About Karen Caddick
In a September 2024 podcast appearance, Karen Caddick, Chief Human Resources Officer at Siriuspoint, discussed the company's focus on building a high-performance culture during a turnaround. Caddick stated that CEO Scott Eagan made this a top executive leadership team priority, describing it as "not an HR task, it's our top leadership task." She said that upon joining the business, she prioritized improving the culture and establishing values that "really mean something to our people and turn into results."
Caddick said the company developed a clear view of the desired culture and created accountability around it. She emphasized the importance of integrity, stating that "if there's any mismatch between what we say and what we're doing, people lose trust very quickly." She added that the company prioritized transparency and delivering on commitments. Caddick expressed the belief that "culture can be built if you really focus on clarifying what you are building," but also noted that "culture can also be damaged in nanoseconds if you don't have integrity."
Source: AI-verified profile updated from Karen Caddick's recent appearances.
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Transcript (1 segments)
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Karen Caddick0:03
We've spent a lot of time really thinking about what does high performance look and feel like within the context of particularly a turnaround, because that's what we've been affecting over the last 18 months. That focus has been something that served us really well, and it's been one of our major focus points in the last couple of years. In fact, from day one, Scott Eagan, our CEO, has made building a high performance culture one of our top executive leadership team priorities. So it's not an HR task, it's a top leadership task. We've been through a massive amount of change at SiriusPoint. When I joined the business, I personally prioritized improving the culture, establishing values that really mean something to our people and turn into results, as well as working with Scott to ensure we've got the right leaders at every level that exude those values, and that they're able to engage and mobilize all of our people to deliver a high performance outcome. We've actually developed a really clear view of the culture we feel we need to deliver our goals. We've spelled it out in a lot of detail, and we've made it really clear what the culture is, what we wanted to look and feel like. We developed real clarity around this and the expectations of the business to live it. We also immersed our people within it, and we've just created a really strong accountability culture. I think the key to really making sure that culture change sticks is integrity. We've created real integrity around what we say we're going to do and what we're actually doing. If there's any mismatch there, people see through the cracks and they lose trust very quickly. We made it a real priority to always be transparent, be open, be honest, and to deliver on what we say we're going to deliver. My strong belief is that culture can be built if you really focus on clarifying what you are building and make sure all of your actions are lined up behind it. But culture can also be damaged in a nanosecond if you don't have integrity. You can just lose trust so quickly. The right culture, I believe, can add wings to your strategy, but the other saying goes that culture can also eat strategy for breakfast.
