Don't standardize the relationship.
Standardize the conditions that allow great relationships to happen more often. That's the whole philosophy behind this work. Scale the system, protect the relationship, and build the machine around people so they have more capacity to be human.
Seven principles
Not commandments. A way of thinking through where PD creates value, who should be hosted, how much capacity you actually have, what structure supports the relationship, how you train people to make good decisions, what you measure, and when you've earned the right to scale.
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Know where PD creates value. Not every customer needs this layer, and not every relationship requires the same attention.
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Be selective about who gets hosted. A hosted sticker doesn't create value on its own. Set the entry point, then build backward.
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Protect host time and attention. A host has limited time, energy, and reach. Every assignment competes for it.
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Build structure that supports relationships. Coding, standards, training, and goals have to align, or the structure replaces the relationship instead of supporting it.
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Teach judgment, not just rules. The best hosts already hold themselves accountable. Build a system that makes everyone work more like them.
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Measure what you want the host to do. You can't prove PD with certainty, but you can build enough plumbing to understand how the system actually works.
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Earn the right to scale. Make it good, understand it, make it repeatable, then expand. The goal isn't to host everybody. It's to concentrate PD where it creates value.
Hosts change. Leaders change. The playbook stays.
This is the plumbing. I help properties build it, so the host program runs on a system instead of a few great personalities, and holds up through turnover.