STRENGTH IN TEAMS Almost one year ago to the day as I write this, it was ‘all hands-on deck’ as we trans ferred data and information from our old platform to a new provider. Two weeks after the province went into a formal lock down, this change was certainly not ex pected. Our unexpected change could be a case study in planning for the unexpected, but I look at it a bit differently. Rather than trying to plan for every unexpected outcome, I learned that we might benefit more from focusing on our people. Hav ing a team that trusts each other and has strong interpersonal relationships allowed us to make a quick decision with consen sus and manage a crisis with positive en ergy.
It was only 18 months prior to our tran sition that we partnered as 13 local con struction associations across the prairies. In those 18 months, we focused on the idea of working together as a unit and collabo rating to solve problems and improve our service. By sharing and learning from each other we built trust and formed relation ships that were bigger than our daily jobs and weekly meetings. This trust and friend ship allowed us to respond quickly to our platform crisis and work as a single unit toward the best outcome available. With out the trust and relationships built, who knows what the outcome would have been. Our platform is much improved, and we are leaning into member-focused features
as all of the ‘new car smell’ is off the plat form. Soon you can look forward to im proved bid matching, multi-word search, Invitation to Bid, an improved Dashboard, and our re-envisioned Directory. Our team continues to work closely together constantly challenging the status quo and working to improve all aspects of our ser vice. Who knows what the future will bring; I’m not going to try to predict it. With a team that trusts each other and is focused on the same goals, I have learned it doesn’t really matter. Good luck, Curtis Griffith Director, Business Development
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