I said, “You’ve got to be able to look at the deal and know what it hinges on to know whether it works or not. If you realize that the key component … - Sam Zell

Many large private equity firms were interested in acquiring such strong brands — which is why I initially bowed out. A bidding war virtually guaranteed a higher sales price, so even if I won, I wouldn’t get paid well enough to invest my time and best talent in the company. I don’t like auctions, unless of course I’m running them.

I have always believed that every day you choose to hold an asset, you are also choosing to buy it. Would I buy our buildings at the price Blackstone was quoting? Nope.

From the very first deals we did at EGI, I have spread the opportunity — both the risks and the rewards. We co-invest, side by side, and I often provide a “promote” to my people, allowing them to share in profits on a portion of my invested capital. That means I put my money behind theirs (say $150,000 of my money to $30,000 of their money), and if our investments or funds achieve their minimum target metrics, my people get returns based on the aggregate ($180,000). In effect, we’re all invested in each other’s success. It’s not only about motivation; it’s a mandate to collaborate. Deal opportunities and challenges are discussed, questioned, and probed by the team at large because everybody has a piece of everybody else’s deal.