“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.”
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.
Successful organizations have a few things in common. They strive to do great work, delight customers, and provide a positive return for employees and shareholders.
In this two-minute video, Ken Wagner, Ph.D., identifies the one foundational truth that must be present; a cultural set up to help people be successful in their mission.
Join Ken Wagner, Ph.D. as he highlights traits and actions prevalent in Q4 LeadershipSM. These are leaders who achieve results by bringing out the best in others.
In this two-minute video, Ken will identify traits of Q4 Leadership, which can in turn help you identify Q4 leaders within your organization.
The advent and duration of the COVID-19 pandemic and the resulting need for many people to work remotely has accelerated the use of new, fast and frequently changing digital technology to solve business problems. Whether it has been the use of ever advancing technology like ZOOMSM or Microsoft® TEAMS or the fast-tracking of more complex technological processes like Telehealth, businesses are radically re-thinking how they are using technology, people and processes to survive and thrive in the current economy.
Recently I had the pleasure of moderating the first-ever virtual Women in Leadership panel at the American Biomanufacturing Summit. The panel consisted of senior female leaders of Allakos Inc, Amgen, bluebird bio, Roche, and Sangamo Therapeutics, Inc. Each of them brought a different and rich set of experiences and knowledge to the virtual table.
When a crisis hits, many companies turn their attention outwards. Understandably, business leaders spend time crafting external messages and planning for ongoing communication to clients, partners, and other external stakeholders. Equally important, business leaders need to craft plans for nurturing and strengthening internal relationships through ongoing communications.
Have you ever been on a team that feels like it is stuck in a loop? Trapped in a cycle of ineffectiveness or mistrust? Have you ever wondered, “How did we end up here?”
