Can the typecast theory be applied to architects, designers and builders? And if it can, is it a good or bad thing?

I think this is one of those situations in which the answer depends on who you’re talking to. A successful architect who built a 30-year career designing nothing but contemporary homes will tell you the greatest thing in his life was being typecast as a contemporary designer. The same is true for a successful custom builder who, for example, becomes known as “that Texas Hill Country builder.” Take a look at Laughlin Homes & Restoration. No one does Hill Country better.

However, what about the designer who prides herself on retiring after decades designing whatever her clients wanted, accurately, artfully and profitably? Is she revered within the architectural community, or not?

I believe the answer depends on an individual’s definition of success. What do you think?

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Recently caught in this exact situation, my first reaction was to be upset with the alleged offender. I did not want to speak to him or help him out in any way. It’s easy to think that way, until I was forced to interact with him. When it becomes real like that – having to be face to face – I become a little wiser and not so tough.

The fair thing to do is to get each side of the story before forming lasting opinions. The truth always lies somewhere in the middle, as it did in this situation. I remain friendly with both of my colleagues, even though they don’t talk anymore. So be it.

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Before thinking about incentives, remember that a commitment to overall quality makes an incentive more attractive. An incentive backed by excessive cost-trimming and corner-cutting has diminished value, so dont’ let the housing slump cause you to lose sight of the product you’re selling.

Back to incentives … NAHB survey results reveal that nearly three-fourths of the builders surveyed in June (73%) reported they were currently using and will continue using at least one incentive unchanged. Many builders, but far from a majority, said they were adjusting their incentives programs — by changing existing incentives or initiating new ones — to compensate for not having the tax credit anymore.

Fifteen percent of the builders indicated they were altering at least one of the incentives they had been using and 12% said they were adopting at least one new incentive, with some overlap between the two responses. In addition, 15% of builders told NAHB researchers they were initiating at least one new sales incentive, but for reasons unrelated to the fading tax credit.

All this makes me wonder if incentives are always part of the program, or if incentives are tools that are used only during recessions or other slow times. Or, is it a combination of both wherein you always have incentive programs but add to them during slow times?

What do you do at your business?

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Numerous times during the past several years, I have interviewed designers and builders whose advice was not followed by the clients who, ironically, are paying these professionals for their expertise. It’s a tough line to walk, they tell me, between knowing what will look good and giving the clients what they want. It can be done successfully, but it takes special communications skills to pull it off.

Possible approaches to steering clients away from bad decisions vary, starting with blunt, in-your-face honesty such as, “Don’t do the home theater. That’s a dumb idea.” The soft approach is another option which might go something like this: “Your idea is good. But, you might consider turning this into a multimedia/family room rather than a home theater.” You might also be required to drop subtle hints that your client’s decision is not the best. Hints, unfortunately, don’t work on people wearing blinders or who think they know best.

When clients dismiss your advice and follow their gut, telling them, “I told you so” can be therapeutic, but it’s rarely advised. Instead, keep quiet, know you’re right, and move on.

How do you handle “I told you so” moments?

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