Tip #4 asks you to learn about the direct impact of change. How? 👇 

Tip #5 asks you to make sure leaders can drive change the right way. How? 👇 

Your company’s culture: strategic asset and competitive advantage

Your company culture is what employees say and do every day, how they work together (or don’t), what leaders reinforce (or don’t), and all the habits, practices, processes, and customs of the workplace.

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.”

Leaders have long been encouraged to empower and engage the people around them. But usually it’s talked about as a one-way approach – the leader as the provider and the employee as the recipient. What if there was a reciprocal strategy on the part of the employee to further capitalize on the empowering approach the leader provides? In other words, what’s the analogous work-smarter-not-harder response for the employee in this situation?

Culture can make or break your digital strategy. At ALULA, we define culture as patterns of behavior that have been either reinforced or discouraged by people, systems, and processes over time. No two cultures are the same, and an organization’s digital culture can be best defined by the people within it.

You athletes will probably laugh at this but humor me – there is a point – and it’s a true story!

When I was in basic training I was not much of a runner.  We were doing our final test - a seven-mile run, and I was struggling at about the 5-mile mark when my instructor came up beside me and said something to me that I have never forgotten.  He said; “I can see that you are getting tired and you have quite a ways to go”  Then he said, “Don’t think about the end; instead just keep putting one foot in front of the other one.” 

In this time of pandemic, we are intensely caring for our families, our clients, our company, and our careers—and in some cases even schooling our children at home, or caring for loved ones and neighbors. We are giving 110% to everything at once. Many of us have become adept at this, working virtually, leading meetings remotely, hurtling forward day-after-day.

But too often we are not caring for ourselves. Though we are strong, leading the way daily, our minds and bodies need breaks too.

ALULA has worked as a virtual company for years, so we’ve learned a lot about staying healthy in “the virtual life”—physically, mentally, and emotionally. Here’s some advice, especially for those who may not be accustomed to working from home.

We are facing times of true uncertainty, and that means leaders, their organizations, and the people within them are faced with enormous challenges. Most people have a hard time dealing with unknowns, and this can be exacerbated by a relative lack of information, or, as is the case in the current situation, an abundance of information that causes fear and concern. People have questions, and leaders find they don’t have all the answers. As more information becomes available, leaders must realize that their decisions are now much more than just business decisions. What leaders say and do next can ultimately have significant implications for their people and affect individual lives and careers.

Your company’s long-term strategic advantage relies on strong leadership to align people, execute strategy, clearly define the culture, and engage all employees. But as Baby Boomer leaders rapidly retire, most of their collective leadership experience — often 30 to 40 years’ worth — is out the door.