Collective Real Estate Policy by Pyramid Publishing

COLLECTIVE R E A L E S TAT E

Co l l e c t i ve Re a l E st a te, L LC

TABLE OF CONTENT Pre-Hire & New Hire Standard Operating Procedures a. Pre-Hiring Procedure b. New Hire Procedure c. Employee Termination Procedure

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Policy & Procedure Manual

a. Professionalism b. Builder Identity c. Advertising d. Site Preparation e. Invoice Etiquette f. Employee Handbook g. Client Related Materials h. Insurance Coverage i. Standard Operating Procedure’s (SOP'S)

14 14 15 15 16 16 18 23 25

Brief Summary of The Ideal Team Player

a. Humility b. Hungry c. Smart d. The Ideal Team Player

28 28 29 29

Application

Appendix Employee Self-Assessment

Team Player Job Descriptions

a. Oﬃce Manager b. It Manager c. Concierge d. Secretary e. Sales Manager f. Sales Associate g. Purchase Manager h. Estimators i. Project Managers j. General Managers k. Superintendent l. Foreman m. Punch Out Tech n. Carpenters o. Laborer

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Construction Contract Agreement Proposal

PRE HIRE & NEW HIRE STANDARD OPERATING PROCEDURES

A. PRE HIRING PROCEDURE - Review all open positions to post. - Determine work location and salary. - Create a job description. - Select preferred job sites e.g. Indeed, Careers. - Post jobs. - Review candidate resumes/applications. - Coordinate initial screening of applicants. - Schedule candidate interviews. - Make job oﬀer. - Implement onboarding and new employee orientation.

B. NEW HIRE PROCEDURE - Assign a manager to facilitate all procedures. - Introduce new hire to all team members. - Issue all documents, credit cards, access cards and equipment. - Implement onboarding process. - Schedule new hire orientation. - Training

1. Training Employee training is a process focused on communicating with and teaching an employee information and/or instructions. The purpose of employee training is to improve the employee's performance or to help the employee gain a necessary level of knowledge and skill to productively, eﬀectively, and proﬁtably perform his or her job.

2. Compensation Compensation plans are offered based upon education, experience and level of expertise. The are many roles in our organization, salary and hourly rates are offered accordingly. - Annual salary is offered to full-time employees in roles such as sales & marketing. - Hourly rates are provided for full/part time, seasonal or project employees.

3. Incentive and Bonuses Employees may be eligible for a sum of money in addition to regular pay for exceeding goals. This will be performance based and paid over and above what is due.

4. Performance Evaluation Performance Evaluation is deﬁned as a formal and productive procedure to measure an employee’s work and results based on their job responsibilities. It is used to gauge the amount of value added by an employee in terms of increased business revenue, in comparison to industry standards and overall employee return on investment (ROI). Periodic performance evaluation is an employee’s report card from his/her manager that acknowledges the work he/she has done in a speciﬁc time and the scope for improvement. Ÿ The goal of this entire process of performance evaluation is to improve the way a team or an organization functions, to achieve higher levels of customer satisfaction. Ÿ Regular performance evaluation can help determine the scope of growth in an employee’s career and the level of motivation with which he/she contributes towards the success of an organization. Ÿ Performance evaluation lets an employee understand where he/she stands as compared to others in the organization.

C. EMPLOYEE TERMINATION PROCEDURE Whether the employee quits, was ﬁred, or laid oﬀ, use the following employee termination procedures.

1. Issue the last paycheck

2. Give severance pay

When an employee is terminated, you must pay out all outstanding wages, expenses, unused vacation pay, and any other compensation owed to the employee.

Severance pay is not a requirement, but you can give it to a terminated employee. Typically, severance pay is only reserved for layoﬀs, job eliminations, and mutual agreements to terminate employment.

When the final paycheck is due is based on state laws. The final paycheck might be due upon termination or within a certain number of days. Despite state laws, it is often good practice to have the final paycheck available right away. That way, you don’t have to mail it and the employee doesn’t have to come back to get it.

Severance pay can help the employee ease the transition from employment to unemployment. You can make receipt of severance pay conditional so you get something out of it too. For example, you can require the employee to give up their right to sue you to get the severance pay.

You cannot attempt to deprive the employee of their wages. You’re not even allowed to add a condition of receipt. For example, you cannot require the employee to sign a form saying they will never sue you to get their final wages. Remember, the final paycheck is different than severance pay.

3. Retrieve business property Before the employee leaves your business for the last time, make sure you get back all of your business property. This includes keys, computers, phones, ID badges, and credit cards. Make sure you also remove the employee’s access from any company accounts. You might be able to log into your account and revoke access. Or, you might need to collect and change passwords.

4. Explain COBRA Your employees might be eligible for continued medical coverage through the Consolidated Omnibus Budget Reconciliation Act (COBRA). Because of the act, businesses with 20 or more employees that provide health insurance must give terminated employees the opportunity to remain on the insurance policy for 18 months after termination. However, the former employee must pay the premiums themselves. Tell the employee how they can sign up for COBRA continuation coverage. Let them know what forms they need to ﬁll out and how long their coverage lasts.

5. End child support withholding If you withhold child support from the terminated employee’s pay, you must report that the employee no longer works for you. Report the termination as soon as possible to the child support agency, court, or attorney that issued the income withholding order. Beyond employees with child support withholding, you do not need to report employees to state or federal governments.

6. Conduct an exit interview On the employee’s last day, hold an exit interview. This is an interview where you ask the employee about their experience at the company and why they are leaving. Find out why the employee is leaving. Ask what the employee liked and disliked about your business. You might learn something from the interview that can help you improve your business. During the interview, explain the employee’s ﬁnal pay, end of beneﬁts, and COBRA. If the employee has any questions about their termination and future interactions with the company, answer them during the interview.

7. Update your payroll Updating your payroll is an important part of the dismissal procedure. You don’t want to accidentally run payroll for the erminated employee in the future. Take the employee oﬀ your payroll. But, make sure you keep your payroll records for them. You must still send them a Form W-2 at the end of the year. You must keep your payroll records for the employee for at least three years. And, you need to keep employment tax records for at least four years.

8. Talk to remaining employees Your remaining employees need to know about the termination. Tell them only what they need to know about why the employee is leaving, especially if you ﬁred the employee. Tell employees when, or if, the position will be ﬁlled. Explain how the employee’s duties will temporarily or permanently be reassigned.

9. Handle unemployment benefits If the employee was laid off, they might be able to claim unemployment benefits from the state. If the employee files for benefits, the state unemployment department will contact you to verify their unemployment claims. Respond as soon as possible so the former employee can receive their unemployment benefits. If you believe that the employee doesn’t deserve the benefits, you can say so.

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POLICY & PROCEDURE MANUAL

A. PROFESSIONALISM Homebuilding requires patience and creativity. When you hand over a piece of land to be made into something you wish to live in, you want it to be treated with the utmost level of professionalism. Professionalism reeks out when the builder knows what they are doing. Professionalism is in the bigger picture when the builder prioritizes your needs and requirements and tries to accommodate them in the said budget. As the receiver, one’s only request is to be delivered with well-built convincing results that speak for themselves. While you could get very similar services at a cheaper price, one of the biggest advantages of a professional builder is that you get honest, blunt, and fruitful advice.

B. BUILDER IDENTITY A strong marketing and branding strategy is needed to grow a construction business in today's ﬁercely competitive market. Regardless of whether your construction company is located in a small town or a large city, you must brand yourself to participate in industry expansion.

Professional well-established businesses have been the choice for many because of the insights available that make the homemaking experience more profound and knowledgeable.

Your company's story is best told through a distinctive brand identity. Customers are more likely to know about your brand if it has a strong identity, which in turn brings in credibility and trust. All of this combined fosters a distinctive brand identity. The psychological inﬂuence of a strong brand identity cannot be overstated. However, when you have a distinct brand identity, you stand out from the crowd. Employees too are motivated by a strong sense of brand identity, which also means a strong brand identity uplifts the natural interest of the working-class population to be attracted towards your business endeavors. 14

C. ADVERTISING Advertising is a big element if you wish to appeal to potential clients. Not only does advertising help improve visibility but also drives in newer audiences and clients. The ﬁrst step to aim for a good advertising lead is to determine who you want to reach. It is essential to make sure your ad is aimed at the right audience. One of the best ways to focus on the most eﬀective ad design, messaging, and distribution platform is to use custom audiences as a target.

D. SITE PREPARATION

Keep in mind the questions that your target audience needs answers to. For example, how much money do they make? What sort of things do they like? What are their ages? Is it true that they have a family? Where do they call home? What are the most popular social media sites they utilize? Further, decide on a platform and an ad format before getting started. The next step is to identify the platforms and ad formats that will best reach your target audience based on your market research. Advertising can be done on social media, radio, television, podcasts, newspapers, and search engines. Print ads, video ads, and audio ads are all priced diﬀerently, so knowing your target audience and researching the costs of diﬀerent platforms and formats are equally important.

Blasting, test drilling, landﬁlling, leveling, earth-moving, excavating, and other landpreparation methods are all examples of construction site preparation.

Decide if you're promoting your brand or your product. Instead of highlighting a single seasonal product, campaigns aim to build long-term brand aﬃnity by telling a story, expressing an aesthetic, or communicating an intention that can last months, if not even years. It is in campaigns that characters grow and change over time, making them more than just characters for commercials. The key to always making a statement that will stick in the minds of your audience.

Listed below are the most crucial steps to take care of to prepare the building site for good construction. - Soil Testing and Report Analysis - Demolition of Old Structure - Underground Service and Wire Mapping - Site Surveying and Layout - Site Clearing - Site Excavation and Earthwork - Compaction of Construction Project Site - Anti-Termite Treatment - Start Construction Work

Does a client want to know about site preparation? Making a home is not just about picking a pretty place. A large portion of the home building process depends upon the ‘health’ of the site that you have chosen to build your home on. Before construction begins, various activities such as demolition of old existing structures, clearing of building sites, underground service and wire mapping, site surveying, layout, and anti-termite treatment are required.

E. INVOICE ETIQUETTE Contractors, subcontractors, and suppliers send invoices to their customers when they owe them money for the work done. Invoices create an account receivable by establishing a payment obligation. Documentation of the purchase agreement in writing is what an invoice is all about. While in any business, it is vital to maintain transparency and keep open records of how and where the funds were spent along with the fee for the services. A typical construction invoice will include: The date the invoice was created Ÿ Names and addresses of both parties Ÿ Description of the goods and services Ÿ The price and quantities for those goods and services Ÿ The terms of payment Ÿ

How to make sure you are involved right? Ÿ Send regular invoices Ÿ Make detailed yet clear invoices Ÿ Document everything Ÿ Short, reasonable, feasible payment terms Ÿ Penalty term for late payments Ÿ Invoice follow up

F. EMPLOYEE HANDBOOK 1. An Overview of the Business's Past Employee handbooks can benefit from an introduction describing the company's history and mission, though this is not a requirement. A company's mission statement, why it exists, who its customers are, and where it stands in the market can all be discussed in this section. Founders can also provide insight into a company's history and culture and how the company initially came to be. To avoid making promises that may be difficult to keep if the company experiences financial difficulties, Cooper advises against making any in this section. 16

2. Policy on Paid Time Oﬀ

4. Pay and Promotions

How much vacation time employees can take and when they can take it should be both discussed in this section? For a construction company, the organization must lay out the number of paid holidays workers can get, the number of half days, number of holidays that they can take after crossing the threshold for paid holidays.

Make it clear to your employees how often they will be paid and how much they will be paid each time they work. This is where you state your overtime policy, deﬁne work hours, and discuss your pay grade structure. The one thing you do not want to do when you hire someone is to surprise them about when their pay check is going to arrive Let people know how often they'll be paid. Let them know if you oﬀer direct deposits, and how many pay periods there are per year.”

Other things to add can include leaving such as military spousal leave and sick leave.

Other topics to cover include how the performance evaluation process works and what kind of bonuses and stock options you oﬀer your workers. You must keep in mind that if you spell out a company policy for advancement, it must be adopted by all of the company's managers.

3. Employee Attitudes and Conduct.

5. The advantages

Employee conduct and attendance policies, meal and rest periods, and general expectations can all be addressed under this heading.

Here, give employees a general overview of the benefits you offer, but don't discuss specific policies with specific companies in this section of the document.

A dress code, a policy against harassment and discrimination, and a ban on smoking are all examples of policies that can be included in a company's code of conduct.

Discuss who is eligible, whether it's only fulltime employees or if part-time employees are allowed to receive the beneﬁts at a prorated rate.

Dispute resolution procedures for your employees may need to be addressed.

Determine what you need to do to qualify for benefits when you can begin receiving them, and what significant events in your life — such as getting married or having a child— allow you to switch to a different plan.

Don't get specific in this section since situations under conduct form a spectrum. The key is to lay out general guidelines and promote the staff to work their differences out in the most sensible manner. 17

G. CLIENT RELATED MATERIALS How do you get clients in the home building business? Reputation is key- the last thing you want to do if you wish to scale your construction business is overpromise and under deliver. This not only puts a black mark against your company in the standing market but also reduces the efficiency of the people you put to work. Not to mention, when you fail to meet expectations, you fail to receive work. Ÿ A clear brand image- In today's competitive marketplace, a company's brand image is more than just a pretty logo or tagline. Using your company's values as a guide, you create a logo that reflects your brand. Vehicle and equipment graphics that reflect Ÿ Your company's core values, as well as those of your subcontractors, should be clear and consistent. Ÿ Meet with Potential Customers-Plan to meet with potential clients once a month. To ensure that you meet with the right person, do some research on the customer or company you're working with. Distribute a few company brochures and business cards to your coworkers so they can use them. Determine upcoming projects, how you can bid on the projects, and who you should be talking to secure a position on the project. Ÿ

All Employees Should Be Involved-Your crew members are your public face. Your employees are an extension of your brand and can bring in new customers. If you want them to report any potential leads, make sure you make your company's goals and image are clear to them. Ÿ Adapt Your Marketing to Your Customers' Needs-There is no one-size-fits-all approach to marketing and advertising. This means that what works for one contractor might not work for another. Your ideal customers are out there, and you need to identify and target them. Sponsoring a local charity or event could be beneficial. Some customers respond well to flyer distribution. It’s possible to get results by advertising in local newspapers. Your company's message must be clear and professional in every way. The best way to get new clients is to ask them how they found your company, then look for ways to improve and develop that source. Ÿ

1. Contractor or Vendor Related Materials Types of agreements between buyers and sellers A wide range of services and products are covered by vendor contracts, including both ongoing operations and one-time activities. Typical vendor agreements include the following:

Subcontracting by Letter During a "subcontract" phase, the buyer and seller agree to have a portion of the project or product (usually less than 40%) completed by a third party. When all the contract details can't be ﬁnalized before the project needs to begin, this is typically used (usually large projects with lots of variables.)

Contract with a Predetermined Cost The price of a "well-deﬁned product" is agreed upon by the buyer and seller, and thisprice is not subject to change due to cost overruns, delays, market ﬂuctuations, or other factors. Low-risk transactions with well-known vendors are frequently handled in this manner.

Contract for Unrestricted Delivery A flexible contract with an unspecified quantity of goods or services is agreed upon by the buyer and seller. The minimum and maximum expectations are expressed as a range rather than being crystal clear. Typically used when a single agreement defines the scope of multiple projects being worked on at the same time.

Contract for Cash Reimbursement Buyer and seller agree that in addition to the standard fee, the seller will be compensated for any work that is required to fulﬁl the contract. For products and services that carry greater levels of risk and uncertainty, this phrase is frequently employed.

Contract for the Distribution of Goods A contract that speciﬁes how, when, and where a product will be distributed by a distributor or vendor. It is common for vendors to grant distributors a license that allows them to sell and proﬁt from their own products. As a rule, these agreements outline whether or not the distribution partnership is exclusive or non-exclusive.

Contract for Time and Materials Both the buyer and the seller have agreed on an hourly rate and a speciﬁc timeframe for the transaction. Outside contractors, vendors, consultants, and the like all fall under this broad category. 19

2. New Client On Boarding Meet with client to discuss new homebuilding overall procedures.

Schedule in person, virtual and on site meetings to resolve concerns or questions.

Review contracts, building plans and inspection schedules.

Create opportunities to build and maintain client relationships.

3. Client Retention

Set attainable goals.

Review content.

Resolve open issues.

Communicate and engage with client.

Educate client.

Follow up consistently.

Maintain connection.

Request feedback

Oﬀer periodic satisfaction surveys.

4. Client Exit Interview

What did they like about our product or service? What is their reason

What didn’t they like

for no longer doing

about our product

business?

or service? What would’ve prevented them from leaving?

How would you rate

What could we have

your satisfaction?

done diﬀerently?

What is the reason for leaving?

H. INSURANCE COVERAGE 1. Builders Risk Insurance (Property Damage)

2. General Liability Insurance for Businesses and Construction Workers' Compensation

When a building or another structure is being constructed, builders' risk insurance, also referred to as course of construction (COC) insurance or construction all risk insurance, protects against ﬁnancial loss.

If an employee or customer is injured while working for your company, they will be covered by general liability insurance, which is also known as a commercial general liability (CGL) insurance, and contractor general liability insurance.

Buildings under construction are typically not covered by other policies, such as homeowners or commercial property insurance.

These policies are available in a variety of forms from insurance providers to construction professionals and construction projects.

The following types of property are typically covered by builder’s risk policies: Ÿ Materials for construction Ÿ Foundations Ÿ Structural elements that are not permanent, such as scaﬀolding Ÿ Fixtures for the outside include things like paving and fencing.

Property owners, construction companies, and independent contractors can all beneﬁt from liability insurance policies that shield them from unwarranted risk. Often, these plans are referred to as Contractor General Liability Insurance or General Liability Insurance for Builders.

3. Maritime Insurance for inland vessels If an employee or customer is injured while working for your company, you'll be covered by general liability insurance, which is also known as commercial general liability (CGL) insurance, and contractor general liability insurance. These policies are available in a variety of forms from insurance providers to construction professionals and construction projects. Property owners, construction companies, and independent contractors can all beneﬁt fromliability insurance policies that shield them from unwarranted risk. Often, these plans are referred to as Contractor General Liability Insurance or General Liability Insurance for Builders.

4. Compensation for Sick or Injured Workers Businesses and contractors are covered by workers' compensation insurance, also known as "workers' comp" or "workman's compensation," if one of their employees is injured while on the job. After a covered incident, it covers the following costs: Ÿ Health care costs Ÿ Loss of earnings Ÿ Costs of rehabilitation after an injury Ÿ Attorney's fees if an injured party brings an action against a policyholder Ÿ Death beneﬁts and funeral expenses

I. STANDARD OPERATING PROCEDURE’S (SOP'S) When an organisation compiles a standard operating procedure (SOP) to guide employees through the execution of routine tasks, it is known as a standard operating guide. Standard operating procedures (SOPs) aim to improve productivity while minimising errors an d ensuring compliance with industry regulations.

1. Construction SOPs – Accounts Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ

Role of Accounts Accounts Organizational Structure Accounting Metrics Salary Processing Various Governing Acts Provident Fund Employee State Insurance Insurance Requirements Intellectual Property Rights Asset Management Cost Reduction Initiatives Service Tax Procedures TDS procedure Professional Tax Value Added Tax Luxury Tax Registration

2. Construction SOPs - Construction Phase Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ

Capital Project Closeout Change Order Justiﬁcation Corrective Action Log Excess Funds Transfer Incident Investigation Procedure JOC Contract Approval Authority Levels Large Delivery Vehicles Outage Request Safety Sole Source Justiﬁcation

3. Construction SOPs – Finance Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ

Account Set-up Account Distribution and Adjustment Form Petty Cash Purchase Cash Receipts Travel Advance and Reimbursement Accounts Payable Voucher System

BRIEF SUMMARY OF THE IDEAL TEAM PLAYER

HOW TO RECOGNIZE AND CULTIVATE THE THREE ESSENTIAL VIRTUES A Leadership Fable by Patrick Lencioni

“The right people” are the ones who have three virtues in common – humility, hunger and people smarts.

A. Humility Great team players lack excessive ego or concerns about status. Ÿ They are quick to point out the contributions of others and slow to seek attention for their own Ÿ They share credit, emphasize team over self, and deﬁne success collectively rather than individually Ÿ There are two types of people who lack humility: Ÿ

a. The overtly arrogant people who make everything about them, the classical ego driven type which diminishes team work b. The others are those who lack selfconﬁdence who discount their own talents and contributions, so others mistakenly see them as humble. Ÿ

B. Hungry Hungry people are always looking for more – more things to do, more to learn, more responsibility to take on. Ÿ They never have to be pushed by a manager to work harder as they are selfmotivated and diligent. Ÿ They are constantly thinking about the next step and the next opportunity. Ÿ Hunger, here refers to one of a healthy kind – a manageable and sustainable commitment in doing a job well and going above and beyond when it is truly required Ÿ

“Humility isn’t thinking less of yourself, but thinking of yourself less” - C S Lewis

C. Smart Ÿ Ÿ

Smarts refers to a person’s common sense about people. Smart people tend to know what is happening in a group situation and how to deal with others in a most effective way. They ask good questions, listen to what others are saying and stay engaged in conversations intently. Smart people have good judgement and intuition around the subtleties of group dynamics and the impact of their words or action. What makes humble, hungry and smart powerful and unique is not the individual attributes themselves, but the required combination of all three. If anyone is missing in a team member, team work becomes significantly more difficult and sometimes not possible.

D. The Ideal Team Player When team members are adequately strong in each of these areas, when they possess significant humility, hunger and people smarts, they enable team work by making it relatively easy for members to overcome the five dysfunctions of a team. Ÿ They are more likely to be vulnerable and build trust, engage in productive abut uncomfortable conflict, commit to group decisions even if they initially disagree, hold their peers accountable when they see performance gaps and put the results of the team ahead of their own needs Ÿ Those who lack all three qualities have little chance of being valuable team members. It would take great effort over long period of time for them to develop the capacity for all three, let alone two or even one.

Humble Only – The Pawn

Smart only – The Charmer

a. People who are only humble, but not at all hungry or smart are the “pawns” on a team. b. They are pleasant, kind hearted unassuming people who just don’t feel a great need to get things done and don’t have the ability to build eﬀective relationships with colleagues. c. They often get left out of conversations and activites and have little impact on the performance of a team. d. Pawns don’t make waves, so they can survive quite a long time on teams that value harmony and don’t demand performance

a. People who are smart, but sorely lacking in humility and hunger are “charmers” b. They can be entertaining and even likeable for a while, but have little interest in the long-termwell-being of the team. c. Their social skills can sometimes help them survive longer than bulldozers or pawns, but often their contributions to the teams are negligible, they often wear out their welcome quickly.

Humble and Hungry, but not Smart – The Accidental Mess maker

Hungry Only – The Bulldozer

a. They genuinely want to serve the team and are not interested in getting a disproportionate amount of credit and attention. b. However, their lack of understanding of how their words are actions are received by others in the team will lead to interpersonal problems. c. While colleagues will respect their work ethic and sincere desire to be helpful, those colleagues can get tired of having to clean up the emotional and inter personal problems that this group often leaves behind. d. Accidental Mess Makers have no bad intentions and can usually take corrective feedback in good humor

a. These people will be determined to get things done, but with a focus on their own interests and with no understanding or concern for how their actions impact others. b. Bulldozers are quick destroyers of teams c. In organizations that place a premium on production alone bulldozers can thrive and go uncorrected for long periods of times.

Humble and Smart, but not Hungry – The Lovable Slacker a. They aren’t looking for undeserved attention, and they are adept at working with and caring about colleagues b. Unfortunately, they tend to do only as much as they are asked and rarely seek to take on more work or volunteer for extra assignments c. They have limited passion for the work the team is doing d. Lovable slackers need signiﬁcant motivation and oversight, making them a drag on the team’s performance, more so than accidental mess makers.

Hungry and smart, but not Humble – The Skillful Politician a. These people are cleverly ambitious and willing to work extremely hard, but only in as much as it will beneﬁt them personally. b. Because they are smart, skillful politicians, they are adept in portraying themselves as being humble, making it hard for leaders to identify them and address their destructive behaviors. c. By the time the leader sees what’s going on, the politician may have created a trail of destruction among their more humble colleagues.

Humble, Hungry and Smart The Ideal Team Player a. Ideal team players possess adequate measures of humility, hunger and people smarts. b. They have little ego when it comes to needing attention or credit for their contributions, and they are comfortable sharing their accolades. c. Ideal team players work with a sense of energy, passion and personal responsibility, taking on whatever they possibly can for the good of the team. d. They do and say the right things to help team mates feel appreciated, understood and included even when diﬃcult situations arise that require tough love. 31

APPLICATIONS Here are a few questions that can help you get at the essence of humble, hungry and smart

There are four primary applications of the ideal team player model within an organization – hiring, assessing current employees, developing employees who are lacking in one or more of the virtues, and embedding the model into an organization’ culture.

Humble Ÿ Ÿ

1. Hiring The most reliable way to ensure team work takes hold in an organization would to be to hire only ideal team players.

Ÿ Ÿ Ÿ

Some of the ways to improve the interview process are Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ

Not being too generic Debrief each interview as a team Consider group interviews Make interviews non-traditional Ask questions more than once Ask what others would say Ask candidates to do some real work Don’t ignore hunches Scare people with sincerity

Tell me about the most important accomplishments of your career What was the most embarrassing moment in your career? Or the biggest failure? How did you handle that embarrassment of failure? What is your greatest weakness? How do you handle apologies, either giving or accepting them? Tell me someone who is better than you in an area that really matters to you

Hungry What is the hardest job you have ever worked on something in your life? Ÿ What do you like to do when you are not working? Ÿ Did you work hard when you were a teenager? Ÿ What kind of hours do you generally work? Ÿ

Smart How would you describe your personality? Ÿ What do you do that others in your personal life might ﬁnd annoying? Ÿ What kind of people annoy you the most, and how do you deal with them? Ÿ Would your former colleagues describe you as an empathic person? Or can you can give me an example of how you have demonstrated empathy to a team mate? Ÿ

2. Assessing current employees Another important application of the ideal team player is the evaluation of current employees There are three outcomes of this evaluation Conﬁrming that the employee is an ideal team player Ÿ Helping the employee improve and become one Ÿ Deciding to move the employee out Ÿ

Humble

There will be situations where a leader is struggling with an employee, and the assessment can be used to identify the source of the struggle – a lack of humility, hunger or smarts

Ÿ Ÿ Ÿ

There are a number of questions managers can ask themselves about a given employee to determine whether he or she is humble, hungry or smart

Ÿ Ÿ Ÿ

Does he genuinely compliment or praise team mates without hesitation? Does she easily admit when she makes a mistake? Is he willing to take on lower level work for the good of the team Does she gladly share credit for team accomplishments? Does he readily acknowledge his weakness? Does she oﬀer or receive apologies graciously?

Hungry Ÿ Ÿ Ÿ

Ÿ Ÿ Ÿ

Does he have to do more than what is required in his own job? Does she have passion for the “mission” of the team? Does he feel a sense of personal responsibility for the overall success of the team? Is she willing to contribute to and think about work outside of oﬃce hours? Is he willing and eager to take on tedious and challenging tasks when necessary? Does she look for opportunities to contribute outside of her areas of responsibility

Smart Ÿ

Ÿ Ÿ Ÿ Ÿ Ÿ

Does he seem to know what his team mates are feeling during meetings and interactions? Does he show empathy to others on the team? Does he demonstrate an interest in the lives of team mates? Is she an attentive listener? Is he aware of how his words and actions impact others on the team? Is she good at adjusting her behavior and style to ﬁt the nature of a conversation or relationship?

Employee Self-Assessment – the most eﬀective way to assess employees is often to ask them to evaluate themselves

3. Developing Employees who are lacking in one of more of these virtues

The best way to allow employees to do self-assessments is to give them explicit questions to consider, and phrase those questions in ways that encourage honesty. Ÿ A good team player must not only have the right attitude, but must demonstrate the right behaviors in a way that others see and understand. Ÿ

Once a leader has established a clear sense of his employee’s relative strengths and weaknesses related to these three virtues, the process of improvement can begin. The leader’s commitment in constantly reminding the employee, even if unpleasant, is important in this process. When the manager steps up the challenge, one of two things would happen – either the employee strives to improve and achieves the breakthrough or he/she might decide to leave the organization. A third possible outcome could be the person sticks on to the organization without making the necessary behavioral changes – in which case he/she might have to be forcibly asked to go.

Developing Humility Humility is one of the most sensitive of the three virtues, which is why the process of improving in this area is often the most psychologically nuanced. Ÿ Lack of humility is often related to a feeling of insecurity which is rooted in childhood. Ÿ Sometimes the cause of struggle with humility or with other virtues can be traced back to employee’s personality type. Using the Myers Briggs or the DISC proﬁles it is possible to predict people who might have a higher likelihood of having humility problems. Ÿ Another way to develop these virtues is to have the employee make a list of desired behaviors related to their area of development and then track their own actions over a period of time. Ÿ

Developing Hunger Ÿ

Hunger is the least sensitive and nuanced of these three virtues – also the hardest to change. Developing hunger is transforming the employee so that he can ultimately come to embody the idea of going above and beyond and no longer need extra prodding or reminding. Lacking hunger can actually be a desired characteristic for some people. Plenty of people who lack hunger would like to be fully engaged and more productive in their work. Some people prefer a sense of detachment and routineness and pouring into them is not going to yield signiﬁcant returns. One of the ways of helping the person become hungry is to connect him/her to the importance of the work being done (the “Why”) Another way of developing hunger is to set clear behavioral expectations and hold them accountable for those expectations.

Developing Smarts The key to helping someone become smarter is to make it clear that a deﬁciency in this area is not about intention. Ÿ Employees who lack people smarts have no desire to create interpersonal problems with their team mates. Ÿ A person who has trouble being smart with people can be likened to a pet. Like a puppy being trained, he needs to be quickly and lovingly rapped when he does something non-smart. Ÿ If we want to create a culture of humility, hunger and smarts, the best way to do it is to constantly be catching people exhibiting those virtues and publicly holding them up as examples. Ÿ

Embedding the model into an organization’s culture If we want to create a culture of humility, hunger and smarts, the best way to do it is to constantly be catching people exhibiting those virtues and publicly holding them up as examples. Ÿ Similarly, whenever you see a behavior that violates one of the values, take the time to let the violator know that his behavior is out of line. Ÿ The key is that leaders and team mates don’t squander opportunities for constructive learning. Ÿ Great cultures tend to be appropriately intolerant of certain behaviors and great teams should be quick and tactful in addressing any lack of humility, hunger of people smarts. Ÿ

Appendix Employee Self-Assessment Instructions: Use the scale below to indicate how each statement applies to your actions on the team. Respond as honestly as possible as this will allow you to most accurately identify any ideas of development that you may have Scale: 3 – Usually, 2 – Sometimes, 1 – Rarely Humble My team mates would say

Smart My team mates would say I generally understand what others are feeling during meetings or conversations

I compliment or praise them without hesitation I easily admit to mistakes

I show empathy to others in the team I am willing to take on lower level work for the good of the team

I demonstrate an interest in the lives of my team mates

I gladly share credit for team accomplishments

I am an attentive listener I am aware of how my words and actions impact others on the team

I readily acknowledge my weaknesses I oﬀer and accept apologies quickly

I adjust my behavior and style to ﬁt the nature of a conversation or relationship

Hungry My team mates would say

Scoring

I do more than what is required in my own job

A score of over 18 would mean that the virtue is a potential strength 16-14 is an indication that you most likely have some work to do around that virtue to become an ideal team player

I have passion for the “mission” of the team I feel a sense of personal responsibility for the overall success of the team

A score of 13 or lower is an indication that you need improvement around that virtue to become an ideal team player.

I am willing to contribute to andthink about work outside of oﬃce hours I am willing to take on tedious or challenging tasks whenever necessary I look for opportunities to contribute outside of my area of responsibility 37

TEAM PLAYER JOB DESCRIPTIONS

A. OFFICE MANAGER Office managers are in charge of the day-today operations of a workplace and the supervision of the administrative staff. The duties and responsibilities of the position can vary widely, from reception, copy editing, general support, to handling a specific type of paperwork or filing for specific departments.

Responsibilities Ÿ Ÿ

Ÿ Ÿ Ÿ

Ÿ Ÿ

Overseeing the day-to-day operations of the office. Assisting visitors, answering phone calls, and providing world-class customer service are just some of the duties of the receptionist. Coordinating appointments and meetings, as well as managing the calendars and schedules of staff members. Delegating tasks and responsibilities to our office staff to ensure maximum productivity Coordination of domestic travel arrangements, including flight and hotel reservations. Purchasing and stocking office supplies and equipment, as well as making sure there are enough of them. Composing and editing documents such as reports, letters, and contracts. Developing presentations and other management-level reports.

Qualiﬁcations and skills Ÿ Ÿ Ÿ Ÿ Ÿ

A bachelor’s degree or equivalent. Five years of administrative experience. Oﬃce management experience and expertise. Excellent computer skills, including a high degree of proﬁciency in Microsoft Word, Excel, Outlook, and PowerPoint.

B. IT MANAGER IT Manager is responsible and accountable for the smooth running of computer systems within the limits of requirements, speciﬁcations, costs, and timelines. An IT manager supervises the implementation and maintenance of a company’s computing needs. An ideal candidate will have improved skills, proven professional experience, and detailed knowledge of the industry’s best practice processes.

Responsibilities Ÿ

Ÿ Ÿ

Manage information technology and computer systems by planning and organizing electronic data and operations. Manage IT staﬀ by recruiting, training, and coaching employees, communicating job expectations, and appraising their performance. Design, develop, implement, and coordinate systems, policies, and procedures Ensure security of data, network access, and backup systems and promote system functionality to obtain an organizational policy. Identify problematic areas and implement strategic solutions in time to audit systems and assess their outcomes. Preserve assets, information security, and control structures. Handle annual budget and ensure costeﬀectiveness

Qualiﬁcations and skills Ÿ Ÿ

Ÿ Ÿ

Proven IT management experience or other relevant experience required. An in-depth understanding of computer hardware and software systems, as well as technical management. Knowledge of data center operations and data management Computer networks, network administration, and network installation are all part of the job. Having the ability to manage staﬀ Degree in computer science, MIS, or a related ﬁeld

C. CONCIERGE Concierge services include making dinner and tour reservations, making event suggestions, and arranging transportation for guests, patrons, tenants and employees.

Responsibilities Ÿ

Ÿ Ÿ

Greeting visitors and guests warmly and making them feel attended to by responding to their phone or email inquiries in a timely and polite manner. Assisting guests in arranging transportation and excursions by providing recommendations for restaurants and activities. Conveniently handling incoming mail and phone calls as well as package deliveries At all times, ensuring that the reception area is clean and tidy and anticipate the guest’s needs Keeping track of supplies and placing orders for more when necessary.

Qualiﬁcations and skills Ÿ Ÿ

Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ

Prior customer service experience of at least one year. Good phone manners and excellent written and spoken communication skills are necessary. Must be able to make every guest feel important and valued. Having a working knowledge of basic office equipment Demonstrate great organizational skills as well as pay attention to detail. Word, Outlook, and Excel are all part of the Microsoft Office suite, and their basic knowledge is required. Take initiative, be friendly, and enjoy working with others; fluency in one or more languages is a big plus.

D. SECRETARY First impressions are often made by secretaries, who work at the front desk. They are primarily responsible for tasks such as organizing ﬁles, scheduling meetings, and managing the daily operations of a business. Customers’ accounts can be accessed by secretaries, and they may be asked to assist in resolving a problem.

Responsibilities Ÿ

Ÿ Ÿ Ÿ

Greeting visitors and directing them to the appropriate departments or individuals is the responsibility of the receptionist. Phone calls and email inquiries should be answered and responded to in a timely manner. Organizing meeting rooms, set up conference calls, and take notes and minutes during meetings, as necessary. Maintaining ﬁles and documents and photocopying as and when necessary. A huge deal of work involves writing emails, memos, and letters. Put in place new procedures and recordkeeping systems in the workplace

Qualiﬁcations and skills Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ

Representing the company in a professional manner Conﬁdently interacting with people of all ranks and positions. Using time wisely to accomplish multiple tasks at once. Providing proof of one's numerical abilities Making sure the most urgent and timesensitive tasks are completed ﬁrst. Demonstrating one's work pride

E. SALES MANAGER Management of sales operations is handled by an individual known as Sales Manager or Sales Department Manager. They are responsible for hiring and training sales staﬀ, distributing leads among sales representatives, and passing along information from upper management about sales quotas.

Responsibilities Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ

Overseeing all aspects of business operations in the region. Assisting in the recruitment and training of new sales representatives. Overseeing and coordinating all local and regional sales activities. Preparing and approving sales budgets and projection. Using key quantitative metrics that are used to monitor and analyze sales data. Setting discount rates and setting price schedules. SOPs and policies for distributors and dealers to be advised on and implemented

Qualiﬁcations and skills Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ

Bachelor’s degree in business or a closely related ﬁeld. Knowledge of how to devise and execute successful sales strategies. Management experience in dealing with customers Managing and directing a sales team must be a strong suit. Excellent command of the English language, both verbal and written. A commitment to excellent customer service Lead a sales team eﬀectively.

F. SALES ASSOCIATE Customer service is the primary responsibility of a Sales Associate, also known as a Retail Sales Associate. Customers are greeted as they enter the store, products are found and used, and purchases are rung up at the POS register by these employees.

Responsibilities Ÿ Ÿ Ÿ Ÿ

Greeting customers as they enter the shop Keeping up to date on all kinds of products that sell in the store Advising clients on the most appropriate products to meet their requirements Enhancing a customer's shopping experience by recommending related products. Explaining products' beneﬁts and functions, how to prepare and use them to get the best results. Resolving returns, accepting and processing orders, and operating the point-of-sale register Promotions of special sales and oﬀers, as well as awareness of the loyalty program.

Qualiﬁcations and skills Ÿ Ÿ Ÿ Ÿ Ÿ

High school diploma or GED In-depth knowledge of products of speciﬁed kinds Excellent sales and communication skills Working knowledge of POS payment systems Valid Class-A driver’s license

G. PURCHASE MANAGER Responsibilities Ÿ

Ÿ Ÿ

Ÿ Ÿ Ÿ Ÿ Ÿ

Manage all aspects of the company's purchasing, including purchasing, selling, and distribution. Vetting the company’s new project proposals. Improving working strategies by collaborating with the marketing and sales departments Checking out the current purchasing processes to see if they're working. Improving existing purchasing and delivery systems by making changes Contract negotiations with suppliers and vendors are your responsibility. Locate dependable, cost-eﬀective, and high-quality vendors. Making sure the staﬀ has a good relationship with the company's customers

Qualiﬁcations and skills Ÿ Ÿ

Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ

A Master's degree in a related ﬁeld is usually preferred Prior experience working in the purchasing department in the same industry required Strong understanding of the market conditions and trends Working knowledge of negotiation techniques in the industry Exceptional interpersonal and social skills to build a good rapport Positive and professional demeanor Excellent verbal and written communication skills Great team player Flexible to travel and work long hours as necessary

H. ESTIMATORS For a construction project, the estimated costs of labor, equipment, and raw materials are calculated by estimators, also otherwise known as cost planners. In the preconstruction phase of the project, they are typically employed by construction contractors and are involved in the tendering process. When it comes to projects, they can range from new construction to ongoing repairs and renovations

Responsibilities Ÿ

Ÿ Ÿ

Estimating project costs by studying blueprints, bills of materials, and other supporting documentation. A thorough examination of all relevant is performed in order to ﬁnd the best suppliers and subcontractors and to negotiate for the lowest possible prices and quotes. Determining the project's potential ﬁnancial, technical, and operational risks Visiting construction sites to gather information and stay up to date on the most recent developments in construction Keeping abreast of the most recent changes in legislation and regulations Work with bid manager and other key members of the project team in making bid decisions, coordinating with customers and suppliers, keeping meticulous records, writing reports.

Qualiﬁcations and skills Ÿ Ÿ

Ÿ Ÿ Ÿ

A bachelor’s degree in an industryrelevant subject is preferred. Civil, structural, or mechanical engineering, quantity surveying, and construction management. Membership of a relevant professional body may be beneﬁcial Meticulous problem-solving skills with a methodical approach to work Communication, organization, and time management are integral elements of the skill set.

I. PROJECT MANAGERS The job of a project manager is to plan and monitor projects to make certain they are completed on time and within budget. Project managers are required for planning and allocating resources, preparing budgets, monitoring progress, and keeping stakeholders informed throughout. A company's goals and vision are used as a framework for all of this. Whether it's construction, IT, HR, or marketing, project managers are essential in all sectors.

Responsibilities Ÿ

Ÿ Ÿ

Determine and deﬁne project scope and objectives and further predict resources needed to reach objectives. Prepare a budget based on the scope of work and resource requirements and track projects costs in order to meet the set budget. Provide project updates consistently to various stakeholders about strategy, adjustments, and progress Manage contracts with vendors and suppliers by assigning tasks and communicating expected deliverables Utilize industry best practices, techniques, and standards throughout the entire project execution Monitor progress and make adjustments as needed Measure project performance to identify areas for improvement

Qualiﬁcations and skills Ÿ Ÿ Ÿ Ÿ

Ÿ Ÿ Ÿ

A minimum of 5 to 8 years of project management experience is required. Certiﬁcation as a Project Management Professional (PMP) is preferred. A proven ability to come up with creative solutions to problems. Project management software tools, methodologies, and best practices must be well known Analytical abilities of the highest order Exceptional interpersonal skills and a wealth of knowledge A proven track record of completing projects on time and within budget.

J. GENERAL MANAGERS General managers play a critical role in the success of a wide range of organizations from large corporations to small businesses. The daily operations of a business segment, department, or stand-alone retail location are overseen by general managers, who act as scaled-down CEOs. Strategic goals are met by setting operational policies, creating and maintaining budgets, and more. General managers are capable leaders who possess strong business conﬁdence and a talent for organizing and collaborating.

Responsibilities Ÿ

In charge of day-to-day operations, assigning weekly performance goals and ensuring that they are met, while also accomplishing your own goals Recruit, onboard, and train highperformance employees to achieve sales, profitability, market share, and business plan objectives. Establish, implement, and enforce budgets and resource allocation plans; Assign tasks to the most qualified employees Enforce all policies, procedures, standards, specifications, guidelines, training programs, and cultural values, delegate responsibility to the most qualified employees. Effortlessly and mutually beneficially resolve internal staff conflicts

Qualiﬁcations and skills Strong decision-making abilities and proven management experience Ÿ Financial acumen with a proven track record of developing and maintaining ﬁnancial plans Ÿ Motivation and leadership skills, as well as the ability to keep employees engaged in tasks Ÿ Operational procedures must be well understood Ÿ

K. SUPERINTENDENT Construction companies hire superintendents to oversee the day-to-day activities of building a new structure. Superintendents determine the resources required for a construction project and generate cost estimates for the project's budget. It is their job to hire and delegate tasks to subcontractors, as well as to set the work schedule for the entire construction crew. Their job is to keep track of everything that happens on a construction site and record their observations in a log for the next day's work.

Responsibilities Ÿ

Ÿ Ÿ

Schedule, track, and distribute resources for an entire team. Manage a diverse group of people working on a single project. Estimate the costs of the project's labor, materials, and other components. Coordinate with customers and other construction management to set budgets and schedules. In addition to this, coordinate the delivery of materials and equipment with suppliers and vendors. Create work and subcontractor schedules Keep a daily record of all activities on the job site and report any discrepancies toupper management To meet construction deadlines, make adjustments to the operation. Make use of cost-eﬀective and eﬃcient management practices.

Qualiﬁcations and skills Ÿ

Ÿ Ÿ

Ÿ Ÿ Ÿ

Ability to express oneself clearly in writing, verbally, and through active listening Budgeting best practices in the construction industry is essential Good planning, including design execution, resource allocation, and contingencies is required. This includes knowledge of construction equipment such as safe operating practices and signs of maintenance problems. Comprehensive knowledge of local, state, and federal building codes. Exceptional decision-making and problem-solving abilities Motivation, goal-setting, and conﬂict management are just a few of the skills needed to be an eﬀective leader. A strong command of time management, as well as the ability to delegate, prioritize, and multitask

L. FOREMAN An experienced construction foreman has a thorough knowledge of the ﬁeld. Leadership abilities and extensive experience to direct the work of others and quickly make decisions, which is an integral part of what a typical day would like for a construction foreman.

Responsibilities Ÿ

Prioritize and plan work to ensure everything runs smoothly among crew members Monitoring schedules and attendance while also looking after assigning general duties. Make certain that there is suﬃcient staﬀ and resources and train and supervise all segments of employees. Monitor the use of machinery and equipment so that safety and quality standards must be met at all times. Resolve issues as they arise and report on progress to managers, engineers, and other relevant personnel.

Qualiﬁcations and skills Ÿ Ÿ

Ÿ Ÿ Ÿ Ÿ Ÿ

Proven experience as a construction foreman Comprehensive knowledge of construction procedures, equipment, and working guidelines. Knowledge of electrical and hydraulic systems Excellent organizational and leadership skills Capability to communicate and report eﬀectively Math aptitude along with problemsolving skills. Physical stamina and ability to engage in tiring activities.

M. PUNCH OUT TECH The Punch-Out Technician is responsible for eﬃciently handling “punch out” activities for new construction homes in a professional manner. The technician will be expected to perform light construction activities to prepare homes for delivery to new home buyers.

Responsibilities Ÿ

Ÿ Ÿ Ÿ Ÿ

Complete “punch-out" activities for newly constructed homes include minor painting and drywall repair as well as light carpentry and basic labor. Supervisory support for Assistant Superintendent and Site Superintendent for subcontractor oversight. Involved in site and unit inspections at the facility To help out with one-month warranty claims. Helps to keep the community's standards up to date. Maintains open lines of communication with all homeowners and the company’s own employees Ensures the job site and individual units are kept clean.

Qualiﬁcations and skills Ÿ

Ÿ Ÿ Ÿ

Ÿ Ÿ

Accomplished multitaskers who are adept at prioritizing and juggling multiple projects at once Excellent speaking abilities Professional demeanor when dealing with homeowners. Knowledge of construction and maintenance is preferred, but the right candidate will be taught the necessary skills. Hand and power tool proﬁciency Having the ability to perform hands-on work

N. CARPENTERS Carpenters build, install, and repair a wide range of structures and fixtures for homes, businesses, and industries. Carpenters are frequently called upon to help with the deconstruction and upkeep of these buildings and fixtures as well. These tasks can range from the installation of office doors to the construction of bridges.

Responsibilities A wide range of products, from cabinets to insulation to ceramic tile to drywall, are all part of the work a carpenter does Ÿ Ÿ Ÿ Ÿ

Ÿ Ÿ

Maintaining the safety of your tools and equipment. Determine what repairs are needed in a building. Repairs should be documented thoroughly. The most essential aspect is to work honestly. Shape, cut, or alter materials as necessary. Construct windows, doors, and cabinets. When making modiﬁcations, measure and mark the materials you are working with.

Qualiﬁcations and skills Ÿ Ÿ

Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ

A high school diploma or general education diploma is required (GED) At least three years of experience in the field of general carpentry, or an equivalent combination of education, training, and work experience. A valid driver's license is required. Certification in forklift use is preferred. Prior asbestos education and awareness training is preferred. The ability to read, write, and speak clearly (in English) Accuracy in reading and understanding blueprints as well as schematic drawings. Proven proficiency with electric tools Lifting and moving 50 pounds regularly

O. LABORER In the construction industry, a construction worker or laborer is a person who performs physical labor. They do this by cleaning the area, loading or unloading materials, and removing any hazards that might be present. Scaﬀolding and other temporary structures can also be put together and disassembled by a general laborer.

Responsibilities Ÿ Ÿ

Ÿ Ÿ Ÿ

Maintaining and operate construction machinery and equipment. When necessary, assisting equipment operators, carpenters, and other skilled workers Preparing construction sites by removing obstacles and hazards. Loading and unloading construction material. Assembling or dismantling temporary structures, such as scaﬀolding

Qualiﬁcations and skills Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ

A valid driver's license is required. Age must be 18 or above. A general education diploma (GED) is required. The ability to perform physically demanding tasks is a must. Must be well equipped and healthy to work in all kinds of weather Punctual and reliable Previous construction industry experience as a general laborer is essential

CONSTRUCTION CONTRACT AGREEMENT

This construction Contract agreement (this “Agreement”) is made as of 8-31-2020 by and between Mr. John and Mrs. Jane Doe Individuals located at

WHEREAS, Owner owns the property located at

(“Owner”) and Collective Real Estate, LLC a Houston limited liability corporation located at

NOW THEREFORE, in consideration of the mutual promises and for the good and valuable consideration exchanged by the Parties as set forth in this Agreement, the Parties, intending to be legally bound, hereby mutually agrees as follows:

(the “Property”) and desires to have certain work performed by Contractor at the Property.

(“Contractor”). Owner and Contractor may each be referred to in this Agreement individually as a “Party” and collectively as the “Parties”. WHEREAS, Contractor is a duty licensed general contractor in the State of Louisiana, in good standing, withcontractor’s license number 559999.

1. Description of work Contractor shall perform the following described work (the “Work”), in accordance with Owner’s contract plans and specifications, this Agreement and any Change Order, as defined herein, (collectively, the “Contract Documents”) at the Property: Install New base Throughout the upstairs with shoe in Bathroom and landing. Install new doors Upstairs to closets and entry ways. Install new cabinet in bathroom. Install New window/door casing. Finish trimout for attic access. Reinstall existing shelves in office.

2. Contract Price and Payments Owner agrees to pay Contractor for the Work the total amount of $5,925.00 USD (the “Contract Price”). Payment of this amount is subject to additions or deductions in accordance with any mutually agreed to changes and/or modiﬁcations in the Work, and the other documents to which this Agreement is subject. Payment for the Work will be according to the following schedule: Ÿ $ 3,555.00 deposit due upon the execution of this Agreement. Ÿ $ 2,370.00 balance due upon completion of the Work.

3. Certiﬁcation of Completion

4. Materials and Labor

Upon completion of the Work, Contractor shall notify Owner that the Work is ready for final inspection and acceptance. When Owner finds the Work acceptable and this Agreement fully performed. Contractor shall issue Owner a “Certificate if Completion” stating that the Work has been and payable. Owner shall make the final payment within 7 days after receiving a Certificate of Completion. Owner, by making final payment waives all claims except those rising out of: (a) any faulty Work appearing after completion: (b) any Work that does not comply with the Contract Documents: and (c) outstanding claims or liens. Contractor, by accepting final payment, waives all claims except those previously made in writing, and which remain unsettled at the time of acceptance.

Contractor shall provide and pay for all labor and equipment, including tools, construction equipment, machinery, transportation and all other facilities and services, and all materials necessary for the completion of Work. All materials shall be good quality and new, unless the Contract Documents require or permit otherwise. Contractor may substitute materials only with the prior written approval of Owner.

5. Starting and Completion Dates The work under the Agreement shall begin by Sep 1, 2020 and shall be completed by Oct 14, 2020.

6. Instructions Owner shall give all instructions to Contractor and shall furnish all necessary surveys for the Work. Unless otherwise provided in the Contract Documents. Owner shall secure and pay for all necessary assessments or other approvals necessary for permanent structures or facilities which are necessary to compete the Work.

7. Licenses and Permits Owner shall obtain all licenses and permits necessary for proper completion of Work. Owner is responsible for the cost of any necessary permits and licenses.

8. Laws and Regulations Contractor shall perform the Work in a workmanlike manner. Contractor shall comply with all applicable federal, state, and local laws, regulations and ordinances, and any safety requirements of Owner (the “Applicable Laws”) in the performance of the Work. Contractor shall promptly notify Owner upon discovery of any variance between the Applicable Laws and Construction Documents.

9. Supervision of Construction Contractor shall be solely responsible for and shall supervise ad direct all construction under this Agreement. Contractor shall provide competent and suitable personnel to perform the Work and shall at all time maintain good discipline and order at the Property. Contractor will be at time take all reasonable precautions for the safety of its employees and public at the Property. Contractor agrees to assume full responsibility for the acts, negligence and/or omissions of its employees and any subcontractors and their employees.

10. Record Documents

12. Hazardous Materials

Contractor shall maintain a safe place at the Property, one record copy of all drawings, speciﬁcations, addenda, written amendments, and the like in a good order and annotated to show all changes made during construction, which will be delivered to Owner upon completion of Work.

Except as otherwise provided in the Contract Documents. Contractor shall be responsible for all Hazardous Materials brought to the Property by Contractor. Hazardous Materials shall include radioactive materials, asbestos, polychlorinated biphenyls, petroleum products, crude oil, ﬂammable materials, chemicals or solvents known to cause cancer or reproductive toxicity, pollutants, contaminants and toxic substances which are restricted, prohibited or regulated by any agency of government in it manufacture, use, maintenance, storage, ownership or handling. If Contractor discovers any Hazardous Materials on the Property, Contractor shall immediately notify Owner and may cease working until the material or substance has been rendered harmless. Owner shall defend, indemnify and hold harmless Contractor, any subcontractors, and their respective agents and employees from and against all claims, damages, losses, and expenses, including attorney fees, arising out of or resulting from contact with Hazardous Substance in performance of Work resulting in bodily injury, illness to death, or injury or property damage, provided such claim, damage, loss or expense is not the result of any negligent act or omission by the party seeking such indemnity.

11. Utilities Owner shall pay for all permanent electric, water, phone, cable, sewer, and gas service as needed to perform Work. Owner shall pay for installation, connection and removal of all temporary utilities on the Property during the performance of the Work. All temporary utilities shall conform and adhere to the Applicable Laws.

13. Warranty Contractor warrants that the Work shall be in accordance with the Contract Documents and free from materials structural defects. Contractor shall redo or repair any Work not in accordance with the Contract Documents or any defects caused by faulty materials, equipment or workmanship for a period of 3 months from the date of completion of Work.

14. Condition of Property Contractor agrees to keep the Property and adjoining driveways free and clear of waste material and rubbish. Contractor shall conﬁne the storage of materials and equipment and the operations of employees to the Property and shall not unreasonable encumber the Property with materials or equipment. Contractor shall be fully responsible for any damage to the Property or areas contiguous thereto resulting from the performance of the Work. At the completion of the Work, Contractor shall remove all waste materials, rubbish and debris from and about the Property as well as all tools, appliances, construction equipment and machinery, and surplus materials, and shall leave the Property clean and ready for occupancy by Owner.

15. Inspection Owner shall have a right to inspect the Work at any time and request that the Contractor promptly correct any Work that is defective or does not conform to the Contract Documents. If required, the Work shall be inspected and certiﬁed by the appropriate state and local agency or health oﬃcer at each necessary stage.

16. Right to Stop Work

18. Work Changes

If Contractor fails to correct any defective Work or repeatedly fails to perform the Work in accordance with the Contract Documents, Owner shall have the right to order Contractor to stop performing the Work, or any portion thereof, until the cause for such order is eliminated.

Owner reserves the right to order changes to the Work in the nature of additions, deletions or modiﬁcations, without invalidating this Agreement, and agrees to make corresponding adjustments in the Contract Price and time of termination if applicable. All changes will be authorized in a written “Change Order” signed by Owner and Contractor, which shall be incorporated by reference herein.

17. Subcontractors Contractor shall furnish to Owner a list of names of subcontractors proposed to perform principal portions of the Work. Contractor shall not employ any subcontractor to whom Owner reasonable objects. A subcontractor, for the purposes of this Agreement, shall be a person with whom Contractor has direct contract for work at the Property. All contracts between Contractor and subcontractor shall be in accordance with the terms of this Agreement and the Contract Documents.

19. Other Contractors Owner reserves the right to enter into other contracts in connection with the Work. Contractor shall cooperate with all other contractors so that their work shall not be impeded and shall give them access to the Property as necessary to perform their contracts.

20. Indemniﬁcation

22. Waiver of Subrogation

Contractor agrees to defend, indemnify and hold harmless Owner and its agents and employees, from and against all claims, actions, liabilities, suits, demands, injuries, obligations, damages, losses, settlements, judgements, ﬁnes, penalties, costs and expenses, including reasonable attorneys’ fees, arising out of any negligent act or omission by Contractor, a subcontractor or anyone directly or indirectly employed by them in the performance of the Work resulting in bodily injury, illness or death, or for property damage, including loss of use, unless caused by the sole negligence or willful misconduct of Owner.

Owner and Contractor each waive any and all claims or rights to recovery against the other Party for any loss or damage to the extent such loss or damage is covered by insurance or would be covered by any insurance required under this Agreement. Owner and Contractor shall cause each insurance policy carried by Owner or Contractor relating to the Property to include or allow a full waiver of any subrogation claims.

21. Contractor’s Insurance Contractor agrees to maintain at its own expense during the entire period of construction at the Property: a. General Liability Insurance. Such general liability insurance will protect Contractor from claims for property damage and bodily injury, with limits of liability not less than $100,000.00 for each occurrence. b. Workers’ Compensation Insurance. Such workers’ compensation and employee insurance as required by law. Except for the workers’ compensation insurance. Contractor shall name Owner as an additional insured. Proof of such insurance shall be ﬁled by Contractor with Owner within a reasonable time after execution of this Agreement.

23. Time of Essence All times stated in this Agreement or in the Contract Documents are of the essence. Contractor agrees that such times are reasonable for performing and completing of work.

24. Extension of Time 25. Early Termination for Breach of Contract

The time stated in this Agreement may be extended for such reasonable time as Contractor may determine when performance of the Work by Contractor is delayed by a Change Order, labor disputes, ﬁre, unusual delay in deliveries, abnormal adverse weather conditions, unavoidable casualties, or other causes beyond Contractor’s control or which justify the delay.

a. Contractor’s Termination. Contractor may, on 30 days’ written notice to Owner, terminate this Agreement before the completion of the Work when for a period of 30 days after a progress payment is due, through no fault of Contractor, Owner fails to make the payment. On such termination Contractor may recover from Owner payment for all Work completed and for any loss sustained by Contractor for materials, equipment, tools or machinery to the extent of actual loss thereon, plus loss of a reasonable proﬁt. b. Owner’s Termination. Owner may, on 30 days’ notice of Contractor, terminate this Agreement before the completion of the Work, and without prejudice to any other remedy Owner may have when Contractor defaults in the performance of any provision of this Agreement, or fails to carry out performance of the Work in accordance with the provisions of the Contract Documents. If the unpaid balance on the Contract Price at the time of the termination exceeds the unpaid balance of the Contract Price at the time of termination. Contractor shall pay for diﬀerence to Owner. 67

26. Disputes Any dispute arising from this Agreement shall be resolved through mediation. If the dispute cannot be resolved through mediation, then the dispute will be resolved through binding arbitration conducted in accordance with the rules of the American Arbitration Association.

27. Counterparts This Agreement may be executed in one or more counterparts, each of which shall be deemed an original and all of which together, shall constitute one and the same document.

28. Headings The section headings herein are for reference purposes only and shall not otherwise aﬀect the meaning, construction or interpretation of any provision of this Agreement.

29. Notices Any notice or communication given or made to any Party under the Agreement shall be in writing and delivered by hand, sent overnight courier service or sent by certiﬁed or registered mail, return receipt requested, to the address stated above or to another address as that Party may subsequently designate by notice and shall be deemed given on the date of delivery.

30. Assignment No Party hereto shall have the right to assign its rights or delegate its duties hereunder without the written consent of the other Party, which consent shall not be unreasonably withheld.

31. Binding Eﬀect This Agreement shall be binding and inure to the beneﬁt of the Parties and their respective legal representatives, heirs, administrators, executors, successors and permitted assigns.

32. Governing Law This Agreement and the rights and obligation of the Parties hereto shall be governed by and construed in accordance with the laws of the State of Louisiana, without regard to its conﬂicts of law provisions.

33. Severability If any provision of this Agreement is held to be invalid, illegal or unenforceable in whole or in part, the remaining provisions shall not be aﬀected and shall continue to be valid, legal and enforceable as though the invalid, illegal or unenforceable part had not been included in this Agreement.

34. Entire Agreement This Agreement contains the entire agreement between the Parties hereto with respect to the subject matter hereof, and supersedes all prior negotiations, understandings, and agreements.

35. Amendments This Agreement may not be amended or modiﬁed except by a written agreement signed by all the Parties.

36. Waiver No party shall be deemed to have waived any provision of this Agreement or the exercise of any rights held under this Agreement unless such waiver is made expressly and in writing. Waiver by any Party of a breach or violation of any provision of this Agreement shall not constitute a waiver of any other subsequent breach or violation.

COLLECTIVE R E A L E S TAT E

IN WITNESS WHEREOF, the Parties have executed this Agreement as of the date ﬁrst written above.

Date : ______________________________

Signature :

Owner: Mr. Joshua Ferrill

Owner: Mrs. Joy Ferrill

Collective Real Estate, LLC

COLLECTIVE R E A L E S TAT E

PROPOSAL Collective Real Estate, LLC

Prepared for :

ORDER DATE

ITEM#

ORDER NUMBER

JOB

DESCRIPTION

PRICE

*All prices include labor and material*

Total

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$ 0.00

COLLECTIVE R E A L E S TAT E

Collective Real Estate, LLC