For the last six years Alicia Mandel has led Apollo Education Group’s learning, organizational development and executive succession planning programs as Chief Learning Officer, Vice President, Learning and Organizational Development. As a key member of Apollo’s Human Resources leadership team, she is instrumental in driving the company’s organizational capabilities across a diverse employee base with operations across the U.S. and abroad.
A recognized industry expert in learning and change management, Alicia was charged with building a culture that is aligned with Apollo’s high-performance and growth objectives. At Apollo, she introduced the Apollo Core Values as well as EPIC, a social media reward and recognition platform. In addition, she streamlined the company’s Learning function to ensure it is designed to meet its objectives and create the necessary ROI.
Alicia Mandel :: Wed, March 11, 2015 :: Leader Development
What if we practiced 90% of the time and only performed 10% of the time? That’s what elite athletes do… they spend most of their time figuring out how to get the most out of their body — how to get themselves to the top of their performance game, so that when they get on the field, the court or the track they are fully prepared to WIN. What if we did that at work?
Alicia Mandel :: Wed, March 11, 2015 :: Leader Development
Who is on your team behind the team? Great leaders always have them – those individuals that support, encourage, coach, question and push them towards greatness. They do it unselfishly because they believe in that leader or person. The team behind me is large and its members come and go. All of them play a critical role – some offer advice, some open doors and some really teach. In fact, the team members behind me, while they don’t know each other, all see my strengths from different angles and believe in me from their vantage point.
Alicia Mandel :: Wed, March 11, 2015 :: Leader Development
We’ve all heard the cliche… “What gets measured, gets done”. In the case of employee engagement – I say maybe not. How come, after all these years of measuring employee engagement, we still haven’t moved the needle on the very basic service profit chain?