'With any high-performance employee, they are driven by 'What does success look like for me?'': CPO Lauren Kenney
At Starlight Investments, fostering a high-performance culture is at the heart of the company’s success, according to CPO Lauren Kenney.
“We work quickly, we do a ton of transactions. And I only say that because our recruitment strategy is tailored around this kind of environment, this high-performance environment that we want to create. So, we spend a lot of time trying to pick the right people, to attract and retain talent.”
This alignment doesn’t happen by accident. Starlight employs skill-based testing, revamped job descriptions tailored to underrepresented groups, and targeted job fairs to attract the right candidates.
“We pride ourselves on a hugely diverse employee base, and it truly is unique, all the different ideas that you get,” says Kenney.
Starlight also spends a lot of time on fit, she says.
“A central part of any kind of culture, and especially a high-performance culture, is finding the people that align with your values and your goals,” she says.
“We say to… any prospective employee that 50% [of the role] is based on fit.”
While there are skills-based tests, “you can’t really teach a personality,” says Kenney. “So, it’s important to us that we get it right.”
Kenney believes clarity is a cornerstone of high performance.
“With any high-performance employee, they are driven by results, they are driven by ‘What does success look like for me? What are you expecting from me? Are you giving me feedback?’”
Starlight’s performance management process includes formal reviews, scorecards for each job function, 360-degree reviews, and engagement scores, ensuring employees understand expectations and pathways to success.
“And a good portion of that is ‘Do you exemplify the Starlight core values?’ which is really important to us.”
This drive to improve has also led to the creation of Starlight University, a program offering more than 13 courses on skills ranging from management to Excel proficiency, along with a great mentorship program.
“Everybody wants to know what they can do to better themselves and learn more,” says Kenney. “It’s really just like a syllabus of things that people can put their hand up to take, to participate in.”
That’s the key for a performance work environment, she says: “Finding the right fit, finding positive people and giving them clear objectives and success metrics.”
Speaking of doing better, Kenney’s rise from director of human resources to CPO at Starlight — where she has worked for nearly 18 years — required a significant shift in perspective, she says.
“When you're mid-management, your focus is often more tactical and operational. You’re thinking about the issue at the moment and what needs to be accomplished within your team. When you’re transitioning to the C-suite, all of a sudden, you’re in the airplane with the bird's-eye view. You have to consider what the long-term business goals are, what are the corporate KPIs, and how does my function – which is essentially people – support that?”
Partnering with other senior leaders is essential to her approach, says Kenney.
“[You’re] partnering with other C-level executives, understanding what the drivers are for their business units, how they define growth and success… It’s really connecting all those different silos and maximizing the output by everybody.”
Her advice for aspiring leaders? “Ask questions, be curious, and always look to see where you can add value outside of your current role… That’s really what sets people apart.”
Kenney’s expertise in change management came to the forefront during the pandemic, when Starlight executed a $5-billion acquisition. Amid the uncertainty of COVID-19, Kenney led efforts to integrate teams, cultures, and processes.
“In the absence of communication and information, you risk decreased employee engagement and productivity dips. So [it was about] clear and transparent communication, to make sure that everybody knew what they were doing and what success looked like.”
The acquisition was a major undertaking that required adaptability and leadership alignment.
“We were integrating cultures. The process had to be driven by leadership because in times of change the team has to be rowing in the right direction and rowing in the same direction,” she says.
Kenney’s approach to transformation is grounded in clear planning and empathy.
“For any kind of change you need a clear vision, transparent communication, robust plans with defined timelines, [and] metrics: ‘What does success look like?’ And you really have to understand that change is hard for anyone… treating people with respect and empathy is crucial.”
Kenney acknowledges the challenges between business imperatives and people management but insists that the two can coexist.
“We all work for the company. There is a bottom line. There are expenses… but it’s really the talent, which is the largest expense, that drives the business,” she says, highlighting the importance of employees understanding why decisions are being made for the good of the company.
A recent example is Starlight’s centralization of its shared finance functions, a move designed to streamline operations, removing duplicated efforts and variability.
“It was a very big [change] for us,” she says. “We had to clearly identify [to employees] that ‘While this is uncomfortable, it’s better for the company, and it’s going to make your job easier.’”
Kenney believes understanding is essential to navigating such changes.
“A lot of empathy has to go into it, and [it has to be] genuine… if the people trust you and you’re genuine, then it certainly makes the two align better.”
