COMMERCIAL INVESTMENT REAL ESTATE
14 January | February 2018
C
ommercial real estate companies often boast that a
strong workplace culture leads to an increase in pro-
ductivity and top talent recruitment. Content with an
average culture, many companies, however, get stuck
in their desire to become great.
Companies develop plans designed to drive their employees
through company initiatives and events that ultimately fall short
of the demands of today's workforce. For example, the move
toward more open and flexible work areas recently has been
implemented widely nationwide. Unfortunately, this creative
workspace movement disregards the interest of those who desire
or are accustomed to designated office spaces, which are not
necessarily spaces with walls but more enclosed spaces.
This is one sign that companies often are reactive rather than
proactive. There is a need to be great, yet average seems to be
the status quo.
In an increasingly collaborative corporate environment, cul-
ture is undoubtedly a driving force in the quest to be great,
but how is that defined? When team members enjoy an atmo-
sphere in which they know they are part of something with
a purpose and vision, they work more confidently and effi-
ciently, and deliver more success for the team, the company,
and themselves.
Furthermore, when employees are given opportunities and
encouraged to advance, they feel valued. A company with a
valued workforce, committed to both the company and their
personal success, will attract similarly strong talent, as well as
ensuring company loyalty.
Broader Perspective
The change in current workplace demands is due in large part
to the increasing influence of millennials. However, many of the
Adie
Bush
FINANCING
FO C U S
Cultivating Greatness
How can a company turn an average culture into a great one?
by Bruce Ford