Leaders often respond to uncertainty by pulling decisions upward. That creates delays, muffles frontline insight, and trains people to escalate instead of think. Marquet’s principle flips the flow: let the people closest to the work decide, because they hold the freshest information.

Start by mapping recurring decisions: approvals, customer exceptions, priority calls. For each, ask: what information is required, and who has it first? Move authority down one level with guardrails—clear intent, risk limits, and a simple “consult-first” list. Replace “Can I?” with “I intend to…” so ownership is explicit.

Reinforce it with feedback loops. Review outcomes weekly, not to punish, but to refine decision rules. When a call goes wrong, improve the checklist or training, not the blame. Over time, speed increases, quality improves, and your role shifts from answering questions to building capability.

Delegate one decision this week to the nearest information source, with intent statements and a quick review.

DeAngelis Diamond started in 1996 and grew into a nationally recognized construction management firm with a diverse portfolio. It says it has delivered more than $5 billion in projects and credits its growth to recruiting talent, staying at the forefront of technology and innovation, and aiming to provide a better building experience for every stakeholder.

Its mission is relational: develop authentic relationships and leave a positive influence on everyone it meets. The motto, The Honor to Build, frames clients’ trust as something to earn daily through integrity, quality, and leadership by influence. A people-first environment, balanced with family life, is presented as the foundation that sustains performance.

The company also links culture to opportunity. It promotes awareness of construction careers, equal access to employment, and partnerships that expand opportunities for underrepresented groups, including a women’s empowerment initiative. Recognition is treated as a byproduct, including an ENR Top 400 ranking of No. 253 in 2024, rather than the goal.

Mission-led relationships, people-first culture, and innovation turn building into lasting influence.

The National Park Service is investing at least $54.2 million to rehabilitate seven long-neglected fountains and water features across Washington, D.C., aiming to finish by May 2026, ahead of major anniversary events. High-profile sites include Meridian Hill Park, Freedom Plaza, and the Christopher Columbus Memorial Fountain at Columbus Circle near Union Station.

For the infrastructure construction business, this is a reminder that restoration work is systems work. Crews are not just patching stone. They are rebuilding buried piping, waterproofing basins, restoring concrete and masonry, modernizing pumps and controls, and proving reliability in public spaces that still need to function day to day. Unknown conditions and tight access can turn small design gaps into costly field decisions.

The best outcomes come when owners manage these jobs like critical utilities. Start with invasive investigations, lock performance criteria for flow, leakage, and electrical safety, and procure custom components early. Build mockups, schedule test runs before reopening, and document as-built conditions to prevent maintenance from restarting the backlog. Speed is possible, but only when quality is measurable.

Treat restoration as systems commissioning, not cosmetic repair.

A new California rule taking effect January 1, 2026, limits retention on most private construction contracts to 5% at every tier. Owners, general contractors, and subs can no longer retain the traditional 10% on progress payments, and the total withheld retention is capped at 5% of the contract price.

For residential builders working on mixed-use or taller projects, this is a cash flow shift with real schedule implications. Subs should have more working capital to keep crews staffed and materials moving, but owners lose a familiar lever for closeout performance. Expect more emphasis on punch list discipline, tighter inspection documentation, and stronger closeout requirements to protect quality without relying on large holdbacks.

Builders should respond by updating contract templates, drawing schedules, and subcontract language before bidding. Clarify the retention flow-down, determine when bonding will be required, and standardize a clean closeout package so final payments release smoothly. Also note key exemptions, including many smaller, purely residential projects, which means different communities may operate under different rules.

Update contracts now; retention rules reshape cash flow and leverage.

Morning, crew. Before any lift, we will confirm the plan, the load weight, and the rigging capacity. Only trained riggers attach loads, and the operator lifts only on a clear signal. Inspect slings, hooks, and shackles before each shift and during use. If a tag is missing, hardware is bent, or a sling is cut, pulled, or heat-damaged, it comes out of service. Stay out of the drop zone and never place hands under a suspended load.

Rigging failures usually start with wrong gear, damaged gear, or a bad angle that overloads a sling leg. A small nick, melted fiber, broken wires, or stretched links can turn into a sudden release. Keep lift points directly over the load, use edge protection on sharp corners, and control the load with tag lines and slow movements. If the load swings, snags, or shifts, stop the lift, set it down, and reset.

Every lift is planned work. We will use one signal person, clear communication, and slow test lifts to confirm balance. If the rigging does not look right, we do not force it; we change it. Set the load down before adjusting the gear, and never stand between the load and a fixed object. When we follow the same steps every time, we prevent dropped loads, crushed hands, and close calls.

Plan every lift, inspect every piece, stay out of the drop zone, and go home uninjured.