7 Questions: Fadi Kreiker, CEO of the Prime Lands Investment Group
I've been working in this field for 20 years; I worked in Lebanon, Saudi Arabia, Oman, and Dubai before I joined Prime Lands Group in Qatar
The main challenges as CEO are as follows:
What was the best lesson that you’ve learned along the way?
Innovation is harder than copying what you already know. The lessons I've learned as a CEO reflect that unavoidable truth: the harder choice is usually the better choice.
What does it mean for the company to be recognised by the Arab Real Estate Awards?
Winning a Real Estate & Property Award such as The International Property Awards, provides you with all the evidence you need to prove you are better than the rest, as well as to use the platform to promote your award through use of visual reminders and online endorsement.
To showcase the hardworking firm in ensuring that our clients find and fabricate their dream homes and properties.
Show and Recognise our achievements.
AL RAYYAN VILLAGE
Prime Lands secret behind this is honesty and flexibility.
And of course we must have skills such as the ability to relate and trust others, knowing how and when to show empathy, active listening skills, keeping an open mind, a great sense of humor, knowing your audience, proactive problem solving, good manners and someone who can be supportive and motivate others.
Prime Lands Group Global company offer a standardised product worldwide and have the goal to maximise efficiencies in order to reduce costs as much as possible. We are highly centralised and subsidiaries are often very dependent on the HQ. Their main role is to implement the parent company’s decisions and strategies.
In 2018, Prime Lands adopted a company culture called ‘Prime Lands, great place to work,’
The model is about embracing collaborative and non-hierarchical working. All managers focus on coaching rather than commanding. According to all evidence we looked at, this approach best harnesses the creativity and innovative potential our employees have as well as ensuring greater employee and client satisfaction.
Let’s start with management culture. We changed our operations and management structure to give staff more power and autonomy. Our managers should see themselves as coaches, motivating staff to improve, offering support and rewarding staff on merit.
Our most important target when thinking about is what we call ‘peripheral decisional autonomy’ – which means that staffs are actively encouraged to make decisions based on their own informed judgment.
We also want employees to reach their own personal goals, not just company goals. This approach is backed up by ensuring staff have access to high-level training at all time.
Respect and responsibility are two key words for us when thinking about employee-relationships at all levels of the organisation. Everyone in the organisation needs to have and show respect for others, and everyone needs to take responsibility for decision-making.
Generally, I think employees are happier working in an environment that fosters respect, improvement and career advancement. Passion is a motivating force for the company, and it is important for people to feel that they are making a difference – are having a social impact and making change for the better. We encourage people to smile – this improves wellbeing across the company. A true smile is contagious, and it is the identity of Prime Lands Group and its concept of the company being a great place to work.
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