ALULA interviewed four women leaders who provided their unique perspectives into the past, present, and future of women in the workplace and some positive outcomes the pandemic has provided.
While we all see light at the end of this pandemic tunnel, one thing that will not end anytime soon is managing and engaging a remote work force.
We’ve come a long way, ladies! We haven’t quite reached the end of our journey to close the gender gap or achieve broader inclusivity overall, but we have made—and are still making—progress.
The phrase transition plans, change in control, new leaders at the top, assimilation, and onboarding have dominated the media since January, as changes in governments’, corporations’ and other organizations’ leadership occurred.
Co-authored by: Dee Conway and Alycia Diggs-Chavis
African culture and history offer much wisdom for the world to live by, whether at work, at home, or in society at large . . . and what’s one of the key lessons?
Good behavior must start from the top. — South African Proverb
With the rapid transitions that COVID-19 forced upon all of us, and the evolving needs of today’s workforce, there’s been a great deal of discussion around maintaining the health and wellness of employees. As leaders, we have a responsibility for maintaining workforce wellbeing. In such an unprecedented time, it’s crucially important to look out for the mental health of your employees—but I feel that there’s another vital part of employee wellbeing: cardiovascular health.
Despite our best intentions at the start of the January, it’s widely known that over 75% of resolutions fail by the second week of February.
Most articles on the topic endlessly rehash “how to really make it stick this time” or “why we should stop making resolutions in the first place.” But we’re overlooking a valuable lesson these failures teach us about how little we understand about humans and change in general.
“Most coaches study the films when they lose. I study them when we win—to see if I can figure out what I did right.”
—Paul “Bear” Bryant, University of Alabama Head Football Coach
In 2020, Carmen Klein, VP Organizational Effectiveness and Systems (HR) at Cadillac Fairview graciously shared her thoughts and experiences using ALULA's Performance Coaching and Feedback as an enabler for their OneCF Culture.
Cadillac Fairview is one of the largest owners, operators, and developers of best-in-class office, retail, and mixed-use properties in North America, valued at over $32B. Their real estate portfolio also includes investments in retail, mixed-use, and industrial real estate in Brazil, Colombia, and Mexico.
Cadillac Fairview’s employee engagement ranks in the Global Top 25% Most Engaged Companies. The firm has received accolades for their OneCF Culture, including Waterstone Canada’s Most Admired Cultures and Achievers Most Engaged Workplaces in North America.
The company’s journey to make its people and culture a competitive advantage began years ago, when company CEO John Sullivan made this observation: “Cadillac Fairview’s success is partly defined by the results we achieve (EBIT, returns, growth). But our success also is defined by how employees achieve those results, and the mindset and behavior of every employee. Behavioral leadership is key.”
A new year brings the opportunity to apply learnings from the previous year and plan for areas where you want to improve. One thing I’ve seen over my years of coaching are leaders who go through their days bouncing from place-to-place and task-to-task, at the end of the day, feel as though they’ve not accomplished any of the work they planned.