Creating a positive work culture and employee engagement

CEOs – ondeveloping the most rewarding and inspiring work environment “Our CEO group is committed to leadership excellence. They meet regularly to share new knowledge onoptimizing their companies, enhancing the experiences of their customers, as well as their employees, and building their leadership skills,” Jay Holstine said. Holstine chairs a CEO peer group in Dallas TX. The members are selected from non-competingindustries and share advice and experiences to help optimize each member’s leadership and success. “What employees really need in order to find purpose andsatisfaction in their day to day work was a primary topic of our recent workshop,” Holstine said. “The last two years, especially, has brought dramaticchanges in the workplace: Not just Howwe work, but Where we work, and Why we work,” Holstine shared. “Today’s employees have different expectations from “work,”research shows,” Holstine said. “In someways, employees require less from the company, but in other more abstract ways, they expect more, and this was our focus,” Holstine shared. “Leaders are workingon creating the most effective workplace for their type of employees and company, as they ensure that their engagement with and contributions to their community are what they intend,” Holstine said. “CEO members the shared some of the new expectations amongtoday’s workforce. Primarily, employeesare seeking a sense of fulfillment and purpose from their daily work, and from their employment with the company as a whole,” Holstine said. “While the concept of meaningful, worthwhile work has alwaysbeen a general objective of most companies, our CEO members now realize that it is even more important to expand and highlight the ways in which their company provides an atmosphere where employees are finding fulfillment and meaning in their work,” Holstine added. “Most of today’s employees rate ‘fulfillment at work, andfrom work’ to be highly important, and would consider leaving a current role, or taking less pay for a more fulfilling role. The CEO members said that new data on the even greater importance thattoday’s employees place on this aspect of their work inspires them to reemphasize some of their programs more specific to this, and also to expand other efforts,” Holstine said. “Our group discussed new ways in which leaders can enhanceemployee experience, help employees find the right work-life balance, and a ensure the best alignment of personal goals with the mission of the company,” Holstine added. “Our members concluded that some of the most importantfactors in providing the most fulfilling workplace involved helping employees make progress toward their goals, and ensuring that they are able to be part of an important project team, with a significant mission,” Holstine said. “It’s also vital to provide your employees with the flexibility to gain newskills, experience, further education and training,” Holstine added. “One of our CEOs shared that a pivotal point in his careerwas the opportunity to work on a high-profile corporate project that was making a positive impact in the community, as well as to the company,” Holstine shared. “The members agreed that fostering a sense of workplace communityand camaraderie is critical to employee retention and even the overall success of the work,” Holstine said. “CEOs realize that employees will seek out the companieswith the best environment for a meaningful, fulfilling employee experience, while understanding that purpose and fulfillment means something different to each employee,” Holstine added. “New forms of employee assessment, personal exploration thatcan help define purpose and identify activities and training that fit with the goals in mind, were additional insights to enhance the work experience,” Holstine added. “The workshop also explored the value of mentoring programs,innovations teams and Initiative programs,” Holstine said. “Our CEO groupconcurred that company culture is more than just words, it’s how you act and relate over the long haul. Mostorganizations are evolving their cultures to be more inclusive, and purpose-led, encouraging employeeinvolvement and growth. It’s now evenmore imperative to clarify your company’s purpose and emphasize your organization’s positive culture,” Holstine added. “Communicating this corporate-wide message takes many forms: some companies encourage their internalinfluencers to spread the company culture. These influencers are engaged employees at multiple levels of seniority,in various departments and roles – who are well-known organizers with the ability to energize and include people around them,” Holstine said. “For example, gathering employees for shared experiences iswhat helps build connections, as well as an awareness of the programs that emphasize a company’s culture,” Holstine said. “It’s also important to share how the company is reachingbeyond the impact of its core work, howit is helping address larger issues in its mission, and how the company positively impacts its communities, its clients and its employees’ lives,” Holstine said. “One member shared the ways in which his company was makingcontinuing education more convenient, more interactive and fun, helping convey that they are investing in employees’ development over the long term. “Facilitating a culture in which employees find their ownsense of purpose takes continuous practice and innovation. Our CEO group concluded that the bestcompanies are providing the flexibility for employees to learn, become better connected with people who inspire them, and find the sense of meaning, purpose and value they are looking for,” Holstine said. Jay Holstine - Providing Personalized CEO Consultations for Executives Jay Holstine has brought together 16+ high-performing CEOs, from non-competing businesses who benefit greatly from the diversified and shared wisdom of this group. The group receives immediate value by Jay Holstine's experience: Start-up CEO, Seasoned growth CEO, successful Private Equity exit, management consultant specializing in operations improvement and manufacturing plant manager. The CEO Peer Advisory Group members have in common a growth mindset, a wiliness to bring vulnerabilities to the meetings, and boldness to incorporate needed improvements. In an executive peer group, there is a kind of shared wisdom (from successes as well as mis-steps,) that helps you re-think accepted practices and habits, in order to forge new paths of success. The members are on a mission to create and build the best company, environment, and mindset that they can…. To make a difference in our community.