Have you ever attended a conference and been asked to gaze deeply into a stranger’s eyes for several minutes, standing just a metre apart in silence? No? Neither have I – until this September at the CoreNet Global Summit in Berlin. Gone are the days of handshakes and small talk. Today, it’s all about relationality, empathy, and hugging it out. For some, the summit’s emphasis on fostering human connections was a joyful opportunity to bond and share meaningful moments with fellow professionals. For others, it felt like being trapped in a never-ending therapy session nobody signed up for.
This year, CoreNet truly embraced its theme of ‘People Power’, emphasising the vital but often overlooked aspect of workplace strategy: connection. While ‘collaboration’ is a buzzword bingo favourite, the concept of connection deserves equal attention, especially considering today’s loneliness pandemic.
According to the Cambridge English Dictionary, ‘connection’ is “a relationship in which a person or thing is linked or associated with something else”. This contrasts with ‘collaboration’, which implies working together toward a common goal. The theory suggests that people who feel connected to each other are more likely to collaborate effectively, meaning workplace managers have a duty to prioritise not just collaborative efforts but also genuine human connections.
Simone Heng, a human connection expert, argued that loneliness can be more detrimental to health than smoking, alcohol or obesity. Her keynote emphasised how reconnecting with one’s inner self can lead to building deeper, more authentic relationships with others. Covering the five pillars of connection that transcend geography and culture, she even offered a strategic model to keep teams accountable for their connectedness.
In an era increasingly dominated by asynchronous communication, the art of real-time, face-to-face interaction is dying, contributing to a rise in social anxiety, particularly among younger generations. Heng’s keynote, anchored in the German concept of Herzensbildung – the cultivation of one’s heart to perceive the humanity in others – challenged the audience to rethink their strategies. This included re-evaluating how departments like CRE, HR, IT, and marketing should connect and collaborate to improve employee experience and performance.
Happy talk
The collective effort, driven by a deeper sense of connection, allows organisations to adapt and thrive. The power of CRE to influence sustainability and diversity, equity, and inclusion initiatives came up repeatedly in that regard. Speakers shared experiences of how integrating these principles into real estate decisions has created happier, healthier employees while simultaneously reducing the negative impact of CRE operations on the planet.
Mitakshi Sirsi, sustainability director at WILL+Partners, the workplace strategy arm of global urbanism and architecture firm Broadway Malyan, provided a real-life example of closing the sustainability knowledge gap through the WillAcademy. This educational initiative encourages individuals from underrepresented groups to pursue careers in architecture while upskilling the next generation to prioritise sustainability in every project.
Sirsi and her fellow Good Business Campaign panellists stressed that total human sustainability is not just about meeting regulations; it also unlocks innovation and responsible growth opportunities. John Hamilton, chief people officer at Bellrock Group, championed how ethical decisions concerning colleagues and culture can drive both employee satisfaction and business success. Bellrock’s adoption of the Real Living Wage, for example, has significantly improved staff retention, productivity, and overall organisational performance. Hamilton’s contribution reiterated that making the right decisions for people and the planet isn’t just a ‘nice thing to do’ – there’s a compelling business case as well.
A recurring challenge for many CRE professionals is securing executive support for these initiatives. Several sessions explored strategies for building a persuasive business case that resonates with the C-suite. Esme Banks Marr, strategy director of BVN Architecture, showcased the financial and operational advantages of responsible business and CRE practices, advocating for initiatives that prioritise both profit and purpose.
During a session entitled ‘Why Owners and Occupiers Need to Work Together’, industry leaders discussed several approaches to owner-occupier engagement and their benefits. The discussion highlighted how effective leadership can cultivate open communication and trust within communities, fostering unity, resilience and collective growth. This aligns with the overarching consensus that spaces matter, and the people who interact within those spaces matter even more. Mariana Duarte, global account director at Johnson Controls, emphasised that leasing office space is not just about the physical environment but also enabling deeper connection and improved collaboration.
As Hines Europe’s Shane Fentress aptly noted, “When good minds come together, great things can be achieved.” For CRE, this means prioritising strategies that foster real human connections, thereby enhancing collaboration and driving greater value. Sharing space, breathing the same air, and engaging in real-time conversations can significantly enhance rapport, trust and vulnerability – key elements for meaningful connections. These factors are essential for individual wellbeing, teamwork and sharing ideas.
Step outside, love
In a session hosted by Code Advisory’s Phil Ratcliffe and Laughology’s Stephanie Davies, attendees learned that by stepping outside the echo chamber and embracing lived experiences – while having a laugh in the process – CRE professionals can better reach diverse and non-traditional talent, bringing fresh perspectives into the mix.
Through real-world case studies and expert insights, the summit equipped attendees with actionable strategies to drive meaningful change within their organisations and beyond. We don’t need to hug or look deeply into one another’s eyes to connect; there are ample other ways. However we choose to connect, and whoever we choose to connect with, let’s put more effort into it so we can transform our organisations and the wider industry for the better.
September 18, 2024
You get what you give at the CoreNet Global Summit 2024 in Berlin
by Jo Sutherland • Comment, Facilities management, Property, Wellbeing
This year, CoreNet truly embraced its theme of ‘People Power’, emphasising the vital but often overlooked aspect of workplace strategy: connection. While ‘collaboration’ is a buzzword bingo favourite, the concept of connection deserves equal attention, especially considering today’s loneliness pandemic.
According to the Cambridge English Dictionary, ‘connection’ is “a relationship in which a person or thing is linked or associated with something else”. This contrasts with ‘collaboration’, which implies working together toward a common goal. The theory suggests that people who feel connected to each other are more likely to collaborate effectively, meaning workplace managers have a duty to prioritise not just collaborative efforts but also genuine human connections.
Simone Heng, a human connection expert, argued that loneliness can be more detrimental to health than smoking, alcohol or obesity. Her keynote emphasised how reconnecting with one’s inner self can lead to building deeper, more authentic relationships with others. Covering the five pillars of connection that transcend geography and culture, she even offered a strategic model to keep teams accountable for their connectedness.
In an era increasingly dominated by asynchronous communication, the art of real-time, face-to-face interaction is dying, contributing to a rise in social anxiety, particularly among younger generations. Heng’s keynote, anchored in the German concept of Herzensbildung – the cultivation of one’s heart to perceive the humanity in others – challenged the audience to rethink their strategies. This included re-evaluating how departments like CRE, HR, IT, and marketing should connect and collaborate to improve employee experience and performance.
Happy talk
The collective effort, driven by a deeper sense of connection, allows organisations to adapt and thrive. The power of CRE to influence sustainability and diversity, equity, and inclusion initiatives came up repeatedly in that regard. Speakers shared experiences of how integrating these principles into real estate decisions has created happier, healthier employees while simultaneously reducing the negative impact of CRE operations on the planet.
Mitakshi Sirsi, sustainability director at WILL+Partners, the workplace strategy arm of global urbanism and architecture firm Broadway Malyan, provided a real-life example of closing the sustainability knowledge gap through the WillAcademy. This educational initiative encourages individuals from underrepresented groups to pursue careers in architecture while upskilling the next generation to prioritise sustainability in every project.
Sirsi and her fellow Good Business Campaign panellists stressed that total human sustainability is not just about meeting regulations; it also unlocks innovation and responsible growth opportunities. John Hamilton, chief people officer at Bellrock Group, championed how ethical decisions concerning colleagues and culture can drive both employee satisfaction and business success. Bellrock’s adoption of the Real Living Wage, for example, has significantly improved staff retention, productivity, and overall organisational performance. Hamilton’s contribution reiterated that making the right decisions for people and the planet isn’t just a ‘nice thing to do’ – there’s a compelling business case as well.
A recurring challenge for many CRE professionals is securing executive support for these initiatives. Several sessions explored strategies for building a persuasive business case that resonates with the C-suite. Esme Banks Marr, strategy director of BVN Architecture, showcased the financial and operational advantages of responsible business and CRE practices, advocating for initiatives that prioritise both profit and purpose.
During a session entitled ‘Why Owners and Occupiers Need to Work Together’, industry leaders discussed several approaches to owner-occupier engagement and their benefits. The discussion highlighted how effective leadership can cultivate open communication and trust within communities, fostering unity, resilience and collective growth. This aligns with the overarching consensus that spaces matter, and the people who interact within those spaces matter even more. Mariana Duarte, global account director at Johnson Controls, emphasised that leasing office space is not just about the physical environment but also enabling deeper connection and improved collaboration.
As Hines Europe’s Shane Fentress aptly noted, “When good minds come together, great things can be achieved.” For CRE, this means prioritising strategies that foster real human connections, thereby enhancing collaboration and driving greater value. Sharing space, breathing the same air, and engaging in real-time conversations can significantly enhance rapport, trust and vulnerability – key elements for meaningful connections. These factors are essential for individual wellbeing, teamwork and sharing ideas.
Step outside, love
In a session hosted by Code Advisory’s Phil Ratcliffe and Laughology’s Stephanie Davies, attendees learned that by stepping outside the echo chamber and embracing lived experiences – while having a laugh in the process – CRE professionals can better reach diverse and non-traditional talent, bringing fresh perspectives into the mix.
Through real-world case studies and expert insights, the summit equipped attendees with actionable strategies to drive meaningful change within their organisations and beyond. We don’t need to hug or look deeply into one another’s eyes to connect; there are ample other ways. However we choose to connect, and whoever we choose to connect with, let’s put more effort into it so we can transform our organisations and the wider industry for the better.
Jo Sutherland is Managing Director of Magenta Associates.