Well, TriVersity was founded in 2005. When I took over as CEO in 2011, my opportunity was to bring more intentionality to what was next. We wanted to get clear about our purpose. Why does the world need another construction company? And the answer is, they need one that can deliver unique value in the marketplace for construction, but also, our real purpose is we're trying to model the world we want to live in-- the inclusive, diverse, high-performing world we want to live in, we're trying to model that every day. That's how we hire, that's how we grade ourselves, that's how we govern ourselves, that's what we're working on every single day.
Yeah, I did attend the Truist Institute, the Leadership Training there. I really like things that are more cerebral. I really don't want to get into my feelings too often. I still remember the facilitator asking me a question, and I gave an answer that I thought was pretty good. And she said, oh, you're still not ready yet and went on to the next person.
And I was like, wait, I want to be ready. Anyway, what I learned there is that we're motivated by certain things, and until we get in touch what those things are, our leadership style is going to show up in ways that are unpredictable and definitely not always consistent with what we want. And it sent me on an exploration and that, I'll be honest, I'm still on, to continue to understand what motivates me.
But I thought it was so special that to be on my executive team means that once you've been in our company a couple or three years, you've got to go to that training because it creates a common language, gives a chance to check in. I use it to check in with my team on things that they're working on. So it's become a meaningful part of what we do.
Everybody shares this challenge today with talent and we hear about the clash of the generations. So we've got a group of folks that are exiting the workforce, and then we've got a group of folks that are, of course, that are entering the workforce. But the generational differences between them, it's important to us to recognize who they are and how to put plans together-- growth plans, development plans that help all of those diverse group of folks progress together.
It's a continuum of my own personal development and then as well as sharing with my leadership team in our growth as we lead an organization from where we've been to where we're aspiring to go. And I find myself always talking about things that I've learned from that program. So we'll talk about things, whether it's related to change management or something about just behaviors that we think are important to model leadership within our organization. That's just another part of the experience that continues to live through me as I continue to share with our team, and then also as we look forward to continuing to engage with other programs of that type.
