Jodi Lieberman on People, Culture, and Brand at DSEL

 What excites you most about joining DSEL as Chief People, Culture, and Brand Strategy?

This role offers a unique chance to blend strategic thinking with a human-centred approach, allowing me to contribute to the evolution of DSEL’s culture and brand. I’m excited to leverage my experience in people management and brand positioning to enhance our internal culture and strengthen our external presence. The ability to share and influence these areas at a strategic level is an incredible opportunity. 

I am inspired by the company’s dedication to innovation and excellence, and I am excited about the possibility of driving initiatives that bolster employee engagement along with an even stronger brand identity. I believe we can achieve remarkable results together. Its an exciting time to be part of DSEL as they continue to grow in Canada, I’m eager to contribute my skills and enthusiasm to this journey. 

Can you share some highlights of your career journey that prepared you for this role at DSEL?

My experience with Cultural Transformation has definitely helped me preapre for my role at DSEL. 

At CAPREIT, I was able to implement an innovative employee engagement program which led the organization to be a 50 Best Company to work for in Canada for 9 consecutive years in a row. This program leveraged talent development initiatives enhancing employee satisfaction and organizational performance. This underscored how strategic cultural initiatives can directly improve company outcomes. 

A pivotal moment in my career was establishing and developing a strategic Human Resources Department from its inception, incorporating functions such Training and Education, Talent Acquisitions, Compensation and Benefits, People and Culture, Organizational Effectiveness and Communications, all leading the organization to be able to grow in Canada and overseas.  

Developing and executing organizational plans as strategic advisor to the CEO, which allowed me to make critical decisions at the highest level during the pandemic and moving forward.

Another highlight moment was designing and developing award-winning leadership programs -Building Leaders, the LEAD Program (Leadership Education and Development) Mentorship Program, and a Rotational Management Program all fostering a culture of continuous learning and growth within the organization. 

Furthermore, my on-going commitment to professional development has been vital.  Making sure I’m knowledgeable about – People and Culture Best Practices and Human Resources trends which has equipped me to understand the latest insights and tools to drive impactful change within organizations.  

Lastly, my genuine passion for people and wanting to see others succeed in their careers has always been truly important to me. I have always sought opportunities to mentor others and foster environments where individuals feel empowered and motivated to contribute their best. These experiences have collectively equipped me with the skills and insights necessary to excel in the role at DSEL and I am excited to bring these capabilities to such a forward-thinking company. 

What does a thriving and empowered team look like to you?

One that has open communication where employees feel free to express their ideas, concerns, and feedback without judgement. A place where there is collaboration, where employees support each other, leverage each other strengths and work towards a common goal. 

I think its important to have employees be entrusted with responsibilities, allowing them to make decisions while being accountable for their outcomes.  The most important I believe is for there to be mutual respect for others’ opinions, backgrounds, and working styles which is needed for a harmonious environment. 

How do you plan to align DSEL’s brand and culture with its strategic vision for growth?

I think its important to continuously articulate DSEL’s strategic vision in a way that is relatable and inspiring.  If everyone understands clearly what it is, the excitement is contagious and will help move the organization forward. 

Making sure the brand’s core values are reflected in every aspect of the organization, from internal communications to client interactions, and align those with the strategic vision for growth. 

Engage leadership, ensure leadership embodies and promotes both the brand and cultural values, setting an example for the rest of the organization to follow. What helps with this is to involve employees, encourage them to contribute ideas, along with consistent messaging both internal and external communications that reflect the brand.

Become an instrumental support to the business, which means learning the business in depth including the financial viability is incredibly important.  This combination will allow me to further help with the strategic vision for growth.  

Becoming a true business partner is crucial for understanding the business drivers and effectively supporting leaders with a growth strategy. 

What’s one piece of advice you’d give to someone aspiring to lead in people and culture roles?

Always prioritize empathy and active listening. In a world where organizational success is driven by its people, understanding and valuing their thoughts and perspectives is essential. Empathy allows you to connect with employees on a deeper level, fostering a culture of trust and openness.  

Ask questions, be curious, and always look to see where you can add value outside your current role, that’s what sets people apart. 

I’ve always believed people are the heart and soul of any enterprise. Without a motivated and inspired team, even the most brilliant strategies and ideas can remain unrealized. It became clear to me that the key to unlocking an organization’s full potential lies in its human capital. 

How do you ensure that people and culture initiatives resonate with every employee, from leadership to on-the-ground teams?

I think its important to get buy-in from your leadership and those on the ground, and to do that you can use different methods such as survey’s, focus groups, interviews to gather insights, get their perspective. 

Communicating clearly about how these initiatives will help achieves broader organizational success.  I truly believe providing context is critical for employees to understand why the initiative is important, and what success could look like if implemented.  

I acknowledge that challenges between business objectives and people management can be complicated, but they do coexist.  Everybody works for the same company, there is expense and a bottom line, but it’s the talent which is the largest expense that drives the business. Highlighting why decisions are made and understanding how decisions were made is a great way to propel the organization forward. When things make sense to everyone, positive changes happen.

Celebrating successes also resonates with people, they can see their contributions have made an impact on the organization. 

What motivates you to focus on people and culture as drivers of business success?

 First and foremost, people are the heart and soul of any organization.  No matter how advanced technology becomes or how markets evolve, it is the individuals within a company who ultimately determine its success.  Their creativity, dedication and collaboration fuel innovation and sustain growth. 

A thriving organizational culture is equally vital as it sets the tone for how employees interact, make decisions and face challenges. 

Investing in our people is an investment in the future. It’s not just about providing resources or training; it’s about showing that we genuinely care about their well-being, growth, and development. When people know that their leaders are invested in their success, it creates a culture of trust, loyalty and dedication.