step into a Global Account Manager position responsible for serving Fortune 500 clients. It was a demanding role that required navigating complex organizations, solving business challenges, and building trusted relationships with some of our company's largest customers.

Most people assumed I would hire someone from the office furniture industry.

I didn't.

Instead, I hired someone from outside the industry.

I still remember the conversations.

"Are you sure you want to do that?"

"That's going to be a lot of work."

And they weren't wrong.

Not only was I learning how to lead for the first time, but I was also going to be responsible for teaching someone an industry they had never worked in before.

It would have been much easier to hire someone with experience.

But experience wasn't the quality I was looking for. I was looking for potential.

The gentleman I hired understood complex sales. He knew how to solve problems. He was coachable, genuinely curious, eager to grow, and during the interview process he "closed" me several times because he wanted the opportunity so badly.

That told me everything I needed to know. I could teach him the industry. I couldn't teach the desire to learn.

Five years later, he had become a valuable contributor to the organization. From there, he accepted a Vice President of Sales role with a smaller manufacturer before eventually launching his own successful independent rep group.

Looking back, I've never questioned that hiring decision. In fact, it reinforced something I've believed ever since. Sometimes the best person for the job isn't the one who already knows our industry. It's the one with the greatest potential to grow within it.

Are We Hiring for Yesterday or Building for Tomorrow?

I have enormous respect for experience. Our industry is filled with talented professionals who have spent decades building relationships, solving problems, and serving clients at an incredibly high level.

Experience matters. But there's a question I think every leader should ask themselves:

If we're all competing for the same experienced people, where will the next generation come from?

The contract interiors industry is changing.

Many experienced professionals are approaching retirement. Companies across the country are looking for the next generation of leaders, salespeople, project managers, designers, and customer experience professionals.

At the same time, there are talented people outside our industry looking for meaningful careers.

The challenge is that too often we dismiss them because they don't have industry experience.

Maybe it's time to rethink what we're really hiring for.

The Qualities I Look For

After nearly thirty years in this industry, I've learned that the people who become exceptional aren't always the ones who started with the most knowledge.

They're the ones who arrive with the right mindset.

When I interview someone from outside the industry, these are the qualities I look for:

Coachability.
Can they accept feedback? Do they genuinely want to improve?

Curiosity.
Do they ask thoughtful questions? Are they interested in understanding how things work?

A willingness to learn.
Do they recognize what they don't know, and are they excited to learn it?

Eagerness.
Do they bring energy and enthusiasm to new opportunities?

Cultural fit.
Will they strengthen our team and represent our organization well?

The ability to build relationships.
Can they carry on a conversation? Can they connect with people?

That last one may sound simple, but I believe it's one of the most overlooked qualities in hiring.

Our industry is built on conversations.

Conversations with designers.
Conversations with clients.
Conversations with dealers.
Conversations with manufacturers.
Conversations with architects.
Conversations with coworkers.

Strong relationships begin with great conversations.

If someone enjoys connecting with people, asking thoughtful questions, and listening well, they've already developed one of the most valuable skills they'll need in this business.

The industry knowledge can come later.

Leadership Requires Investment

One of the reasons leaders hesitate to hire outside the industry is because they know what's required.

Time. Patience. Coaching. Development.

That's a real concern. But I would challenge leaders to think about it a little differently.

Rather than asking, "Is this too much work?"

Ask, "Could this be one of the best investments we make?"

The organizations that consistently develop people don't just fill open positions. They build future leaders. They create cultures where learning is expected, questions are encouraged, and growth is celebrated. Those organizations become magnets for talent because people know they'll be invested in, not just employed.

Someone Once Took a Chance on You

Whenever I have this conversation with leaders, I usually ask them a simple question.

How has playing it safe helped grow your business?

Most leaders can trace many of their biggest successes back to decisions that involved some level of calculated risk.

Launching a new product. Entering a new market. Hiring a key executive. Expanding into a new territory.

Growth rarely comes from playing it safe. So why should hiring be any different?

Then I ask one more question.

Do you remember when you didn't have industry experience?

Because there was a time when every one of us was new. Someone hired you. Someone answered your questions. Someone believed in your potential before your résumé reflected it.

For me, those people were Milton and Meredith, who I referenced in a blog a few weeks ago. They didn't just teach me about office furniture. They gave me confidence, encouraged my curiosity, and helped me believe I belonged in this industry.

Without them, I honestly don't know if I'd still be here today.

Maybe it's our turn to do that for someone else.

Building the Future

I don't believe the future of our industry will be secured by continuing to compete for the same experienced people.

I believe it will be secured by leaders who are willing to recognize potential, invest in people, and intentionally develop the next generation.

That's one of the reasons I created CORE Foundations. Not because experience doesn't matter. It absolutely does. But because experience has to start somewhere.

If we can give talented people a stronger foundation, a clearer understanding of our industry, and the confidence to grow, we'll expand the talent pool instead of simply competing over it.

The future of our industry won't be built by hiring the same people. It will be built by developing new ones.

If you're thinking differently about hiring, onboarding, or developing talent within your organization, I'd love to continue the conversation. Together, we can create better pathways into one of the most rewarding industries I've ever had the privilege to be part of.

Connect with me using this link.