In business there exist certain rules of behavior. Each business determines what is acceptable and what is not, and through its laws and customs communicates what is acceptable and what is not. At QCS, we have our own culture and thus we have our own rules and customs, written and unwritten. Unwritten rules are communicated by modeling behavior. The leaders within QCS demonstrate what acceptable behavior is. They also unwittingly set examples of how to act. Leaders become role models by the positions they hold, i.e. positions of power and influence, and by demonstrating admirable behavior. In either case, leaders have a responsibility to their company. It is incumbent upon the leaders to enforce rules and customs – to enforce appropriate behavior. This is how cultures develop. Absent enforcement, cultures become ill defended, unsophisticated and debased. As business becomes more competitive, cultures need to be more sophisticated. There needs to be discipline in behavior. To grow, team members move towards interdependence and interdependence is built upon solid foundation of mutual understanding, support and trust. To help us develop a solid foundation of interdependence we have adopted the following 10 guiding principles. These principles are to be clearly understood and applied by the entire QCS team.
Always act in the long term best interest of the building owners, operators, and occupants.
Conduct your business with the highest degree of honesty and integrity.
Lead by example.
Treat others fairly and with dignity and respect.
Communicate openly and fully with team members.
Commit your actions to the benefit of the total organization.
Adopt and project a positive attitude.
Be the best you can be and have fun.
Conduct yourself in a way that ensures the QCS name is always worthy of trust.
Growth Growth is necessary to be a winning team. At QCS we are dedicated to growth and believe it is core to our mission.