replacement. We then took on the task of develop- ing a Standard Operating Procedure so that we could begin to work as a team. This offered the opportunity to scale our productivity by being able to sup- port divisions that needed additional resources without having to hire and train for the short term. Through this process, duplications of effort have been eliminated and efficiency has lifted the level of work satisfaction. Encouraging team members to take ownership of their responsibilities requires empowerment and respect. Compensation and incentives have been reshaped and made available at more levels than ever before. We then started a two-year compa- ny-wide process of studying Stephen M.R. Covey’s book, The Speed of Trust. This took us through the “4 Cores of Credibility:” Integrity, Intent, Capability and Results. Woven through these core concepts are 13 behaviors that build trust. Each month we created intention- al opportunities to apply what we were learning by creating SMART (Specific, Measurable, Attainable, Realistic, Timely) goals and team goals. The study walked us through a pro- gression of building trust within our- selves, in relationships, and within the company. Up until this point our focus had been building trust internally, but now we began to build and extend trust in our markets and with our customers. We also began to build and extend trust in our community by address- ing different areas of need there. Our team was excited to participate in various charity events where the com- pany would provide matching funds, including Stop Hunger Now, Red Cross PRESIDENT'S LETTER ––––––––––––––––––––––––––––––––––––––––––––––––– 18 TileLetter | December 2017