BUILDIT behaviour markers
One trophy. One story. The same behaviour made visible from the workface to the boardroom.
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Download Trophy Markers PDFON SITE
IN THE OFFICE
IN THE BOARD ROOM
3 MOVES AHEAD
For seeing the downstream moves early and preserving options before the pressure arrives.
ON SITE
A supervisor resequences access, plant and crews days before a known interface would have stopped the work.
IN THE OFFICE
A CA maps the notice, cost, approval and programme consequences before a design direction lands.
IN THE BOARD ROOM
A project director preserves commercial, funding and resourcing options before a major risk crystallises.
ASS-U-ME
For the unchecked assumption that becomes an avoidable surprise—or the person who stops one in time.
ON SITE
A crew starts from an unverified set-out point or drawing note and has to redo otherwise sound work.
IN THE OFFICE
A conversation is treated as a formal direction without checking authority, scope or the written record.
IN THE BOARD ROOM
A forecast or investment decision relies on an untested approval, market or counterparty assumption.
BIG SWING
For a bold, high-consequence move that deserves recognition because the upside and downside were genuinely tested.
ON SITE
A delivery lead proposes a major resequence after testing safety, labour, access and logistics.
IN THE OFFICE
A package team develops an evidence-backed alternate procurement, claim or settlement route.
IN THE BOARD ROOM
An executive backs a transformative bid, recovery or negotiation after the downside and exit options are clear.
CAME HOME TO ROOST
For the earlier shortcut, deferral or weak decision whose consequences have finally arrived.
ON SITE
A repeated temporary weatherproofing or access fix becomes major rework when the predictable event occurs.
IN THE OFFICE
Unanswered RFIs, incomplete records or unissued notices now weaken a claim that once could have been protected.
IN THE BOARD ROOM
Tolerated underperformance or an optimistic forecast becomes the write-down, dispute or intervention it delayed.
CAME OUT SWINGING
For bringing maximum force from the first minute—useful when it protects the outcome, costly when it only raises the heat.
ON SITE
A supervisor opens a coordination meeting at full volume before hearing the sequence, access and labour facts.
IN THE OFFICE
A reply-all rejects a commercial position aggressively before the contract and evidence have been checked.
IN THE BOARD ROOM
An executive enters a project review in attack mode and makes it harder for the room to surface or correct the facts.
CHOOSE YOUR BATTLES
For spending challenge, escalation and relationship capital only where the outcome is worth the cost.
ON SITE
A supervisor lets a minor preference go but holds the line on safety, compliance or irreversible rework.
IN THE OFFICE
A CA stops arguing an immaterial valuation point to protect the stronger entitlement and working relationship.
IN THE BOARD ROOM
A leader concedes a low-value point so the board can focus authority and leverage on the material risk.
CLOSE TO THE CHEST
For information held deliberately—or held so tightly that the people who needed it could no longer act.
ON SITE
A known access or plant constraint is kept within one crew until the coordination window has already closed.
IN THE OFFICE
A developing commercial strategy stays restricted while facts are verified, then reaches the right approver in time.
IN THE BOARD ROOM
Sensitive acquisition, settlement or people information is controlled without leaving accountable decision-makers blind.
DOWN THE HOLE
For disappearing into detail, history or analysis until the original decision is almost out of sight.
ON SITE
A whole crew loses a shift investigating a minor defect while the critical workfront waits for a simple decision.
IN THE OFFICE
A meeting reconstructs every email and chronology even though the required decision is already clear.
IN THE BOARD ROOM
An executive review dives into line-item detail and loses the strategic risk, owner and decision.
FIRING ALL CYLINDERS
For coordinated, sustained performance across every part of the job—not a single flash of brilliance.
ON SITE
A foreman aligns safety, quality, access, materials and crews through a complex pour or possession.
IN THE OFFICE
A package lead closes design, procurement, notices, forecast and stakeholder actions through one disciplined plan.
IN THE BOARD ROOM
An executive aligns governance, funding, client and recovery teams through a critical milestone without losing control.
GOLDEN TOUCH
For repeatedly turning difficult work into a cleaner, more valuable result without creating hidden cost elsewhere.
ON SITE
A tradesperson turns a messy interface into a clean, buildable solution that avoids rework for following trades.
IN THE OFFICE
A planner, engineer or CA consistently leaves each package clearer, safer and commercially stronger than they found it.
IN THE BOARD ROOM
A leader repeatedly converts difficult negotiations or portfolio choices into durable value rather than a short-term win.
HOOK, LINE AND SINKER
For accepting the convenient story, assurance or provocation before applying the check it deserved.
ON SITE
A crew accepts a supplier’s “fully compatible” assurance without checking the specification or installation requirement.
IN THE OFFICE
A subcontractor’s recovery promise is repeated upward without labour, materials or a credible programme behind it.
IN THE BOARD ROOM
An attractive forecast, acquisition thesis or counterparty assurance is accepted without independent testing.
INTO THE FIRE
For stepping willingly into the difficult package, conversation or recovery when the pressure is already high.
ON SITE
An engineer or supervisor steps into a failing pour, shutdown or interface and coordinates the recovery calmly.
IN THE OFFICE
A CA takes over a distressed package or poor handover and stabilises the records, actions and relationships.
IN THE BOARD ROOM
A director accepts visible accountability for a critical dispute or turnaround when the heat is at its highest.
KICKING THE CAN
For moving the issue forward without changing its owner, control or likelihood of returning.
ON SITE
The same temporary access, protection or defect issue is moved from prestart to prestart until it stops the work.
IN THE OFFICE
An RFI, variation or approval action rolls across successive minutes with a new date but no trigger or decision.
IN THE BOARD ROOM
Known strategic underperformance is deferred to next month’s review instead of being funded, reset or stopped.
LOVES THE SOUND
For the person whose explanation keeps expanding after the point, decision and audience have already been lost.
ON SITE
A two-minute prestart point becomes a speech while the crew waits for the actual control and sequence.
IN THE OFFICE
One person dominates the coordination meeting by repeating history after the issue and the ask are understood.
IN THE BOARD ROOM
An executive consumes the review with a monologue but leaves the room without a clear decision, owner or date.
LOVES TO STIR
For introducing tension into the room—sometimes to expose the hidden issue, sometimes simply to create noise.
ON SITE
A deliberately provocative comment pits crews against each other over a sequence that was already resolved.
IN THE OFFICE
Someone reopens a comfortable assumption with a hard question and accepts ownership of testing the answer.
IN THE BOARD ROOM
A director challenges groupthink with evidence—or seeds politics without bringing a decision or option.
MADE IT SPARKLE
For lifting ordinary or messy work into a clear, polished and decision-ready result without hiding the substance.
ON SITE
A crew turns a rough handover area into a clean, complete and genuinely client-ready finish.
IN THE OFFICE
Someone converts messy data, correspondence or a claim into an accurate pack another person can use immediately.
IN THE BOARD ROOM
A complex project story is distilled into a concise, credible board paper that makes the decision easier.
MADE THE CALL
For making the timely decision, escalation or stop-call that the situation and delegation required.
ON SITE
A supervisor stops or resequences work as soon as the safety, quality or access boundary is reached.
IN THE OFFICE
A CA decides within delegation—or escalates cleanly—before uncertainty turns into drift and rework.
IN THE BOARD ROOM
The accountable body chooses the funding, settlement or recovery path at the right time and owns the consequence.
MY REAL JOB
For the unofficial work someone keeps being pulled into—the task the organisation relies on but the role never names.
ON SITE
An engineer becomes the default permit, survey or interface fixer while their core package work quietly accumulates.
IN THE OFFICE
A commercial lead spends more time repairing information, templates and handovers than administering the contract.
IN THE BOARD ROOM
A project director becomes the permanent referee for interfaces that the governance model should resolve below.
ON POINT
For the observation, response or piece of work that is precise, timely and exactly matched to the need.
ON SITE
An engineer identifies the exact constructability or quality issue and gives the crew a usable solution.
IN THE OFFICE
A notice, recommendation or meeting contribution is concise, supported and delivered at the point it can still help.
IN THE BOARD ROOM
A leader frames the decisive issue in one sentence and supports it with the evidence needed to act.
ON THE MONEY
For commercial, programme or production judgement that proves materially accurate when the result arrives.
ON SITE
A supervisor’s production, resource or quantity estimate closely matches the actual shift outcome.
IN THE OFFICE
A forecast, valuation or claim assessment lands close to the final result because the assumptions were tested.
IN THE BOARD ROOM
A contingency, capital or settlement judgement proves accurate across the material scenarios the board considered.
SHE’LL BE RIGHT
For reassurance that has outrun the evidence, owner or control needed to make the confidence credible.
ON SITE
A pour, lift or installation proceeds on verbal confidence without the required check, hold point or contingency.
IN THE OFFICE
A live risk is left without an owner or date because everyone expects it to sort itself out.
IN THE BOARD ROOM
An optimistic forecast is approved without sensitivity, recovery evidence or a clear response if the assumption fails.
SIMPLY THE BEST
For an exceptional contribution that is clearly above the ordinary standard and widely recognised by the people around it.
ON SITE
A crew delivers exceptional safety, quality and production through a genuinely difficult workfront.
IN THE OFFICE
A person produces standout work or leadership that materially lifts the whole project team.
IN THE BOARD ROOM
A team delivers an exceptional project, transaction or recovery outcome across competing commercial and stakeholder constraints.
SMOOTH SAILING
For a difficult activity that looks easy because the planning, interfaces and controls were handled before the moment arrived.
ON SITE
A complex possession, pour or handover runs cleanly because permits, people, plant and contingencies were aligned.
IN THE OFFICE
A month-end close, procurement or claim milestone lands without theatre because the dependencies were closed early.
IN THE BOARD ROOM
A major approval, transaction or governance milestone passes without late surprises because the decision path was prepared.
SNOOKERED
For the moment no clean move remains—usually because earlier choices, information or time have removed the good options.
ON SITE
A workfront is boxed in by late design, access and hold points until no safe productive sequence remains.
IN THE OFFICE
A package loses its practical contractual options because notice, evidence or authority windows have expired.
IN THE BOARD ROOM
Leaders face only expensive choices after accumulated delays and commitments have removed the earlier exits.
STILL STANDING
For resilience under sustained pressure while continuing to tell the truth, protect the team and move the work.
ON SITE
A supervisor or crew sustains safe, productive delivery through weather, resequencing and repeated recovery demands.
IN THE OFFICE
A package lead stabilises the work through turnover, claims and deadlines without hiding the real position.
IN THE BOARD ROOM
A leader maintains governance confidence through a prolonged dispute or turnaround while keeping facts and accountability visible.
TAKEN FOR A RIDE
For relying on somebody else’s confident story, promise or position without testing what they needed you to believe.
ON SITE
A plant, labour or supplier promise is accepted without evidence and the workfront loses the shift.
IN THE OFFICE
A consultant or subcontractor’s “minor impact” story is accepted before cost, programme and authority are checked.
IN THE BOARD ROOM
A counterparty’s optimistic representation drives commitment without independent due diligence or downside testing.
UNDER THE BUS
For shifting blame, exposure or consequence onto someone who had less authority, information or control.
ON SITE
A supervisor blames an engineer or trade in front of the client for a sequencing failure the wider team created.
IN THE OFFICE
An email names the junior author to deflect attention from the approval or decision that shaped the work.
IN THE BOARD ROOM
An executive rewrites the decision history and sacrifices a manager or package to protect their own position.
UNLUCKY BOUNCE
For a poor outcome produced by genuine uncertainty despite a reasonable decision, proper controls and no avoidable shortcut.
ON SITE
A properly planned activity is disrupted by a concealed service, abnormal condition or weather event nobody could reasonably predict.
IN THE OFFICE
A timely notice, approval or procurement plan is derailed by a late third-party event outside the team’s control.
IN THE BOARD ROOM
An evidence-based decision loses value after an external market, regulatory or counterparty shift that was not reasonably foreseeable.
