Transcript
A (0:03)
This is Business of Home. I'm your host, Dennis Scully. Every week I'll be speaking with leaders and innovators from all corners of the home industry. My guest this week is Michael Diaz Griffith, the CEO of the Design Leadership Network. Michael's background is in the world of antiques. He was the Executive Director of the Sir John Soanes Museum foundation and has held various positions at the Winter show and authored a book on the rise of young collectors, the New Antiquarians. Now he runs one of the design industry's key professional organizations dedicated to connecting designers, architects and business leaders through education and events. I spoke with Michael about the challenge and opportunities that lie ahead in 2026 class issues in design and why his goal is to show up more and more as himself. This podcast is sponsored by Ernesta. Responsibly crafted using the finest materials from premium wools to natural fibers, each of Ernesta's custom size rugs is hand selected by their team of experts. Constructed with precision and care. Let Ernesta's team find just the right rug for your project. Join Ernesta's exclusive trade program to get dedicated support with everything from curating samples to generating quotes and producing renderings. Apply for membership today@ernesta.com BOH and now on with the show.
B (1:51)
I'm eager to share a little bit about the Design Leadership Network and remind our audience what it's all about, what your mission is and how long you've.
A (2:01)
Been there and been involved.
C (2:03)
Terrific. Yeah, this is coming up on my fourth year with the dln, so it's been a nice stretch. And as with any organization that is serious and has a real mission, it takes some time to make your imprint as a leader. But I feel good now that, you know, we've really been able over the past couple of years to navigate a very complex design industry landscape and I think deliver a lot of value to our members and partners.
B (2:34)
I know that my former boss, Peter Salik, the founder of the Design Leadership Network, I know that he grew increasingly comfortable with you and your leadership and finally made you the CEO and really handed the reins over to you. And I wonder to your point about how long it takes to sort of really make an impression, I wonder what your impression was of the organization when you first got there and what you've been trying to not necessarily change, but perhaps grow and help develop since you've had more control now.
C (3:13)
You know, I always view this in terms of an organization's responsibility to keep pace with the moment. Right. So the DLN that I encountered when I joined or the one that I knew about when I was in the design world before joining was the DLN of its time. Right. Whether that's 2020 or 2018 or 2010. So the organization we need to be now is different from the organization we needed to be in 2020. And that's not really a DLN issue, that's a world issue, that's a design industry issue. And so, you know, internally I can say in terms of strategic direction, it has been important for me to emphasize small group gatherings, for example, because when I joined there was an impression that we were large compared to the size we had been in the past. But when your signal event in the year is this large, almost Congress for the industry, then that's the impression that someone who only attends the summit might take home with them. And that's legitimate. So, you know, it's all the more important in that moment to emphasize, hey, we have dozens and dozens and dozens of other events throughout the year that are very intimate and small scale. And at the end of the day, for me, the question is, you know, what is the equivalent of that now? And over the past year we've had really intensive conversations in the DLN about tariffs, as have you, for example. And it's not as if we had the answers right. Rarely do we have the answers. It's about, in our case, convening the conversation as opposed to a context where there's an expert and an audience. So much of the conversation that we facilitate is peer to peer. And so it's about navigating through challenges with each other. And I think that is more important than ever for a lot of reasons, but the main one is just that we face so much uncertainty in the realm of not only tariffs, of course, but I think much more prominently in the context of changing technology and the changing society that we inhabit as a result of that changing technology. I'm talking of course about AI and no one has the answers, but we each have clues. And so any gathering, any communication that we can mount that will help us to assemble those clues, think together through them, and to derive conclusions that help us sort of navigate by dead reckoning to the next point that we can reach is positive. And I think a lot about in our past, we didn't message enough that this was a focus. And I think I mention this because I think it's a danger for our industry. The flashy stuff, the spectacle is always going to be more visible because we're in an imagistic and image driven world. But also we're in an image driven industry and communicating largely through image driven social media contexts. Right. So Heidi Callier's job with Kendall Jenner is going to be very visible because it's gorgeous, it's successful, it's nad it went viral. It takes an extra type of effort to scratch the surface of that visual impression, to talk about, you know, what was hard on that project, what the challenges were, what the lessons were. And I think it's that extra effort to kind of go deeper and to go behind the curtain that we're really good at. But I don't know that we've always talked about that enough. And so I certainly try to, because as you know so well, Dennis, you can sit with the world's most successful designer. If they're really successful, they're going to have profound things to say about their failures, hard lessons they learned, and when they share those, maybe we can learn the lesson faster and not have to endure the suffering they did. So, you know, sharing that we're really about accompanying people on that path and helping to crack open those conversations is something that I do want to emphasize and I would just say beyond the DLN in our practices as professionals in a digital world, connecting to community, to other individuals in a really authentic way to understanding why we're in a room, what's it for, you know, what are we going to get a value from this use of our time? That's always so important now. But I think today, as you know so well, people are much more focused on navigating toward an individual notion of success than just in being seen as professional or as an executive, you know, so I can't ask you to come into a DLN room so that you feel more like a business executive. It might be that you hate that, actually. Like, if we brought Nas Nizawa on here right now, I don't think Nas, you know, I don't think she needs to feel validated by wearing a certain kind of, you know, business form of business dress. Her goals, her dreams, her aspirations really relate to her creative practice, I think. And so letting people know, okay, that is the journey we want to be on with you, it feels important. And that's what that's what I really care about most. And I see that as something we all have to do, you know, whether we're in organizations that support it or not.
