• Acknowledge and embrace the fact that there is always room for improving oneself and our organization.
  • Do not be fearful of making a mistake but do be fearful of making a mistake twice.
  • It is important to quickly, openly and loudly identify when an outcome is sub-optimal and follow-up with the right questions to get to the root cause. Commit the time and attention to resolving the root cause to ensure that the organization is improved for future situations.
  • Meticulously and constantly track and re-visit “lessons learned” to ensure that the organization is constantly learning from the experiences throughout the organization and in the past.
  • Formulate tools and systems to imbed organizational knowledge and lessons learned into repetitive tasks of significant importance.
  • Developing personal connections, trust and strong relationships are critical to our success.
  • Honesty, transparency and integrity are the cornerstones of developing long-lasting relationships.
  • Acknowledge and understand that we have a responsibility to groups and individuals we can interact with; homeowners, City staff, consultants, trades and the community at large.
  • Building a strong relationship takes a lifetime, but destroying a relationship only takes a moment.
  • It is important to align ourselves with partners that care as much as we do.
  • Communicate all relevant information and never withhold information because it is uncomfortable to share.
  • Discussions should be conducted in as open and transparent a manner as possible.
  • If you have constructive feedback, you should share such feedback honestly and directly with relevant parties.
  • Make decisions openly so that all relevant parties understand the logic and feel the process is fair and efficient, and have a chance to co-mingle their own ideas.
  • Direct communication where you succinctly and clearly communicate your viewpoint (rather than sugar coating or talking indirectly around the topic) is the most effective form of communication.
  • All thoughtful opinions should be expressed – keeping a thought to yourself or only sharing with select individuals is corrosive.
  • Actively listen – superior outcomes are often achieved simply by listening.
  • Overconfidence and arrogance are a very common root cause of poor decision-making.
  • If you think you know all the right answers and that no one has anything else to add, you are doomed to fail.
  • You should acknowledge and accept that you will not have answers to many questions and that you are not the expert on many topics.
  • Figure out who the experts are and seek their input and counsel before finalizing strategy and decision-making.
  • We should constantly be bringing a humble perspective and open mind to all our discussions.
  • Success is “we” and failure is “I”.
  • Quality of people is the single most important driver of desired outcomes and attracting, motivating and retaining exceptional talent is essential to our long-term success.
  • Invest a great deal of time in sourcing, meeting and exploring talent.
  • Our organization should have the highest level of competency on analytics and logic-based decision-making.
  • Skills, judgement, attitude and work ethic are the most important attributes in any individual.
  • It is important to build trust with someone rather than assuming trust early on.
  • We strive to bring people into the organization that are passionate about what they do and genuinely wake up excited every morning to go to work.
  • Building teams of highly competent and motivated talent ensures individuals remain challenged and engaged with their colleagues.
  • Conduct business with the highest degree of honesty, integrity and professionalism.
  • There is zero tolerance for actions that contravene our policies designed to protect our corporate integrity.
  • Invest time into evaluating the character and moral fabric of everyone that we work with.
  • Follow through on your commitments and do what you say you will do.
  • Our people should think and act like owners and take full responsibility for the outcomes of their actions.
  • Strive for excellence in undertaking all activities.
  • Don’t blame suboptimal outcomes on other individuals or parties or outside factors – take ownership, examine the issue and make sure the organization learns from experience.
  • Hold yourself accountable to the high standards you hold of others.
  • Employ the best talent available based on skills, attitude and qualifications.
  • The best idea or answer should be supported by logic and analytical back-up.
  • Upward mobility of our employees is based on their contributions and not on their tenure.
  • Our employees are encouraged to openly share and debate viewpoints with the simple objective of arriving at the best answer.
  • Details are critical and no detail is too small.
  • Small oversights or assumptions can lead to significant negative consequences.
  • Focus and forward planning can lead to major positive outcomes.
  • Success is the sum of the details.
  • Spend significant time and effort focusing on all the downside risks, potential problems and topics that you may be missing.
  • Have as many informed eyes looking for problems as possible and openly encourage people to bring forward potential challenges and risks.
  • Constantly challenge assumptions and steps required to get job done and don’t assume that people’s answers are correct just because you’re not an expert on the topic. It is not a matter of not trusting people, but rather elevating the desire for an outcome and challenging all concerned to be accurate in conclusions they make.
  • Missing small details or mistakes can turn into big problems.
  • Checklists, detailed notes and tracking of files is critical.
  • Investing ample time on the front end of a task to map out goals and key success metrics is critical to achieving a good outcome.
  • Openly communicate your goals and key success metrics to all relevant stakeholders to ensure full alignment.
  • Constantly track outcomes against your stated goals and share this information, whether it is positive or not.
  • Constantly set the bar higher and strive for improved outcomes.
  • The more time you can invest in thoughtfully planning on the front end, the more likely you will be in achieving your desired outcomes.
  • Each time you react to a problem, think about how you could have planned to avoid the issue and imbed that learning in your future actions.
  • Constantly think three steps ahead and understand how your actions (or lack thereof) today will impact your outcomes tomorrow.
  • Anticipate problems and seek solutions well in advance.
  • Never be complacent and “go through the motions”.
  • Detailed and thorough checklists that map out the past, present and future are a very effective tool in proactive planning.