I am moderating a panel at the Toronto Real Estate Forum later this year (it's on December 2 to be exact). The topic is innovation in development. There is a great panel of speakers (more info here) and the plan right now is to cover everything from new design and construction approaches to the rise of crypto and blockchains. Topics that are all near and dear to this blog.

But we are still in the early stages of planning and I haven't yet figured out what the questions to the panel will be. So I thought it would be interesting to hear from all of you: What would you say are the most important topics to cover when it comes to innovation in development? What's next for our industry, or what should be next for our industry?

If you have any thoughts, please leave a comment below. That way everyone can see them. Supposedly this is one of the most asked for topics at the real estate forum, and so it's clearly top of mind for many people.

We have a running joke in our office about the manic nature of the development business. Sometimes you feel like you're having the best day of your life and everything is clicking and moving forward. And sometimes it feels like you're about to die (slight exaggeration). Things are stuck, nothing is moving, and/or a new problem has just popped up. So our team likes to joke that we have a "manic meter" in our corner of the office. Sometimes it's up and sometimes it's down.

Part of the challenge is that progress in the world of development generally takes a very long time. Whenever I talk to someone who isn't in the industry and I explain our timelines, they are usually shocked and question why things move so slowly. For example, we just spent the last 82 days trying to pull a building permit that realistically could have been issued in an afternoon. That is frustrating. Meter down. We have also spent more than half a decade working on some planning approvals. That's even more frustrating. Meter down.

The way I have learned to respond to this dynamic is to try and move as fast as possible. Never assume you have enough time, because things will generally always take longer than you expect. You need to be constantly moving and pushing. So you need to be impatient in the short-term. I also find it helpful to break big projects down into smaller projects so that you have wins to celebrate along the way and you can feel some accomplishment. Having hobbies that don't take decades to come to fruition may further help.

But alongside being impatient in the short-term, you also have to be patient in the long-term. Our team started working on One Delisle in 2015. We are now in 2021 and preparing to start construction. That's a marathon, not a sprint. So what you need to do is find the right balance between short-term impatience and long-term patience. This, I guess, is part of the manic nature of this business.

Meter up.

Fred Wilson wrote a great post last month about leadership. In it, he compares what he calls visionary leadership to operational leadership. Here's a snippet:

I like to keep things simple and in my simple mind, leadership comes in two flavors, visionary leadership and operational leadership. Founders are almost always visionaries (if they aren’t, run in the opposite direction) and hired CEOs are almost always operators.

The post goes on to explain the dynamics between these two types of leadership. Vision, he argues, needs to come from the top. You need someone setting direction at a high level. Operational leadership doesn't have to be this way, and often isn't. You can hire for it.

In some special cases, you have leaders who are both. Another snippet:

Leaders who can provide both operational and visionary leadership are a rare but special breed. When you find one, get on their bus and stay on it for as long as you can. It will be an incredible trip.

I have seen all of this play out in the real estate development space.

There are people who are great at identifying new sites (land) and coming up with fresh and innovative ideas, but it is clear that they need an operator or two around them. There's nothing wrong with this pairing.

Development is also a very long and slow game and you need people who can operate -- deeply in the weeds -- over extended periods of time. Persistence and tenacity are crucial. Patience I guess, too.

If this topic is of interest to you, I recommend you check out the rest of Fred's post.