TWIN TOWERS CULTURE PRINCIPLES

PRINCIPLE / PRINCIPLE / PRINCIPLE / PRINCIPLE / PRINCIPLE / PRINCIPLE
Performance-Driven, Outcomes Focused / Hire/Keep/Develop People Who Fit / Decisions Close to the Customer / Transparency & Trust. / Long-Term Perspective / Them Before Us,
We Before Me

WHAT DO THEY LOOK LIKE?

Strategies and goals are clear, specific and understood by everyone / Stars at every position, adequate performers managed up or out / Leaders drive strategy, teams develop tactics / Information is openly shared and available / Keep our focus on the future, learn from the past / Servant leadership in practice at all levels
Mission, Vision and Values drive decision making and action / Courage is a common trait / Leaders define intent and facilitate resources, teams define action / Healthy disagreement and developmental conflict is a routine of our work / Innovation an change are constant processes and are everyone’s responsibility / Leaders support people, not manage numbers
Excellence is the standard that drives us / Few rules needed – individuals’ alignment with our Pledge limits the need / Leaders fight off complexity to streamline effectiveness / Freedom and responsibility dominate / Failures are a positive part of our ongoing development / Values are evident in actions by all, not just something to be talked about and posted on the wall or printed on a t-shirt
Great performance and innovation are recognized and rewarded / Pay for performance, not for tenure / Decentralized operations and decision making are the norm / There are few “manufactured” rules / Decisions are driven by long-run good, not short-term appearances / Resident and associate experiences are the priority of everyone
Common goals, not meetings, drive focus and action / Compensation levels are worthy of top performers / Customer/resident and associate needs trump internal reporting / Starts with safety – without it, nothing else gets done as we expect / Leaders are always working on progress toward long-term goals / Great experiences for others lead to great experiences for me
Results/information drive improvement, not blame and punishment / Performance achievement in a manner inconsistent with values leads to being ”managed out” / We are decisive quick and take smart risks / High levels of personal accountability
Measures/data show results of our team’s efforts, but do not define individuals / Values-drive action lacking high performance leads to opportunities for development and improvement / One integrated organizational team, many contributing work teams
We refuse to settle for “good” or “good enough” / Leaders rely on others’ talents rather than suppress or ignore them / Problem-solving focused on what, how, and why…not who
We find creative ways to meet goals and deliver on commitments rather than explain logical reasons we can’t / Individuals own their own development, the organization helps facilitate – everyone has a thorough and aligned personal development plan / Trust is strengthened through understanding of, and commitment to, shared goals
Hiring emphasizes potential over experience
This is not a place for everyone

LEC Mission: We provide exceptional everyday experiences in Christian community by…creating associate experiences that support, engage and empower; delivering resident and customer experiences that exceed expectations; setting and surpassing standards for quality and safety; growing consistently in service and value; and producing expanded resources to extend our impact.