Sunday, September 26, 2021

Jay Holstine selects Jim Canfield to speak to his CEO Peer Group in December

 Program Description


Why do some enterprises experience immense success while others drone on in mediocrity year after year? The answer is some are able to make their businesses meaningful, make them come to life and make them fun again, for everyone involved. Thousands of CEOs and business owners share the same dream; to have a growing, profitable business that executes effectively and can run without them; providing them with more time for personal and professional interests. Sound familiar?

This dream can be a reality. There are tools are available to help CEOs accomplish these goals. Those tools are the focus of this presentation. They are designed to create clarity, set direction, get things done and provide measurable results. 

CEO Tools was originally created by a CEO, for CEOs. Kraig Kramers was the CEO of eight companies and CEO Tools is based on the successful methods he and others employed to get extraordinary results from everyday organizations. 

The CEO Tools methodology is focused on three key result areas:
-Communication: These are the “Make It Clear” tools. They will help set the direction, create an effective cadence of communication and build trust.
-Execution: These are the “Make It Happen” tools. They will track progress and provide feedback and create the plans and actions required for results.
-Optimization: These are the “Make It Better” tools. They will help align and coach people, organize yourself and others and create a system to celebrate successes.

Jay Holstine discusses valuable characteristics for a high performing CEO peer group


On July 13, 2021, Vistage Chair Jay Holstine launched a new chief executive peer group to serve the Dallas/Plano, Texas market. The group brings together CEOs from non-competing businesses, to share perspectives, learn from industry leaders, and gain strategic insights, to bring their leadership to new levels. Mr. Holstine’s group helps Dallas businesses accelerate their growth. Vistage is the largest network of CEOs and business owners globally, with over 24,000 members in more than 20 countries across the world. Each of these groups comprises 12-16 business leaders, with companies in various industries. These peers come together every month for confidential meetings where they share insights on leadership and strategies to optimize personal and business performance. Peer group meetings are a safe space for CEOs to open up about challenges, and discuss opportunities with people who understand the unique pressures of the position. Companies’ employees and stakeholders often look to their CEOs to answer all their businesses’ problems. In this peer group, executives can bring key business issues to the group and benefit from the shared wisdom of the group.

Jay Holstine speaks with CEO peer group about Effective Communications


“2020 brought unforeseen changes to our workplaces. Now more than ever, our business success depends on the effective sharing of good information,” Jay Holstine shared in his discussion on better business communications in today’s workforce.

“Let’s start with the fact that many more working environments are now remote and decentralized, which brings even more new challenges to communicating well with every member of your organization, and impacts their ability to communicate with each other,” Holstine noted. 

“We know that organizations with effective business communication tend to be more productive, and more able to retain good employees, yet the planning and structuring of internal communications are often not prioritized. Why is that?” Holstine asks. 

“Sure, there are broad communications efforts for given campaigns and corporate initiatives, but not many companies really have a solid, long-term strategy for their internal communications…. And this internal communication is Vital! Not just for training staff, collaborating on projects, sharing corporate news. …. Employees want to feel they are an important part of a team, they need to feel connected, ESPECIALLY if they are working remotely,” Holstine shared. 

“I’m sure we’ve all received a typical company newsletter that failed to hold our interest. That’s not the effective internal communications we’re striving for,” Holstine said. “Our challenge today is to provide a subtle infrastructure for communication that helps employees work more effectively, and also connect in ways that are relevant and enriching,” said Holstine. 

“A variety of research tells us that 1. Across industries, the engaged employees are the more productive and better performing of employees. 2. Engaged employees have more direct communication with their managers and are better informed about their company. 3. The majority of employees would actually like more information from those they report to,” Holstine summarized.

”So, knowing that the workplace demographics get ‘younger’ and more technologically-advanced every year, what are some of the more consistent roadblocks to good internal communications?” Holstine asked, “Old technology, and outdated processes are commonly cited as making work more cumbersome and less effective.” 

“A younger, more modern workforce wants to work with, and communicate via, the most up-to-date methods and technologies. This is likely even more important in a remote workplace. Your employees expect the technology they are already using, day to day, to be part of their workplace. They don’t expect a workplace that is noticeably behind the technology they grew up with,” Holstine advised. 

“Today’s employees may be working remotely, but expect to work with colleagues who motivate them and involve them in collective thinking, citing ‘positive and supportive leadership’ as critical to their job satisfaction. Now more than ever, companies must support the right tools and technologies, with a positive, inclusive culture that encourages communication in many directions, “ Holstine concluded.

Saturday, September 18, 2021

Jay Holstine discusses why he decided to chair a Vistage CEO peer group



Jay Holstine: Innovations in Improving Company Productivity


The Difference in Jay Holstine’s approach to optimizing time management is simple:  instead of adding to the framework of daily lists and structure, Holstine streamlines, to reduce distractions.

“We’ve all had the feeling of being continually pulled from the day’s important work to answer the more immediate, repeated interruptions,” said Holstine.  Your concentration is derailed, and bit by bit, the day is reduced to a reactionary whack-a-mole process.  We start into an in-depth task, only to be overwhelmed by a variety of unvetted incoming information, ranging from the ‘’important but not urgent,’ to the completely irrelevant. 

Jay Holstine has worked with CEOs and executives across industries to improve productivity and work quality by streamlining out the noise and giving executives back the prime hours of their workday. 

“Some prime standards of productivity we discussed were:  (1.) Increasing the emphasis around the Priorities of each role, and not overloading the list of priorities,” said Holstine. “When there are 100 listed priorities, nothing’s a priority.  But owning 10 strong areas of responsibility naturally generates subsets of goals in accomplishing each priority.”

Another important goal in Jay Holstine’s discussion of productive time management encouraged  (2.) Managing one’s Attention, rather than seeing the day as simply a span of time to be managed.

From the first two goals, there is a more natural and comprehensive management of the workflow  (3.) that really provides the productivity needed.

“The more successful executives I’ve seen,” said Holstine, “engender a corporate appreciation of clear priorities, trained focus, an encouragement of sustained concentration and completion, rather than the more undisciplined free-for-all of chatter throughout the workday.”


“Maintaining control of your day might involve Containing the potential distractions to a given hour, controlling the work environment a little more, for focus and productivity. When leaders are modeling a more streamlined control of electronic and verbal communications in pursuit of the highest quality results, the work environment supports a more calm, clear objective,” said Holstine. 

“A less appreciated aspect of productivity is the way the actual Workflow is managed, and how that process is conveyed through the company,” said Holstine. “While each employee may have developed favorite methods of managing their work, there is a significant value to a consistent, organized company method that enables tracking.  Often this is centralized in a CRM type system.”  

Holstine emphasized “while flexibility is good, there is a boost in transferability and productivity when a workload is quantifiable, documented, and clear in job description, expectations, incentives, as well as timelines.” Holstine added “among the most important aspect in helping executives regain control is in this enabling of all stakeholders at every level to see accurate timelines, and track progress.”  

When the company, as a whole, feels in step with the culture of valuing attention management and intelligent workflow, the workday is ultimately more productive. 

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