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Like most business owners, you know that employee morale is key to a successful workplace. But did you know that there are many things you can do to enhance employee morale? In this blog post by Jay Holstine, we'll discuss some of the best ways to boost your employees' spirits and make them happier in the workplace, so if you're looking for ways to improve your business, read on!

Jay Holstine's Top Tips for Increasing Employee Morale

Promote Work-Life Balance

In today's fast-paced work environment, promoting a healthy work-life balance is more important than ever. Employees who feel stressed and overworked are more likely to experience burnout, leading to decreased productivity and morale.

According to Jay Holstine, there are a few simple ways to promote work-life balance in your workplace. First, offer flexible work hours or the ability to telecommute. This will allow employees to manage their time better and reduce stress levels.

Secondly, Encourage employees to take breaks during the day and ensure they have access to a quiet space where they can relax and rejuvenate.

Finally, offer perks such as on-site childcare or gym memberships. These benefits can help employees feel supported and appreciated, increasing job satisfaction.

Build Trust

Trust is essential to a productive and healthy workplace, as any manager knows. Employees who feel that their management team is trustworthy are more likely to be engaged and motivated in their work.

There are a few key ways to build trust with your team. First, it is essential to be transparent in your communication. Keep your team updated on company goals and progress, and be open about any challenges you face.

Second, show that you value your team's input by soliciting feedback and incorporating it into decision-making. Finally, follow through on your commitments, and be reliable in your interactions with employees.

Following these guidelines can create an environment of trust and mutual respect within your team.

Incorporate an Open-Door Policy

One way to show employees that you value their input is to have an open-door policy. You are always available to listen to their concerns and suggestions.

This can significantly increase employee morale, demonstrating that you are willing to hear them and take their ideas seriously. Of course, an open-door policy also has its challenges.

You may find yourself dealing with more issues than anticipated, and some employees may take advantage of your availability.

However, if you can handle these challenges, an open-door policy can be a great way to show your employees that you care about their input.

Promote Employee-Led Initiatives

One way to promote employee morale is to encourage employee-led initiatives. This could involve allowing employees to suggest new ideas, leading small projects, or even organizing social events.

When employees feel that their voices are being heard and are allowed to take on additional responsibility, they are more likely to be engaged with their work and invested in the company's success.

According to Jay Holstine, promoting employee-led initiatives can be an effective way to increase employee morale.

Employee morale is essential not just for the well-being of your staff but for the continued success of your business. By implementing some or all of these suggestions by Jay Holstine, you can create a work environment that employees enjoy coming to every day. A happy employee is a productive employee, after all.

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Ways to Enhance Employee Morale by Jay Holstine

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Like most business owners, you know that employee morale is key to a successful workplace. But did you know that there are many things you can do to enhance employee morale? In this blog post by Jay Holstine, we'll discuss some of the best ways to boost your employees' spirits and make them happier in the workplace, so if you're looking for ways to improve your business, read on!

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Great CEO discussion to address inflation

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Great CEO discussion to address inflation

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Jay Holstine CEO peer group workshop on leadership success factors

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Jay Holstine CEO peer group workshop on leadership success factors

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Skills of Strategic Leadership | Jay Holstine's Portfolio

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Jay Holstine chairs a Vistage CEO peer group in Dallas / Fort Worth area.

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Leaders discussing how to best leverage IT trends

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Leadership Workshop facilitated by Jay Holstine

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Leadership Workshop facilitated by Jay Holstine

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Jay Holstine podcast discussing the SigmaFlow liquidity event

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Jay Holstine chairs a Vistage CEO peer group in the Dallas Fort Worth area

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Leadership Excellence - is the objective of Jay Holstine's CEO peer group workshop.

Becoming a more effective leader was the emphasis of the Dallas CEO group chaired by Jay Holstine. "New research, insights and expert analyses of success factors were the center of discussion at our CEO workshop. Turnover is costly. You don't want your company to be the 1 out of 3 companies having to replace a leader, and suffer shareholder market loss. It's imperative to know the leader traits that create success and lead to the best performance in the CEO role," said Jay Holstine.

"Leading business and economic schools' research reveal that the stereotype of the strong, confident, out-going, white, male candidate is not the best target, despite the historic trends of these inclinations. For one example, introverts are actually more likely to surpass hiring expectations.

Education pedigree was another surprise: there was no correlation of an education from an elite school resulting in a superior performance: few of the actual top performers had ivy-league-educations, and some of the high-level performers did not even graduate from college," Holstine mentioned.

"The best news is that there are some valuable essential traits and success factors that boards can target in selecting the best leader," Holstine added.

Decisive - providing timely, concise decisions

"You don't always have all the information you need, in typical business decision-making scenarios, but high-performing CEOs still make decisions earlier, quicker, and with conviction," Holstine shared. "One of our members said that the pursuit of the perfection often gets in the way of important action," Holstine said.

"The question to ask is if this waiting for new or remaining information outweighs the potential damage of delay. Basically, not making a decision is simply decision-by-default," Holstine added.

"While most decisions can be undone if necessary, lack of direction, and lack of confidence can weigh a company down," Holstine said.

"Interestingly, among leaders who were let go because of decision making, the vast majority of reason was for indecisiveness, rather than for making a bad call," Holstine added.

Managing conflict with adept confidence

"Successful CEOs are not averse to conflict. They garner internal support by instilling confidence that they will lead the team to success, even if that entails contention. The avid leader understands that business is not without some disagreements, and they are comfortable dealing with conflict. They listen, and give those involved a voice, but not necessarily a vote. While consensus can good, it can turn into the lowest common denominator. Strong CEOs are not spending their time counting votes and worrying about being popular.

Getting everyone on board: Skilled and Intuitive communicators are able to engage stakeholders.

"One of the most critical skills is getting everyone on board. Our CEO group agreed that strong performers have an intuition for the priorities and needs of their stakeholders, as well as the needs of potential detractors," Holstine said. "They address those concerns, and illustrate the value of the program, so that they can bring potential detractors back into the project. The best leaders are able to win over detractors by highlighting their importance to the process," Holstine shared.

Non-verbal Communication:

"The best leaders monitor and finetune their demeanor and body language. They are aware of the unintended communication of expressions, posture, or gestures that might contradict their intentions. They understand that calm composure is essential in good leadership," Holstine said.

"Pragmatism is critical to success. Our CEO membership knows that business environments can change on a dime," Holstine said. "Everyone agreed that looking out for the unforeseen challenges, is critical to success," Holstine said. "Adapting quickly to new challenges is also important. We found that the best CEOs are always seeking out fresh information from a variety of networks and different sources. They are looking for trends and signs of potential change, in order to take advantage of new opportunities," Holstine shared.

Always Learning and Growing

"Our group acknowledges that temporary setbacks are a part of changing course. High performers see missteps as opportunities to learn and grow. It's not failure if you realize a setback as part of growth and learning, and adjust your approach to accomplish it next time," Holstine said.

Consistent Delivery of Results

"Adaptability and growth are key factors of success, but research and our members agree that boards want a CEO who knows how to run a business well. The proven, predictable performer, delivering steady results, with reliable follow-through, is more valuable to the company's long term viability than a rockstar leader with some exciting ideas and erratic actions," Holstine said.

Organizational Excellence

"Great leaders also thrive on organization, strategic planning, and team building. Successful new CEOs set realistic expectations by digesting plans, budgets, and understanding markets and customers and employees. Upgrading talent and getting the right team in place quickly is critical to a new CEO's success," Holstine added.

"Our workshop concluded with the concept that leadership success is not based on inborn traits or high pedigrees of education. The most successful CEOs are those who are more versatile, diverse, open-minded, growth oriented, and confident. They are smart communicators, and very adept at engaging stakeholders and winning over detractors. They know how to handle conflict. They're decisive, they know how to run a company, and they enjoy leading," Holstine said.

Vistage Worldwide Chair, CEO Peer Group Advisor Jay Holstine

Building and empowering a high-achieving CEO Peer group that produces more effective leaders is Jay Holstine's passion. Jay manages the CEO Peer group issue resolution sessions that surface root causes, pooled perspectives and shared wisdom.

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Leadership differentiates business success vs failure

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Leadership Excellence - is the objective of Jay Holstine's CEO peer group workshop. Becoming a more effective leader was the emphasis of the Dallas CEO group chaired by Jay Holstine. "New research, insights and expert analyses of success factors were the center of discussion at our CEO workshop. Turnover is costly.

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Behavioral Economist speaks with the group

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Behavioral Economist speaks with the group

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Ark Rozental enlightens CEO peer group on leveraging Behavioral Economics

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Ark Rozental enlightens CEO peer group on leveraging Behavioral Economics

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Ark Rozental has 25+ years of experience in Behavioral Economics, Social Physics, and Quantitative Marketing to deliver unexpected digital wins for clients in 300+ niche markets an

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Jay Holstine is the CEO of Peer Group Advisor and a coach at Vistage, an organization that has catered to CEOs and company presidents for over 50 years. The company's goal is to provide resources that can help business leaders grow their businesses. As a coach, Jay meets with members once a month to offer in-person sessions that explore what clients are going through, the questions they have regarding expansion, and potentially hidden opportunities. Before becoming CEO, Jay was a managing director at Compass Advisory Consultants.

Jay joins me today to describe his entrepreneurial journey and what made him appreciate his luck shortly after selling his business. Jay discusses what it was like growing up with entrepreneurial parents. He explains how having a peer group would have improved his business trajectory. He shares some of his professional regrets and his thoughts on working as a consultant for another company. Jay also reveals why some of the best business meetings don't have a host or speaker.
"One of the things about successful entrepreneurs is they feel like they can do it again and again without appreciating that there was some unbelievable luck." - Jay Holstine
This week on Priorities Lifestyle:

Why Jay decided to become an entrepreneur

Shifting from being a consultant to a business owner

Why transitioning to entrepreneurship wasn't tricky for Jay

Why it's challenging to lay people off in a software business

Being an entrepreneur and having a partner who is averse to risks

Why having a peer group can help create better business decisions

Jay's ventures shortly after selling his business and why they weren't as successful

How luck plays into entrepreneurial success

Some of Jay's regrets after selling his business

Jay's present career and his role in the Vistage team

Books for business owners that Jay has recently read

The best kind of business meeting

Our Favorite Quotes:

"If your parents are entrepreneurs, you don't see risks the same way you would if they worked for a corporation." - Jay Holstine

"I have a tendency to go fast, but it can be really bad if it's not the right direction." - Rob Schulz

"It's important to have that skill that brings the best out of the people you're mentoring and have them ask questions, so they can help solve problems for themselves and those around them." - Rob Schulz

Connect with Jay Holstine:

About Rob Schulz and P&L Podcast

The P&L Podcast is a show for business owners. In each episode, host and financial planner Rob Schulz sits down with business owners and the professionals that serve them to talk about business building, life, money - and the all-important transition out of the business, which inevitably happens to everyone who has ever founded a company.

Email Rob at rob.schulz@schulzwealth.com with questions, comments, and to schedule a one-on-one conversation.

Subscribe here:

And, if you enjoy the show, please leave a review on iTunes to help others discover the podcast.

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Jay Holstine is the CEO of Peer Group Advisor and a coach at Vistage, an organization that has catered to CEOs and company presidents for over 50 years. The company's goal is to provide resources that can help business leaders grow their businesses.

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"More sophisticated forecasting, and ways to improve our perception of business threats and opportunities on the periphery, are key areas of our workshop," Holstine said. "Yesterday's large railroad conglomerates saw themselves as 'railroad companies,' instead of 'transportation companies,' and failed to prosper in the changing landscape with new transportation needs and technologies, was an initial example," Holstine shared.

"When a market downturn forced a CEO to seek out better data and better anticipate market trends, for example, this led him to develop broader networks, and also learn more about the changes in his customers' needs," Holstine shared. "This further inspired him to learn more about his competitors, and align with a new channel partner. This led him to diversify the company's product portfolio to become less vulnerable to economic cycles, which led to a more stable level of success," Jay Holstine added.

Getting Buy-in and Cohesive alignment

"This is just one way that our Vistage CEO group helps Dallas business leaders attain higher levels of productivity and business excellence," Jay Holstine said.

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"More sophisticated forecasting, and ways to improve our perception of business threats and opportunities on the periphery, are key areas of our workshop," Holstine said. "Yesterday's large railroad conglomerates saw themselves as 'railroad companies,' instead of 'transportation companies,' and failed to prosper in the changing landscape with new transportation needs and technologies, was an initial example," Holstine shared.

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CEOs discuss productivity challenges in a changing economic environment

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CEOs discuss productivity challenges in a changing economic environment

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Jay Holstine chairs a Vistage CEO peer group in Dallas Fort Worth area

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Success in the midst of change | Jay Holstine's Portfolio

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Jay Holstine chairs a Vistage CEO peer group in Dallas Fort Worth area.

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Ark Rozental speaks with Jay Holstine CEO peer group

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Think Human, Act Digital | From Ordinary to Extraordinary Sales and Marketing Results on the Web

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Getting the right person in the right seat | Jay Holstine's Portfolio

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Jay Holstine chairs a Vistage group in the Dallas Fort Worth area

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slide 1:

The 7 Biggest Mistakes CEOs Can Make And How To Avoid An Avalanche Of Trouble

slide 2:

Infation spikes supply chain bottlenecks geopolitical conficts and an ongoing pandemic have created a volatile unpredictable environment that's particularly precarious for small and midsize businesses. On top of that whispers of a recession are growing louder. With all this turbulence a CEO can ill aford to make mistakes in their approach to leadership. These seven fails can be especially damaging to a business in a downturn. The 7 Biggest Mistakes CEOs Can Make 1 2 3 4 5 6 7 Accepting the status quo Never stepping away from the business Relying solely on their own perspective Letting ego get in the way Making erratic decisions Not fnding a good guide Focusing entirely on their own growth and not their team's growth The good news These mistakes are completely avoidable. Even more importantly learning from them can work to your advantage and help you outperform the competition. We've seen it time and time again in our 65 years of coaching high-performing CEOs through boom markets and recessions. As a CEO here's what you need to know. 2 It's tough out there

slide 3:

S ome CEOs are unwilling to take ownership of their leadership development. Content with the way things are they choose a path that feels more comfortable and easy - free from criticism and self-refection blissfully unaware of blind spots. They let constructive feedback go to waste unmotivated to address their shortcomings or refect on them. Instead of asking "What am I missing" they accept the status quo and settle for subpar results. Learn from this mistake: Peak performers take a disciplined approach to lifelong learning. They are consistently motivated to challenge themselves and see feedback as an opportunity for growth. No matter how busy they get they treat leadership development as a top priority. Speaker and author Greg Giesen explains how to use this tool most efectively. Step 1: Make it personal Ask your colleagues and direct reports in person or over the phone. Explain why you're doing the assessment reassure them that you're looking for honest candid feedback and explain what happens when the assessment is over. Step 2: Say thank you When the responses are in thank participants for taking the time to complete the assessment. Step 3: Set measurable goals Set 3-4 goals and then ask participants from the assessment to weigh in so they feel invested in your success. Step 4: Schedule another assessment Conduct another assessment in 6-12 months with the same respondents participating. See how you've progressed against your goals and what new ones you might set. This will keep you accountable and motivated by your own improvements. Accepting The Status Quo 1 Conduct a 360-degree assessment 3 Try this

slide 4:

Never Stepping Away From The Business 2 C EOs who never stop working do a disservice to their companies albeit unintentionally. Some of these leaders have workaholic habits a tightly wound personality and a tendency to react before they think. They struggle to make time for reading refection or rest. Not only does this make them less productive but it causes them to lose perspective on the direction of the company. Eventually they burn out and cause others around them to burn out too. Learn from this mistake: Carve out time to work on the business instead of in the business. Enroll in courses read books or simply get outside and clear your head. Even if it goes against your instincts for hard work give yourself permission to step back. You'll inevitably gain clarity on navigating challenges and become a better role model in the process. Refective thinking is the one thing you cannot outsource. Vistage speaker Gair Maxwell an expert on disruptive innovation suggests a few ways to slow down and make space for refection: 1. Get out of the workspace: Many leaders think more clearly when they are able to step away for a while. Go for a walk get some exercise try an online yoga class or guided meditation sit out in the sunshine - whatever it takes to reset. 2. Pick up a book: Few practices can stimulate big-picture thinking more than reading a great book. These top books on leadership recommended by CEOs and executive coaches are a great place to start. 3. Learn something that sparks you: Whether it's painting playing a musical instrument or gourmet cooking explore an interest that excites you. It will relieve stress and help clear the way for more refective thinking. Make space for refective thinking Try this

slide 5:

Relying Solely On Their Own Perspective 3 S ome CEOs fall into the habit of insular thinking where they operate in isolation and ignore outside perspectives. Other CEOs falsely assume they have enough experience or expertise to make big decisions without anyone's input. These leaders are prone to confrmation bias and may overlook data or opinions that contradict what they believe to be true. They also lose out on the rewards that come from diversity of thought. Learn from this mistake: Get curious about what other people think - especially those who come from diferent backgrounds geographies or areas of expertise. Instead of looking for perspectives that reinforce your point of view look for ones that challenge it. Remember that institutional knowledge while valuable can cloud your perspective. Listening to diverse perspectives can open your eyes to blind spots and help you make smarter decisions. " " I thought 'How can these people in completely diferent industries understand the nuance and complexity of the construction industry' After a couple of meetings I was wowed. I realized the value of those objective outside perspectives. Those folks gave us the absolute best advice because they weren't constrained by an institutional mindset. Rob Lynch CEO of Dome Construction Member of a Vistage peer advisory group since 2011 Rob Lynch CEO of Dome Construction Member of a Vistage peer advisory group since 2011

slide 6:

L eaders with high egos close themselves of to personal growth new ideas and better ways of doing things. When criticized they're prone to get defensive. When addressed they tend to interrupt. High-ego leaders don't like to ask questions appear vulnerable or take ownership when things go wrong. Not only does this make them unlikeable as leaders but it also makes them inefective. Learn from this mistake: The best leaders are confdent without being egotistical. They're curious humble purpose- driven and honest about what they know and don't know. Adopting this leadership style will help you gain trust from your employees and respect from your peers. Vistage Chair John Dame ofers these tips to help you stay open humble and curious. 1. Know what you don't know. Resist the impulse to be "master of the universe." Rely on experts. Know when to defer and delegate. 2. Resist falling for your own publicity. We all do it: Whether we're writing a press release or a self- appraisal we put the best spin on our success - and then conveniently forget that the reality wasn't as fawless. 3. Embrace and promote a spirit of service. Employees quickly fgure out which leaders are dedicated to helping them succeed and which are scrambling for personal success at their expense. Customers do too. 4. Listen to the weird ideas. Open your ears to what others are saying. The most imaginative and valuable ideas tend to come from left feld. Letting Ego Get In The Way 4 A checklist for checking your ego Try this

slide 7:

Making Erratic Decisions 5 C EOs who make erratic decisions lack discipline. They don't take time to pressure-test assumptions or weigh their options often because they're time- strapped or stressed out. As a result they lose sight of what's most important and prioritize the speed of decision-making over the decision itself. In some cases they're motivated by a quick way to generate fast returns and neglect the rigor. Those calls often come at the expense of the company's long-term performance. Learn from this mistake: Develop a conscious process for decision-making that works for you and your business. There's no right or wrong way of doing this what's most important is that you have a system for approaching every decision the same way. In addition it's useful to develop a framework for evaluating the importance or urgency of a decision like the Eisenhower Matrix. Alan Mulally the CEO who turned around Ford and Boeing explained his process to the Vistage community. A key element His business plan reviews: Schedule a weekly meeting with updates from every member of the senior leadership team. Create color-coded issues. Green means "on plan." Yellow for issues that are "of plan but being dealt with." Red for issues that are "of plan but not yet being addressed." Discuss how everyone in the meeting can work together to turn the reds into yellows and yellows into greens. Focus on the facts and data so personalities and politics don't get in the way. 1. 2. 3. 7 The business plan review process Try this

slide 8:

1. Coaches are great sounding boards They give business leaders a unique perspective one they could only get from someone who has years of their own experience. 2. Coaches have emotional intelligence Coaches help business leaders better manage tricky interpersonal situations as they've gained emotional intelligence that can only be won through experience. 3. Coaches provide a confdential space Coaches give business leaders a private confdential space to speak about the challenges of their role allowing them to get out of their own heads and look at their issues with a fresh perspective. 4. Coaches teach from real-world experience While nothing can replace frst-hand experience an executive coach's real-world experience can serve as a map giving business leaders a view of the paths toward success. 5. Coaches live for serving business leaders Coaching is a true calling for A-players. They ask a lot of questions and spend hours mulling over ways they can help their clients. L eadership excellence rarely happens without help from others. CEOs need mentors to advise them coaches to challenge them and subject matter experts to inform them. They also need a trusted group of peers who can serve as a sounding board when they're working through tough or messy problems. Without this support a CEO will fnd it harder to stay accountable make informed decisions and grow as a leader. Too many busy executives overlook these benefts and go it alone. Learn from this mistake: Whatever challenge you're facing someone has faced it before. Seek out a coach or mentor who has the right experience to help you push forward. Even if you're not in crisis mode a coach can help you work toward personal or professional goals see things from a diferent point of view identify blind spots and feel less alone as the chief decision-maker. 8 Not Finding A Good Guide 6 What do great coaches bring to business leaders

slide 9:

Focusing Entirely On Their Own Growth And Not Their Team's Growth 7 C EOs have a dual responsibility to develop themselves and develop their employees. Focusing only on the former leads to big problems in the long term. Retention will sufer as employees won't stay with a company that doesn't invest in them. Workplace skills will stagnate leading to declining productivity and poor performance. Without a strong senior team to support them the CEO will fnd themselves increasingly lonely at the top. Learn from this mistake: Invest in a program for training and development that provides access - at all levels - for employees to expand their capabilities. Focus on development opportunities that help employees think critically through challenges and grow into trusted decision-makers. When you develop your employees it becomes easier to achieve ambitious goals retain and attract top talent and make space for you to focus on big-picture strategy. To grow your business fast develop your leaders frst. List your goals and the leaders aligned to them. Ask yourself what skills and competencies are needed to drive those initiatives forward and whether those leaders have them. Create an action plan to develop your leaders where you've identifed gaps. A three-step exercise for developing leaders Try this 1. 2. 3. 9

slide 10:

10 After coaching nearly 100000 leaders over 65 years we've observed that CEOs who dedicate themselves to leadership development consistently outperform CEOs who don't. This has proven true in both bear markets and bull markets. During the Great Recession Vistage members grew their businesses 5.8 while non- members saw their businesses fall 9.2. In the frst year of the Covid-19 pandemic Vistage members grew their revenue 4.6 while other companies' revenue fell by 4.7. And in general Vistage member companies grow an average of 2.2X faster than the average U.S. small or midsize business. Experience has taught us that the best leadership development plans: * Provide ongoing support * Balance executive coaching with peer support * Ofer access to subject-matter experts and cutting-edge research * Are customized to individual needs As you map your plan for leadership development we hope you'll explore membership with your local Vistage CEO group. There you'll fnd a team of executives who are eager and ready to support your journey. It'd be a mistake not to consider it. Map your leadership development

slide 11:

Vistage is the world's largest and most comprehensive approach to executive coaching for small and midsize businesses. For 65 years we've been helping CEOs business owners and key executives solve their greatest challenges through confdential peer advisory groups and one-to-one executive coaching sessions with accomplished business leaders. Today more than 27000 members in 26 countries rely on Vistage to help make better decisions for their companies families and communities. The results prove it: Vistage member companies grow 2.2 times faster than average small and midsize U.S. businesses according to a 2017 study of Dun Bradstreet data. Learn more at vistage.com. © Vistage Worldwide Inc. 22_221_0039 Vistage Worldwide Inc. 4840 Eastgate Mall | San Diego CA 92121 Ph 800.274.2367 Intl +1.858.523.6800 Fax 858.509.5801 www.vistage.com

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22_221_0039 Lead Magnet 7 Biggest CEO Mistakes (1)

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The 7 Biggest Mistakes CEOs Can Make And How To Avoid An Avalanche Of Trouble Infation spikes supply chain bottlenecks geopolitical conficts and an ongoing pandemic have created a volatile unpredictable environment that's particularly precarious for small and midsize businesses. On top of that whispers of a recession are growing louder.

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Jay Holstine facilitated a valuable discussion on leadership

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Jay Holstine discusses with Rob Schultz the journey of building a successful software business, selling the business and becoming a Vistage Chair

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Jay Holstine discusses building his software business and lessons learned from the successful private equity exit.

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Jay Holstine discusses entrepreneurship and successful business exit

Rob Schultz interviews Jay Holstine, Vistage Chair in Dallas Fort Worth area regarding the building and sale of his business.

Schulz Wealth is a boutique wealth management firm. We specialize in helping business owners navigate every stage of their business, from startup to maturity and all the way through the all-important moment of transitioning to life after business.

Building and empowering a high-achieving CEO Peer group that produces more effective leaders is Jay Holstine's passion. Jay manages the CEO Peer group issue resolution sessions that surface root causes, pooled perspectives and shared wisdom.

Jay Holstine currently serves as chair and CEO peer group advisor at Vistage Worldwide in Dallas, Texas. The CEO Peer group contains approximately 18 members from non-competing businesses that support each other to become better leaders. In addition to chairing the group's monthly meetings, Jay provides each member with one-to-one sessions to discuss issues, opportunities and business strategy.

Prior to his work at Vistage, Jay Holstine was a managing director with Compass Advisory Consultants, where he refined his business building and CEO coaching skills. Previously, Jay served as the chief executive officer and president of Freightflow, a cloud-based transportation management software company, and chief executive officer, president, and founder of SigmaFlow, a cloud-based process management solution. Jay is a graduate of the University of Kansas, where he received his bachelor of science in mechanical engineering.

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Jay Holstine podcast with Schultz Wealth

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Rob Schultz interviews Jay Holstine, Vistage Chair in Dallas Fort Worth area regarding the building and sale of his business. Schulz Wealth is a boutique wealth management firm. We specialize in helping business owners navigate every stage of their business, from startup to maturity and all the way through the all-important moment of transitioning to life after business.

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Jay Holstine had an informative podcast with Ro... by Jay Holstine - Trepup.com

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Check out the post, Jay Holstine had an informative podcast with Ro... by Jay Holstine. Create a free account on Trepup and share photos and videos with your friends.

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Jay Holstine is the CEO Peer Group Advisor and a coach at Vistage, an organization that has catered to CEOs and company presidents for over 50 years. The company's goal is to provide resources that can help business leaders grow their businesses. As a coach, Jay meets with members once a month to offer in-person sessions that explore what clients are going through, the questions they have regarding expansion, and potentially hidden opportunities. Before becoming CEO, Jay was a managing director at Compass Advisory Consultants.

Jay joins me today to describe his entrepreneurial journey and what made him appreciate his luck shortly after selling his business. Jay discusses what it was like growing up with entrepreneurial parents. He explains how having a peer group would have improved his business trajectory. He shares some of his professional regrets and his thoughts on working as a consultant for another company. Jay also reveals why some of the best business meetings don't have a host or speaker.
"One of the things about successful entrepreneurs is they feel like they can do it again and again without appreciating that there was some unbelievable luck." - Jay Holstine This week on Priorities Lifestyle:

Why Jay decided to become an entrepreneur

Shifting from being a consultant to a business owner

Why transitioning to entrepreneurship wasn't tricky for Jay

Why it's challenging to lay people off in a software business

Being an entrepreneur and having a partner who is averse to risks

Why having a peer group can help create better business decisions

Jay's ventures shortly after selling his business and why they weren't as successful

How luck plays into entrepreneurial success

Some of Jay's regrets after selling his business

Jay's present career and his role in the Vistage team

Books for business owners that Jay has recently read

The best kind of business meeting

Our Favorite Quotes:

"If your parents are entrepreneurs, you don't see risks the same way you would if they worked for a corporation." - Jay Holstine

"I have a tendency to go fast, but it can be really bad if it's not the right direction." - Rob Schulz

"It's important to have that skill that brings the best out of the people you're mentoring and have them ask questions, so they can help solve problems for themselves and those around them." - Rob Schulz
Connect with Jay Holstine: About Rob Schulz and P&L Podcast
The P&L Podcast is a show for business owners. In each episode, host and financial planner Rob Schulz sits down with business owners and the professionals that serve them to talk about business building, life, money - and the all-important transition out of the business, which inevitably happens to everyone who has ever founded a company.

Email Rob at rob.schulz@schulzwealth.com with questions, comments, and to schedule a one-on-one conversation.

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Appreciating the Luck that Comes with Success with Jay Holstine

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Jay Holstine is the CEO Peer Group Advisor and a coach at Vistage, an organization that has catered to CEOs and company presidents for over 50 years. The company's goal is to provide resources that can help business leaders grow their businesses.

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Leadership summit with Jay Holstine CEO peer group

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Leadership summit with Jay Holstine CEO peer group

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Leadership is the most critical necessity of success.

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Jay Holstine's CEO peer group digs into what is required for effective leadership.

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Fantastic Jay Holstine CEO peer group session.

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Leadership Excellence - is the objective of Jay Holstine's CEO peer group workshop Becoming a more effective leader was the emphasis of the Dallas CEO group chaired by Jay Holstine. "New research, insights and expert analyses of success factors were the center of discussion at our CEO workshop. Turnover is costly. You don't want your company to be the 1 out of 3 companies having to replace a leader, and suffer shareholder market loss. It's imperative to know the leader traits that create success and lead to the best performance in the CEO role," said Jay Holstine. "Leading business and economic schools' research reveal that the stereotype of the strong, confident, out-going, white, male candidate is not the best target, despite the historic trends of these inclinations. For one example, introverts are actually more likely to surpass hiring expectations. Education pedigree was another surprise: there was no correlation of an education from an elite school resulting in a superior performance: few of the actual top performers had ivy-league-educations, and some of the high-level performers did not even graduate from college," Holstine mentioned. "The best news is that there are some valuable essential traits and success factors that boards can target in selecting the best leader," Holstine added. Decisive - providing timely, concise decisions "You don't always have all the information you need, in typical business decision-making scenarios, but high-performing CEOs still make decisions earlier, quicker, and with conviction," Holstine shared. "One of our members said that the pursuit of the perfection often gets in the way of important action," Holstine said. "The question to ask is if this waiting for new or remaining information outweighs the potential damage of delay. Basically, not making a decision is simply decision-by-default," Holstine added. "While most decisions can be undone if necessary, lack of direction, and lack of confidence can weigh a company down," Holstine said. "Interestingly, among leaders who were let go because of decision making, the vast majority of reason was for indecisiveness, rather than for making a bad call," Holstine added. Managing conflict with adept confidence "Successful CEOs are not averse to conflict. They garner internal support by instilling confidence that they will lead the team to success, even if that entails contention. The avid leader understands that business is not without some disagreements, and they are comfortable dealing with conflict. They listen, and give those involved a voice, but not necessarily a vote. While consensus can good, it can turn into the lowest common denominator. Strong CEOs are not spending their time counting votes and worrying about being popular. Getting everyone on board: Skilled and Intuitive communicators are able to engage stakeholders. "One of the most critical skills is getting everyone on board. Our CEO group agreed that strong performers have an intuition for the priorities and needs of their stakeholders, as well as the needs of potential detractors," Holstine said. "They address those concerns, and illustrate the value of the program, so that they can bring potential detractors back into the project. The best leaders are able to win over detractors by highlighting their importance to the process," Holstine shared. Non-verbal Communication: "The best leaders monitor and finetune their demeanor and body language. They are aware of the unintended communication of expressions, posture, or gestures that might contradict their intentions. They understand that calm composure is essential in good leadership," Holstine said. Open and adaptable "Pragmatism is critical to success. Our CEO membership knows that business environments can change on a dime," Holstine said. "Everyone agreed that looking out for the unforeseen challenges, is critical to success," Holstine said. "Adapting quickly to new challenges is also important. We found that the best CEOs are always seeking out fresh information from a variety of networks and different sources. They are looking for trends and signs of potential change, in order to take advantage of new opportunities," Holstine shared. Always Learning and Growing "Our group acknowledges that temporary setbacks are a part of changing course. High performers see missteps as opportunities to learn and grow. It's not failure if you realize a setback as part of growth and learning, and adjust your approach to accomplish it next time," Holstine said. Consistent Delivery of Results "Adaptability and growth are key factors of success, but research and our members agree that boards want a CEO who knows how to run a business well. The proven, predictable performer, delivering steady results, with reliable follow-through, is more valuable to the company's long term viability than a rockstar leader with some exciting ideas and erratic actions," Holstine said. Organizational Excellence "Great leaders also thrive on organization, strategic planning, and team building. Successful new CEOs set realistic expectations by digesting plans, budgets, and understanding markets and customers and employees. Upgrading talent and getting the right team in place quickly is critical to a new CEO's success," Holstine added. "Our workshop concluded with the concept that leadership success is not based on inborn traits or high pedigrees of education. The most successful CEOs are those who are more versatile, diverse, open-minded, growth oriented, and confident. They are smart communicators, and very adept at engaging stakeholders and winning over detractors. They know how to handle conflict. They're decisive, they know how to run a company, and they enjoy leading," Holstine said.

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Leadership Best Practices - Jay Holstine CEO peer group discussion

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Leadership Excellence - is the objective of Jay Holstine's CEO peer group workshop Becoming a more effective leader was the emphasis of the Dallas CEO group chaired by Jay Holstine. "New research, insights and expert analyses of success factors were the center of discussion at our CEO workshop. Turnover is costly.

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Jay Holstine facilitates a CEO peer group discussion on employee engagement

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Imperative to maximize employee engagement:

Jay Holstine's CEO peer group shared their insights and solutions in helping their teams thrive from transitioning from work-from-home / hybrid to return-to-office.

"Navigating the pandemic's effects on the workplace has been a major leadership challenge," Holstine noted. "While each of our CEOs have a unique workforce and office structure, there are many common challenges and insights to share at our meetings," Holstine said.

"We've been discussing communications technologies, recruiting resources, employee engagement, and retention best practices," Holstine added. "One CEO member shared advice and resource options on bringing workers safely back to the physical offices, along with valuable tips and lessons learned," Holstine mentioned.

Helping business leaders navigate the pandemic's effects on the workplace has been a major focus of Jay Holstine's Dallas-based CEO peer group. Eighteen leaders from non-competing industries, gather regularly to hear expert speakers, share ideas, and strategize with each other.

Post-Pandemic necessitates a new work culture and climate

"Leaders are more aware of a wider variety of societal issues that influence employee effectiveness, teamwork and retention," Holstine said. "Strategies to improve employee inclusion, and work-life balance are more important now. Our industry experts are providing new data, resulting in lively discussions among our group," Holstine added.

"CEO members discussed ways to advance collaboration and identifying the right resources to enhance engagement and efficiency," Holstine noted. "The way in which employee support is provided has shifted, and continues to evolve, just as our communications and support of our customers has needed to advance," Holstine said.

Over-engagement can cause resignation

"One of our members pointed out that the new hybrid workplace can sometimes produce a hyper-connectivity that leads to burnout," Holstine said. "For many employees, the workplace has encroached into the home, the car, and sometimes all hours of life," Holstine said.

"Fine-tuning the right pace, and the right level of inclusion, (such as the number of teams employees are part of, and the size of each team,) is important to maintaining a successful mix of collaboration, individual productivity, and good work-life balance," Holstine noted.

Capability and performance should be more important than access to management

"Another member shared an important point about the hybrid work environment: Be aware that 'Access' should not be the critical determinant in acquiring roles and responsibilities. Leaders will get better long-term results from reviewing all potential candidates, to assess who brings the right mix of skills and experience to the role under consideration, as opposed to who currently has more access to the opportunity," Holstine shared.

"While discussing vital developments in work culture, and identifying the best practices is what we focused on in this workshop, in every meeting our CEOs depend on the shared wisdom, expert research, practical experience and ideas, that help their companies succeed," Holstine shared.

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Imperative to maximize employee engagement: Jay Holstine's CEO peer group shared their insights and solutions in helping their teams thrive from transitioning from work-from-home / hybrid to return-to-office. "Navigating the pandemic's effects on the workplace has been a major leadership challenge," Holstine noted.

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Enlightening CEO discussion on post-exit transition

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Enlightening CEO discussion on post-exit transition

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Jay Holstine

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Great interview between Jay Holstine and Rob Sh... by Jay Holstine - Trepup.com

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Check out the post, Great interview between Jay Holstine and Rob Sh... by Jay Holstine. Create a free account on Trepup and share photos and videos with your friends.

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CEO peer group discussion on Employee Engagement

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CEO peer group discussion on Employee Engagement

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Jay Holstine ceo peer group discussion

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Jay Holstine CEO peer group discussion on employee engagement

Workplace culture was the topic of Jay Holstine's CEO peer group discussion, as members shared their insights in creating an atmosphere of inclusion.

"Navigating the pandemic's effects on the workplace has been a major leadership challenge," Holstine noted. "While each of our CEOs have a unique workforce, office structure, and specific interaction with the marketplace and larger supply chain, there are many common challenges and insights to share at our meetings," Holstine said.

"The evolving communications technologies were prominent topics at our most recent discussion, as well as new recruiting resources, meeting practices, and employee engagement and retention in a new landscape," Holstine added. "One CEO member shared advice and resource options on bringing workers safely back to the physical offices, along with valuable tips and lessons learned," Holstine mentioned.

Helping business leaders navigate the pandemic's effects on the workplace has been a major focus of Jay Holstine's Dallas-based CEO peer group. Eighteen leaders from non-competing industries, gather regularly to hear expert speakers, share ideas and strategize with each other.

"Leaders are more aware of a wider variety of societal issues that influence employee effectiveness, teamwork and retention," Holstine said. "Strategies to improve employee inclusion, and work-life balance are more important now. Our industry experts are providing new data, resulting in lively discussions among our group," Holstine added.

"CEO members discussed ways to advance collaboration, emphasizing the right resources and support to enhance engagement and efficiency," Holstine noted. "The way in which employee support is provided has shifted, and continues to evolve, just as we are communicating and supporting our customers in more updated and advanced ways," Holstine said.

"One of our members pointed out that the new hybrid workplace can sometimes produce a hyper-connectivity that leads to burnout," Holstine said. "For many employees, the workplace has encroached into the home, the car, and sometimes all hours of life," Holstine said.

"Fine-tuning the right pace, and the right level of inclusion, (such as the number of teams employees are part of, and the size of each team,) is important to maintaining a successful mix of collaboration, individual productivity, and good work-life balance," Holstine noted.

"Another member shared an important point about the hybrid work environment: Be aware that 'Access' should not be the critical determinant in acquiring roles and responsibilities. Leaders will get better long term results from reviewing all potential candidates to assess who brings the right mix of skills and experience to the role under consideration, as opposed to who currently has more access the opportunity," Holstine shared.

"While discussing vital developments in work culture and identifying the best practices, is what we focused on in this workshop, in every meeting, our CEOs depend on the shared wisdom, expert research, practical experience and ideas, that help their companies succeed," Holstine shared.

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Inclusion Improves Productivity and Job Satisfaction

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Workplace culture was the topic of Jay Holstine's CEO peer group discussion, as members shared their insights in creating an atmosphere of inclusion. "Navigating the pandemic's effects on the workplace has been a major leadership challenge," Holstine noted.

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Very good CEO discussion on tactics to build an engaging work culture - Jay Holstine

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CEOs working together to created a rewarding and fulfilling work environment.

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Jay Holstine CEO peer group discussion on growing revenues in the current economy

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2022 Growth Strategies: Inflation & Supply Chain | Jay Holstine's Portfolio

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Jay Holstine CEO peer group meetings to discuss growth strategies.

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Jay Holstine has 20+ years experience leading software companies.

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How is your IT supporting your growth?Helping b... by Jay Holstine - Trepup.com

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Check out the post, How is your IT supporting your growth?Helping b... by Jay Holstine. Create a free account on Trepup and share photos and videos with your friends.

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Jay Holstine CEO peer group workshop findings

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Employee engagement is the top issue for CEOs in 2022 - Jay Holstine

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Steve Heroux speaks on how to inspire today's salesperson - August 24, 2022

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Steve Heroux speaks on how to inspire today’s salesperson - August 24, 2022

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Steve Heroux speaks with Jay Holstine’s CEO peer group about motivate today’s salesperson to drive real change in the organization.

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Fantastic Jay Holstine CEO group speaker.

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Michael Allosso brings improve to Jay Holstine’s CEO peer group

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Jay Holstine chairs a Vistage CEO peer group in the Dallas Fort Worth area

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CEO discussion on the impact of inflation and interest rates on their businesses

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CEO discussion on the impact of inflation and interest rates on their businesses

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Jay Holstine chairs a Vistage CEO peer group in Dallas

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Taking maximum advantage of new opportunities | Jay Holstine's Portfolio

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Economic shifts and cycles opens the doors for new opportunities

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Tactics for better hiring and employee retention

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Tactics for better hiring and employee retention

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Jay Holstine CEO peer group meeting on talent hiring and retention

The need to be a step ahead of the pack with a compelling talent strategy has never been more essential.

The talent game has changed, and new tools and strategies must be developed and deployed to inspire teams and individuals to execute on their most important work. Melanie Shaffer, President of Talent Suite, provides talent strategy and retention practices that are practical, low-cost, and immediately actionable to make a positive impact on the bottom line. Practical takeaways using your organization's behavioral data:

1. Why people are capable of far more than we think.

2. How your leaders can identify and hire talent based on fit to current role and future potential.

3. What is needed to build and develop agile, high performing teams.

4. How to develop your people and teams so they can flex and adapt to change.

An accomplished business leader, Jay Holstine serves as a Vistage Chair and CEO Peer Group advisor in Dallas, Texas. As a growth-oriented CEO, Jay brings pragmatic methods and incisive analysis to help CEOs improve their work-life balance, and transition from working-in-the business ,to working-on-the-business more effectively.

A deep experience in operations, along with a foundation in consulting, and years of growing companies, is what enables Jay to coach management teams on successful business scaling.

Jay wanted to build a Legacy of amazing people that can positively Impact our communities. An executive peer group is high performing, not an empty seat in the room, high trust in the room, where everyone pulls together with pooled perspectives and shared wisdom to help each other become better leaders, and more successful!

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Melanie Shaffer shares Predictive Index value with CEO peer group

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The need to be a step ahead of the pack with a compelling talent strategy has never been more essential. The talent game has changed, and new tools and strategies must be developed and deployed to inspire teams and individuals to execute on their most important work.

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Jay Holstine is the chair of a Dallas Fort Worth CEO peer group.

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CEO peer group discussing the economic trends

Jay Holstine leads a CEO peer group in Dallas Fort Worth

Published: July 11, 2022

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Published: July 11, 2022

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CEO peer group discussing the economic trends | Jay Holstine's Portfolio

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Jay Holstine leads a CEO peer group in Dallas Fort Worth

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Wall Street Journal CEO survey:  Jay Holstine

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The deck you are looking for could not be found. Try going home or perusing our featured decks instead.

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Jay Holstine asked Gair Maxwell to speak on Big Little Legends

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Jay Holstine asked Gair Maxwell to speak on Big Little Legends

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Jay Holstine’s CEO peer group discussed how to become a Big Little Legend

Gair Maxwell is a global authority in helping organizations create iconic, “larger-than-life” brands that attract legions of customers and top talent – without having to resort to using any “pushy” marketing tactics. The trickle-down impact on any company, community or career can be enormous. Some organizations have achieved 15-20X financial growth while becoming a coveted, desirable “Category of One”.

BIG LITTLE LEGENDS challenges conventional marketing truisms and rejects short-sighted, decades-old “spray and pray” practices aimed at short-term results. This program dares to venture on a different path and challenge leaders on key issues such as their Brand Voice and how much it’s actually being heard in a noisy, competitive market.

Gair joined the group for a dinner after the meeting to discuss Big Little Legend stories for the attending members.

VISTAGE WORLDWIDE CEO PEER GROUP ADVISOR, JAY HOLSTINE

Jay Holstine is a CEO Peer Group advisor in Dallas, Texas. His passion is building businesses. After growing a software company for 12 years, uncovering new markets, and ultimately selling it, Jay Holstine wanted to develop leaders, enable them make better decisions, and grow their companies.

Jay wanted to build a legacy of high-performing leaders who are improving their communities. In an executive peer group, there is a 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.

Jay likes working with people who are also on a mission to create and build the best company, environment, and mindset that they can…. To make a difference in our community.

VISTAGE WORLDWIDE CHAIR, CEO PEER GROUP ADVISOR JAY HOLSTINE Building and empowering a high-achieving CEO Peer group that produces more effective leaders is Jay Holstine’s passion. Jay manages the CEO Peer group issue resolution sessions that surface root causes, pooled perspectives and shared wisdom. Jay Holstine currently serves as chair and CEO peer group advisor at Vistage Worldwide in Dallas, Texas. The CEO Peer group contains approximately 18 members from non-competing businesses that support each other to become better leaders. In addition to chairing the group’s monthly meetings, Jay provides each member with one-to-one sessions to discuss issues, opportunities and business strategy. https://linktr.ee/JayHolstine View all posts by jayholstine

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Leadership Development: Building Better Bosses

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2 Leadership Development: Building Better Bosses | Vistage.com Leadership Development: Building Better Bosses Leadership Development for the New Workplace The workforce revolution brought on by the COVID-19 pandemic has transformed the workplace in ways we are just beginning to appreciate. It has opened doors to hybrid working on a grand scale. It has revealed truths about productivity employee preferences and the value of remote work. It has allowed digital technology to accelerate how business gets done. Small and midsize businesses are quickly adapting to this new model. Because this new model of working requires new ways of leading they are also investing in leadership development. In fact employee development - inclusive of leadership development - is one of the top 10 investments for small and midsize businesses in 2022 according to our research. Specifcally 75 of CEOs are directing resources towards programs that develop the "bosses" in their organization - that is managers of people and other leaders. These are wise investments. Why Bosses have the greatest direct impact on the employee experience which in turn impacts business performance. Building better bosses then builds stronger higher- performing organizations. In this report we draw on our latest research and insights to explore this issue from multiple angles. We look at why developing bosses is strategically important for small and midsize businesses in the current environment how CEOs are approaching leadership development today and where CEOs should focus their attention and resources in the year ahead. We also consider who to target for leadership development and outline next steps for CEOs. In this report: I. The case for leadership development: Why small and midsize businesses need better bosses II. The state of leadership development: What CEOs are doing today to build better bosses III. Recommendations for leadership development: How to build better bosses: Workplace culture and accountability IV. Leadership development at all levels: Who to target for training

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3 Leadership Development: Building Better Bosses | Vistage.com The workforce revolution has shifted the workplace 180 degrees from what we saw in the traditional Industrial Era model - replacing analog tools with digital ones uniform practices with fexible ones and ofce work with hybrid/remote work. For small and midsize businesses these six shifts are especially signifcant. The pandemic drove many hourly skilled and knowledge workers to rethink their priorities and purpose. This shift in thinking was refected in the Great Resignation when many employees changed jobs to better realign their work and life. Accelerated by the pandemic power shifted from the employer to the employee with workers having more employment options than ever. Meanwhile businesses faced talent shortages hiring difculties and retention problems. These problems continue today as unemployment remains low and more than half 65 of small and midsize businesses plan to increase their headcount in the year ahead. Even before the pandemic many Millennial and Gen Z workers wanted their work to be more than just a paycheck they sought to be a part of something greater than themselves. Now they demand it. The pandemic heightened these needs and put pressure on employers to deliver. 1. 2. 3. W orkers have reevaluated their priorities for work. Employees have job options while employers have talent shortages. Millennials and Generation Z now demand more from work. 180-degree shift: How the workforce revolution changed the workplace

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4 Leadership Development: Building Better Bosses | Vistage.com Boomers represent a large proportion of workers who participated in the Great Resignation. Some Boomers left their jobs for opportunistic reasons for example they saw their retirement portfolios surge and decided to retire early. Others resigned because they wanted to make a career change or recalibrate their priorities. Of those that remain in the workforce many are retiring naturally every day. Workers have asked their employers to work from home WFH if they can or for fexible hours if they can't. Our most recent Vistage CEO Confdence Index survey found that 50 of small and midsize businesses have a hybrid workforce which includes WFH opportunities for some or all workers either full or part time. This fgure correlates to the approximate number of workers who can WFH given the nature of their work. For decades the Industrial Era construct of the Monday- to-Friday 9-to-5 work week MF95 was standard. Being in the ofce was a necessity especially before the advent of information technology. When COVID-19 hit in March 2020 however many employees shifted to remote work aided by laptops internet bandwidth and collaboration apps. Once people got a taste of that lifestyle there was no going back. At the same time companies began to realize the value of performing individual work e.g. tasks requiring focus and concentration in a remote setting and performing group work e.g. collaborative tasks in the ofce. 4. 5. 6. Boomers have retired early. Flexibility has become a necessity. The MF95 model has been replaced.

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5 Leadership Development: Building Better Bosses | Vistage.com The Case for Leadership Development Why small and midsize businesses need better bosses Today's workforce is looking for opportunities for growth. Employee development is central to any talent management strategy supporting three core goals: In our report - Employee Development: The CEO's Competitive Advantage - we examined the many types of development opportunities that small and midsize businesses were making available to their employees. The return on investment is twofold: The leader benefts from the development while those improved leadership skills provide a better employee experience for team members. While many forward-thinking executives are making leadership development available to all employees it is vital to give special attention to the development of bosses right now since they're the front line of every employee's experience. I. Development is a key driver of productivity. It gives workers the tools and training to meet their goals successfully. It also increases the capacity and capabilities of an existing workforce which is particularly valuable for companies facing a talent shortage. Onboarding new employees is also critical for shortening time to full productivity. To mitigate the impacts of retention challenges cross-training is essential to maintain productivity after employees leave. Loyalty and retention grow when employees feel their company is invested in their future. Retention also improves when managers are developed - expanding their leadership skills results in a better experience for their direct reports. With the U.S. unemployment rate at 3.6 and open positions reaching record highs workers at all levels have multiple job opportunities. Promoting a well-defned development program helps companies recruit top talent especially when they're targeting people already in the workforce. * Productivity: * Retention: * T alent aquisition: Get the report

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6 Leadership Development: Building Better Bosses | Vistage.com Why focus on the boss People don't leave companies they leave bosses. That's because no one has a greater impact on a worker's day-to-day experience and attitude than their direct boss. Bosses translate and model culture set goals hold employees accountable provide leadership coaching manage employee tools and training and perform other duties that directly impact workers. Bosses who do these things well enhance the employee experience while those who do poorly hurt the employee experience. This has a ripple efect across the organization: It impacts worker productivity performance motivation levels and job satisfaction which then impacts the performance of the business more broadly. This is reason enough for CEOs to invest in building better bosses. But there's another factor bringing urgency to this need. As the workplace has radically changed so have the demands placed on bosses. In fact no role has experienced more change in the last two years than that of the boss.

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7 Leadership Development: Building Better Bosses | Vistage.com Comparing management responsibilities then vs. now Managing employees in a hybrid environment requires a much larger set of skills tools and strategies than those needed for managing in a traditional ofce environment. Consider how these responsibilities difer between the old and new workplaces: THEN Management duties in a traditional ofce NOW Management duties in a hybrid workplace Monitor employee attendance and adherence to the MF95 schedule dictate specifc work hours for every employee Measure employee performance based on deliverables and other outputs allow employees to work on a fexible self-determined schedule Watch workers get the job done visibly monitor for activity in the ofce Trust workers to get the job done schedule check-ins to ofer support and problem-solve Expect employees to be in the ofce every day regardless of the task they're working on Coach employees to use their time strategically. Have employees come to the ofce for collaborative innovative team-building or problem-solving tasks have employees work remotely on individual tasks Build relationships spontaneously and in person e.g. through team gatherings cofee breaks impromptu meetings Build relationships through digital means meet in person for activities intended to support personal connection and collaboration Conduct annual reviews to evaluate performance Complete weekly check-ins to track performance at consistent intervals These shifts are further complicated by changes within the workforce itself. Today's workforce represents several diferent generations - Boomers Gen Xers Millennials and Gen Zers - each of which have difering expectations for their managers. Many want their bosses to give them more than just jobs tasks schedules goals and metrics though they expect those as well. They also want their bosses to coach them motivate them ofer purpose and meaning and support their work performance. Bosses can't meet these new demands without sufcient training and development.

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8 Leadership Development: Building Better Bosses | Vistage.com Beyond bosses: Rounding out the employee experience CEOs need bosses who are prepared to lead in a hybrid model infuse organizational culture and maintain accountability for performance. But there are other areas that CEOs must invest in to fully consider the employee experience and maximize productivity in a hybrid workplace model. These areas are: After making modifcations to accommodate for workplace safety through the height of the pandemic now companies are transforming the physical space again to capitalize on the benefts of in-person group dynamics. Beyond putting technology and conference rooms in place CEOs need to set expectations and best practices for collaborating and using time in the ofce. Many CEOs are investing in functional home ofces for those working remotely. Long term this will increase performance productivity and the ability to collaborate virtually. Technology drives productivity. Our most recent survey found that 69 of CEOs are investing in technology to ofset hiring challenges. 1. 2. 3. Physical workplace Home ofce T echnology

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9 Leadership Development: Building Better Bosses | Vistage.com The State of Leadership Development What CEOs are doing today to build better bosses When it comes to development many CEOs are on the right track. In the Q4 2021 Vistage CEO Confdence Index survey which captured the opinions of 1540 leaders of small and midsize businesses employee development was ranked as a top area of investment. II. EMPLOYEE DEVELOPMENT AMONG CEOS' TOP INVESTMENTS FOR 2022 What are the top three areas of your business youll invest in during 2022 Source: Q1 2022 Vistage CEO Confdence Index n1584 22 45 51 59 75 65 119 224 236 508 39 55 57 47 116 129 121 217 314 268 42 47 64 74 140 48 139 180 268 184 960 Hiring recruitment sourcing Technology Production and delivery Infrastructure Employee development Marketing Product and pricing Sales Performance MGMT/HR Productivity and execution 818 621 379 342 331 180 172 147 103

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10 Leadership Development: Building Better Bosses | Vistage.com Using employee retention as a barometer for success also speaks to how much the boss's role has changed. In the past bosses served more as policy enforcers and task masters who held people accountable for attendance and performance. Today bosses serve more as coaches and leaders who help workers succeed and feel satisfed with their jobs. CEOs reported new ways of measuring the success of their leadership development programs. The majority of leaders cited employee retention as a critical metric. This refects the CEO view that leadership development has a return on investment on two levels: It supports the boss's development as an individual and it supports the team that the boss leads. THREEQUARTERS OF SMALL AND MIDSIZE BUSINESSES REPORT INVESTING IN LEADERSHIP DEVELOPMENT Do you invest in development specifcally for your company's managers and leaders Source: Q1 2022 Vistage CEO Confdence Index n1584 Yes No 75 25 RETENTION RATES PRIMARY MEASURE OF LEADERSHIP DEVELOPMENT FOR SMBS How do you measure the success of your leadership development eﬀorts Source: Q1 2022 Vistage CEO Conﬁdence Index n1584 Employee retention rates Exit interviews Net Promoter or employee satisfaction surveys Stay interviews Other 59 36 33 30 7 Our research shows that developing the existing workforce is also one of the topic tactics CEOs are leveraging to address hiring challenges. And a lot of that development is directed to leaders. As noted earlier our Q1 Confdence Index survey found that 75 of CEOs reported investing in development specifcally for managers and other leaders.

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11 Leadership Development: Building Better Bosses | Vistage.com Approaches to leadership development Our survey also captured myriad ways that small and midsize businesses are developing leaders. Many of these businesses use multiple approaches. Underlying all of these programs are individualized plans that identify how high an employee wants to go on their leadership climb the skills and tools they need and a timeline for how they will get there. Development does not just happen as a top-down efort from the organization to the individual organizations also need a bottom-up approach. Future leaders will leverage both self-initiated plans and formal programs as a roadmap for their development. Internal programs: These include training and programs developed by HR as well as workgroups and meetings dedicated to learning and solving problems. Some CEOs reported having weekly or monthly programs as well as open ongoing access to leadership curriculum as opposed to limiting access to a single training event. Within internally developed programs are peer-based groups that meet to collaborate and share expanding their knowledge of the organization and helping contribute at a level greater than their functional area. We nominate potential leaders first and then have them apply. We then guide them through a 12-month program. As leadership opportunities or special projects become available they have preferential opportunities to participate. Lori Seal CEO Blytheco

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12 Leadership Development: Building Better Bosses | Vistage.com Third-party programs: Many CEOs report investing in third-party programs from certifed credible training providers. These include formal training companies or training ofered by Professional Employer Organizations PEOs. Training events: CEOs reported using seminars webinars workshops and conferences as part of their approach to leadership development. These may or may not be comprehensive programs. However they often help expand employees' perspectives e.g. on industry-focused topics grow feld knowledge or build soft skills in management and leadership. Continuing education: Some CEOs reported taking advantage of programs ofered by local colleges. Others ofer tuition reimbursement and encourage leaders to attend graduate level courses and/or earn advanced degrees such as an MBA. One-to-one coaching and mentoring: As this survey included CEOs and other key leaders who are Vistage members many respondents included Vistage programs for their team. They report one-to-one coaching as an opportunity available to managers and leaders on the executive track. Professional and industry associations: Part of being an efective leader is expanding knowledge within a feld or industry. CEOs report that training opportunities webinars and conferences available through association memberships help expand the knowledge and perspectives of their leaders. Many industry associations ofer certifcations to grow industry knowledge and improve implementation safety and best practices. Assessments: Assessments can determine the skill gaps that managers should focus on. Whether mapping an individual against an established profle of a successful leader or conducting 360 assessments with peers and team members data can be prescriptive to where development is needed most. These assessments also predict success in a role and can be used on the front end of selecting new leaders. We use the 70/20/10 model. It's more about creating tailored and supported growth opportunities and internal coaching. In addition we do full-day assessments with a company that helps identify the opportunities and target training and outside coaching to support that. We add in additional classroom training around specific functional skills aligned with our business strategy and we don't limit this to our leaders. Peter Kirton CEO Sheboygan Paint Company

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13 Leadership Development: Building Better Bosses | Vistage.com When reviewing options for leadership development CEOs should ask these questions: When considering... A CEO should ask... Internal programs Do we have the capability commitment and cadence to develop and deliver internal training programs Third-party programs What training providers do we engage with on an ongoing basis How do we onboard new leaders into these programs to level the playing feld Training events How do we decide who can participate in training events to ensure equity across all managers Continuing education How might we best leverage programs from local colleges and universities to provide continuing education opportunities One-to-one coaching and mentoring Do managers complete weekly check-ins with all employees to track performance at consistent intervals Professional and industry associations What leadership development is available beyond just industry knowledge in professional associations Assessments How are skill gaps identifed What data do we use to determine those with the greatest potential to succeed as a leader Choosing the right development opportunity

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14 Leadership Development: Building Better Bosses | Vistage.com Recommendations for Leadership Development How to build better bosses: Workplace culture and accountability To build better bosses CEOs should focus their development goals on three areas: III. 1. 2. 3. W orkplace: Equip bosses to lead and manage employees in a hybrid model Culture: Prepare bosses to model and infuse organizational values and purpose Accountability: Train bosses to maintain accountability for performance in all workplace models Workplace After two years of rapid change workplace models are still taking shape. Many CEOs are still discerning their workplace model for the future and evaluating what works best for their employees and business. Bosses can inform this process by exploring what employees want and sharing that feedback with leaders. Later they can support the new model by communicating and enforcing CEO decisions and expectations.

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15 Leadership Development: Building Better Bosses | Vistage.com MORE THAN HALF OF CEOS REPORT A REMOTE OR HYBRID WORKFORCE Which best describes your current workforce model Source: Q1 2022 Vistage CEO Confdence Index n1584 All remote workforce Hybrid workforce Fully onsite workforce Other 50 41 6 3 In the Q1 2022 Vistage CEO Confdence Index survey 6 of CEOs reported having an all-remote workforce and 50 reported having a hybrid workforce. It's important to note that a hybrid workforce can take diferent forms. For example an organization might have its professional staf work remotely while having its frontline workers come to the ofce. Alternatively an organization might require all employees to work part time in the ofce and part time from home. The challenges associated with new workplace models will vary not just by organization but by team. Bosses who lead teams that are fully on-site 41 need to employ diferent tools and tactics than bosses who lead a fully remote team 6 or hybrid workforce 50. Because of this CEOs may need to customize leadership development opportunities for diferent groups of bosses as their needs will be diferent.

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16 Leadership Development: Building Better Bosses | Vistage.com According to a recent survey of 10000 knowledge workers and bosses the top concern about hybrid and remote work is proximity bias. What is proximity bias One aspect has to do with the fear of getting left behind. Employees think they'll be overlooked for a promotion if they don't work in the ofce 9-to-5 and get facetime with the boss. Another aspect has to do with feelings of resentment. Employees who go into the ofce fve days a week may resent colleagues who only go in once a week. To solve for proximity bias bosses need to implement both a culture of "excellence from anywhere" and a process for efective performance evaluations. Excellence from anywhere Excellence from anywhere is about focusing on employee deliverables and performance. What matters is what an employee does and delivers not where - or even when - they work. This conveys a lot of fexibility a top perk that employees are looking for right now outside of salary. CEOs need to provide fexibility in a signifcant way if they want to recruit and retain people and research shows that fexibility supports productivity. Efective performance evaluations Efective performance evaluations have a steady frequency and standardized process. Typically they work like this: 1. On a biweekly basis an employee and their boss agree to three performance goals that are SMART specifc measurable actionable relevant timely. 2. Before a check-in meeting the employee sends a brief report to the boss on how they did on these goals and the challenges they faced. They also complete a quantitative self-evaluation and proposed goals for the following week. 3. At the one-on-one meeting the boss coaches the employee on how to solve challenges better. They also agree to or revise the proposed goals and afrm or revise the performance evaluation. 4. The performance evaluation is submitted to a promotion review system overseen by HR. The boss and HR track progress and trends over time. Such biweekly performance evaluations help employees know where they stand and address fears about career mobility for hybrid workers. They also help ensure strong relationships between bosses and their team members which research has shown to be the most important element of retaining employees. To manage these responsibilities bosses need new templates and training as determined by the CEO. Importantly they also need to let go of old mental models and traditional ways of doing things. The old world is gone and we need to move forward. Expert Perspective | Moving forward with a hybrid-frst model Gleb Tsipursky CEO Disaster Avoidance Experts Bosses need to implement both a culture of 'excellence from anywhere' and a process for efective performance evaluations.

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17 Leadership Development: Building Better Bosses | Vistage.com Culture Bosses are key to how culture is translated and defned to the worker. While CEOs defne culture for the organization bosses defne and model the behaviors that bring that culture to life within their teams. Furthermore CEOs must depend on bosses to infuse and reinforce culture throughout their organization. Bosses provide teams with a consistent connection to and alignment with the organizational culture. They also recognize and reward performance and behaviors that exemplify cultural expectations. As more businesses shift to hybrid models bosses will have to shift how they fulfll this responsibility. Infusing a company's values beliefs and ideals when workers are largely remote will be especially challenging. Bosses provide teams with a consistent connection to and alignment with the organizational culture. Peter Kirton CEO Sheboygan Paint Company

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18 Leadership Development: Building Better Bosses | Vistage.com In March 2020 the world experienced an amygdala hijack. We didn't know what was happening so we just got busy reacting. Things have settled down since then but people are still on edge. Leaders are saying "Oh my gosh I've got an entire team that's traumatized and the changes keep coming." People are hypersensitive to everything because they're frayed. To help support employees better CEOs need to make sure their culture is meeting four basic human needs. At a high level human beings need: * A certain amount of certainty to make them feel secure * A certain amount of variety or novelty that brings them excitement * A sense of signifcance so they know what they're doing matters * A connection to other people Throughout the pandemic many of these needs have been hard to meet. Now there are several things that CEOs and bosses can do to address this and they all have to do with culture. First leaders need to amp up their communication in a way that speaks to those basic needs. If every Monday an employee receives a message from their CEO or manager with relevant updates that helps eliminate VUCA - volatility uncertainty complexity and ambiguity. This doesn't have to be fancy or complicated. Some leaders send messages directly to employees from their cell phone to stay connected. Second leaders need to ensure the mission vision and values of their company are woven around those four basic needs. This will help keep people engaged and productive. Third leaders should address the two spiritual needs that human beings have: the need to contribute to the world and the need to grow and develop. People under 30 especially want to know they're making a diference in the world. Fourth leaders need to make sure their vision has a noble cause. Before businesses could get away with having a mediocre vision. They can't do that anymore because every employee is getting tapped for every job you can imagine. If people are really into what you're doing and believe in what you're serving they will be less likely to leave. The bosses also need to make sure they're weaving that noble cause into every project. Fifth leaders should help employees understand that what they're doing matters instead of assuming they know. If someone is disconnected from the end result it's hard to feel excited about the tasks they're doing. Expert Perspective | Using culture to meet four basic needs Margaret "Magi" Graziano Chief Evangelist KeenAlignment To help support employees better CEOs need to make sure their culture is meeting four basic human needs.

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19 Leadership Development: Building Better Bosses | Vistage.com Accountability To manage accountability in a hybrid workplace bosses must balance leadership demands coaching requirements and performance management responsibilities. In essence they need to wear three hats. The boss as a leader: As a leader the boss needs to engage and connect the team to the organization's goals. They must set the vision and direction for the workgroup providing clear expectations for how individuals and teams can contribute to overarching objectives. The boss as a coach: As a coach the boss must empower individuals to improve and enable teams to excel. They must motivate and inspire others to realize their goals and become the best they can be. This includes working with people to develop their skills enhance their capabilities and realize their potential. The boss as a manager: As a manager the boss is responsible for team and individual performances. They must clearly defne roles activities and responsibilities. They need to set standards and expectations and then evaluate criticize and grade performance. They must establish goals and then hold people accountable for the activities and results needed to achieve those goals.

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20 Leadership Development: Building Better Bosses | Vistage.com Expert Perspective | Understanding the truth about accountability Greg Bustin Leadership Consultant and Vistage Master Chair Accountability is the foundation on which relationships results and respected organizations are built. It's also one of the biggest challenges that leaders face. Part of the problem is that accountability is misunderstood. People fear it instead of seeing it as a support system for winners. Here are some key insights about accountability along with recommended actions for leaders. Insight: Accountability should look feel and sound like coaching - not scolding. Action: To be a great coach a leader needs to be curious patient empathetic and compassionate. Coaching is like judo not karate. A leader needs to use an employee's energy to get them to where they need to be - instead of trying to kick them around. A great coach models what they want their team to do. Insight: Motivation is an internal driver for accountability. Action: The job of a leader is to cast a vision that does two things: It allows people to use their talents to get the organization where it needs to go and it allows each person to achieve what they want to achieve. When you create that kind of culture in an organization accountability will naturally fow from it. Insight: A high-performing team is the most powerful form of accountability. Action: A leader needs to create the conditions that make people want to be high performers. This involves setting a vision or mission for the team establishing clear roles for team members communicating deadlines exhibiting trust and respect and encouraging the team to have fun. Insight: Tracking does the heavy lifting of accountability. Action: A leader needs to establish how they're going to track performance. Questions to ask include: How will I measure outcomes against expectations How often will I check progress How much risk am I willing to take Insight: When an organization has an accountability problem it usually indicates that something in the organization lacks clarity. Action: A leader needs to refect on where they've failed to be clear. For example maybe their communication wasn't clear. Maybe their deadlines weren't clear. Maybe the impact of doing something or not doing something is not clear. Insight: Accountability is a two-way street. A boss is accountable to their employee and the employee is accountable to their boss. The division of responsibility is not 50/50 but 100/100. Action: As a boss you must make sure your employee knows what needs to get done make sure they have the resources they need and make sure they have clarity on what you expect from them. A leader needs to create the conditions that make people want to be high performers.

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21 Leadership Development: Building Better Bosses | Vistage.com Leadership Development At All Levels Who to target for training IV. When ofering leadership development programs the big question for CEOs is: Who has the opportunity to participate In our report Employee Development: The CEO's Competitive Advantage Vistage speaker Jeremy Kubicek argued that leadership programs should be available to all. We agree. If development opportunities are only available to select employees it will split the organization into two classes: the haves and the have-nots. Furthermore if top executives are the only ones who can access training programs they will be the only ones who know the language or frameworks taught in those programs. This will alienate lower-ranking employees and create further division between executives and frontline employees. Our research indicates small and midsize businesses tend to limit training opportunities to individuals at certain levels or titles. While it's important to equip certain individuals e.g. those who lead teams with certain skills and abilities CEOs should always consider how to make opportunities available to all. For example developing skills such as confict resolution accountability and communication are important for employees at all levels. A point of clarifcation: Organizations should allow employees at all levels to develop their leadership skills. But they should be selective in training individuals for specifc leadership roles. Other criteria used by CEOs to select participants for leadership development programs include: Many CEOs expect their managers to create their own development plans. Not only does this improve their participation and buy-in but also allows for customized plans based on individual needs. * Tenure * Performance * Potential * Interest * Referrals and nominations * Personalized development plans

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22 Leadership Development: Building Better Bosses | Vistage.com Research perspective: Next steps for CEOs It's hard to overstate the importance of a boss. A boss dictates the employee experience. A boss contributes to the performance of an organization. A boss reinforces a CEO's strategy culture and performance expectations. However a boss doesn't instinctively know how to fulfll these duties they must be taught. This is especially true in the new digital workplace. It's difcult for bosses to navigate the demands of hybrid working without guidance and training. They have no role models to follow. They have little experience to fall back on. As CEOs look to develop their bosses they should anticipate a steep and rocky learning curve. Bosses will make mistakes as they learn how to adapt to the new workplace. At a minimum these mistakes will hurt performance at a maximum they will increase turnover. Some bosses will adapt naturally while others will follow at a slower pace. To accelerate this process CEOs should create opportunities for bosses to share what's working and what's not working. Thus investing in the training and development of bosses - and helping them become better leaders coaches and managers - is essential for CEOs. Those who do this frst will be the fastest to realize productivity gains. Those who balance working from home with working in the ofce will also capitalize on the best of both worlds. It's up to CEOs to initiate these changes. If they don't they leave this process to chance creating risks that few can aford. There are several factors that determine whether someone has access to development opportunities. Candidly many of them are subjective in nature. But senior people in the organization that have developed a high level of expertise or have developed client relationships or have demonstrated a natural interest and ability in developing others in the frm are granted opportunities. Generally speaking this means someone who takes on volunteer initiatives helps develop other employees and thinks beyond the boundaries of 'their job.' Roger McCarron President and CEO Project Management Advisors

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23 Leadership Development: Building Better Bosses | Vistage.com Contributors Joe Galvin Chief Research Ofcer Vistage Worldwide As Chief Research Ofcer for Vistage the world's leading executive coaching organization for small and midsize businesses Joe Galvin is responsible for providing Vistage members with current compelling and actionable thought leadership on the top issues topics and decisions of small and midsize business CEOs. Margaret Graziano Chief Evangelist KeenAlignment Margaret Graziano is a keynote speaker author and corporate culture catalyst with expertise in building strategies that create and sustain high-performing work cultures. Margaret's business and people solutions have been implemented successfully across multiple industries including healthcare manufacturing high tech agriculture non-proft and government. Greg Bustin President Bustin Co. Greg Bustin is a 17-year Vistage Master Chair with two Chief Executive groups a Key Executive group and an Advancing Leader group in Dallas. He is also a Vistage speaker and has delivered more than 500 keynotes and workshops on fve continents. Greg advises leaders at some of the world's most admired companies his views about leadership have been published in The Wall Street Journal Chief Executive Fast Company Forbes Inc. Investor's Business Daily Leader to Leader Texas CEO and other major publications. He's written fve leadership books and "Accountability: The Key to Driving A High-Performance Culture" was named by Soundview as a Best Business Book. Greg's newest book - "How Leaders Decide" - debuted as the new 1 historical reference book on Amazon in April 2019.

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24 Leadership Development: Building Better Bosses | Vistage.com Anne Petrik Vice President of Research Vistage Worldwide As Vice President of Research for Vistage Anne Petrik is instrumental in the creation of original thought leadership designed to inform the decision-making of CEOs of small and midsize businesses. These perspectives - shared through reports blogs webinars and events - are grounded in her analysis of data from Vistage CEO Confdence Index surveys and complemented by insights curated from experts and partners across the Vistage community. Dr. Gleb T sipursky CEO Disaster Avoidance Experts Dr. Gleb Tsipursky is an internationally renowned thought leader in future-proofng and cognitive bias risk management. He serves as the CEO of the boutique future-proofng consultancy Disaster Avoidance Experts which specializes in helping forward-looking leaders avoid dangerous threats and missed opportunities. He is a best-selling author with several titles including "Never Go With Your Gut: How Pioneering Leaders Make the Best Decisions and Avoid Business Disasters" Career Press 2019 and "Returning to the Ofce and Leading Hybrid and Remote Teams: A Manual on Benchmarking to Best Practices for Competitive Advantage" Intentional Insights 2021.

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About Vistage Worldwide Vistage is the world's largest CEO coaching and peer advisory organization for small and midsize businesses. For more than 60 years we've been helping CEOs business owners and key executives solve their greatest challenges through confdential peer groups and one-to-one executive coaching sessions. Today more than 27 000 members in 25 countries rely on Vistage to help make better decisions for their companies families and communities. The results prove it: Vis tage CEO members grew their annual revenue on average by 4.6 in 2020 while nonmembers with comparable small and midsize businesses saw revenue decrease by 4.7 according to a 2020 study of Dun Bradstreet data. Learn more at vistage.com. About Vistage Research Vistage conducts original research and curates subject matter expertise from thought leaders to create actionable thought-provoking insights for leaders of small and midsize businesses. Our analysis of sur veys we conduct including the WSJ/Vistage Small Business CEO survey and Vistage CEO Confdence Index survey informs various report s. Since 2003 Vistage has published the CEO Confdence Index which has been a proven predictor of GDP two quarters in advance. Vistage pro vides the data and expert perspectives to help SMB CEOs make better decisions. Learn more at vistage.com/confdenceindex and vistageindex.com. 4840 Eastgate Mall l San Diego CA 92121 Ph 800.589.0531 l Intl +1.858.523.6800 l vistage.com

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Leadership Development: Building Better Bosses 2 Leadership Development: Building Better Bosses | Vistage.com Leadership Development: Building Better Bosses Leadership Development for the New Workplace The workforce revolution brought on by the COVID-19 pandemic has transformed the workplace in ways we are just beginning to appreciate.

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Capital sources with 2022 rising interest rates
CEOs of mid-market companies are poised for growth and watching for new opportunities, ready to respond...

Jay Holstine

Chief Executive Officer

Plano, United States

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Inclusion builds success -- Workplace culture was the topic of Jay Holstine’s CEO peer group discussion, as members shared their insights in creating an atmosphere of inclusion. “Navigating the pandemic’s effects on the workplace has been a major leadership challenge,” Holstine noted. “While each of our CEOs have a unique workforce, office structure, and specific interaction with the marketplace and larger supply chain, there are many common challenges and insights to share at our meetings,” Holstine said. “The evolving communications technologies were prominent topics at our most recent discussion, as well as new recruiting resources, meeting practices, and employee engagement and retention in a new landscape,” Holstine added. “One CEO member shared advice and resource options on bringing workers safely back to the physical offices, along with valuable tips and lessons learned,” Holstine mentioned. Helping business leaders navigate the pandemic’s effects on the workplace has been a major focus of Jay Holstine’s Dallas-based CEO peer group. Eighteen leaders from non-competing industries, gather regularly to hear expert speakers, share ideas and strategize with each other. A new work culture and climate “Leaders are more aware of a wider variety of societal issues that influence employee effectiveness, teamwork and retention,” Holstine said. “Strategies to improve employee inclusion, and work-life balance are more important now. Our industry experts are providing new data, resulting in lively discussions among our group,” Holstine added. “CEO members discussed ways to advance collaboration, emphasizing the right resources and support to enhance engagement and efficiency,” Holstine noted. “The way in which employee support is provided has shifted, and continues to evolve, just as we are communicating and supporting our customers in more updated and advanced ways,” Holstine said. Don’t over-engage “One of our members pointed out that the new hybrid workplace can sometimes produce a hyper-connectivity that leads to burnout,” Holstine said. “For many employees, the workplace has encroached into the home, the car, and sometimes all hours of life,” Holstine said. “Fine-tuning the right pace, and the right level of inclusion, (such as the number of teams employees are part of, and the size of each team,) is important to maintaining a successful mix of collaboration, individual productivity, and good work-life balance,” Holstine noted. “Another member shared an important point about the hybrid work environment: Be aware that ‘Access’ should not be the critical determinant in acquiring roles and responsibilities. Leaders will get better long term results from reviewing all potential candidates to assess who brings the right mix of skills and experience to the role under consideration, as opposed to who currently has more access the opportunity,” Holstine shared. “While discussing vital developments in work culture and identifying the best practices, is what we focused on in this workshop, in every meeting, our CEOs depend on the shared wisdom, expert research, practical experience and ideas, that help their companies succeed,” Holstine shared.

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Inclusion Improves Productivity and Job Satisfaction - Jay Holstine workshop

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Jay Holstine chairs a Vistage CEO peer group in the Dallas Fort Worth area

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Melanie Shaffer speaks with Jay Holstine's CEO peer group

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Melanie Shaffer speaks with Jay Holstine's CEO peer group

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Jay Holstine asks Melanie Shaffer to speak with his CEO peer group

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Never more essential than now, our members need a compelling talent strategy.

Melanie Shaffer is schedueled to speak with Jay Holstine's CEO peer group on July 20, 2022.

The talent game has changed, and new tools and strategies must be developed and deployed to inspire teams and individuals to execute on their most important work. Melanie Shaffer, President of Talent Suite, provides talent strategy and retention practices that are practical, low-cost, and immediately actionable to make a positive impact on the bottom line. Practical takeaways using your organization's behavioral data:

1. Why people are capable of far more than we think.

2. How your leaders can identify and hire talent based on fit to current role and future potential.

3. What is needed to build and develop agile, high performing teams.

4. How to develop your people and teams so they can flex and adapt to change.

EXPERIENCED CEO, COACH, AND MENTOR, JAY HOLSTINE

Jay Holstine serves as a Vistage Chair and CEO Peer Group advisor in Dallas, Texas. As a growth-oriented CEO, Jay brings pragmatic methods and incisive analysis to help CEOs improve their work-life balance, and transition from working-in-the business , to working-on-the-business more effectively.

Jay wanted is workign to build a legacy of amazing people that can positively Impact our communities. An executive peer group is high performing, not an empty seat in the room, high trust in the room, where everyone pulls together with pooled perspectives and shared wisdom to help each other become better leaders, and more successful!

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Jay Holstine asks Melanie Shaffer to speak with his CEO peer group

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Jay Holstine chairs a Vistage CEO peer group in Dallas Fort Worth area.

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Jay Holstine CEO peer group discusses employee engagement.

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Jay Holstine Vistage CEO peer group discussion

Hiring and Retaining staff is a top CEO concern

Jay Holstine’s CEO peer group shared their insights and solutions in helping their teams hire and retain key staff.

“Navigating the pandemic’s effects on the workplace has been a major leadership challenge,” Holstine noted. “While each of our CEOs have a unique workforce and office structure, there are many common challenges and insights to share at our meetings,” Holstine said.

“We’ve been discussing communications technologies, recruiting resources, employee engagement, and retention best practices,” Holstine added. “One CEO member shared advice and resource options on bringing workers safely back to the physical offices, along with valuable tips and lessons learned,” Holstine mentioned.

Helping business leaders navigate the pandemic’s effects on the workplace has been a major focus of Jay Holstine’s Dallas-based CEO peer group. Eighteen leaders from non-competing industries, gather regularly to hear expert speakers, share ideas, and strategize with each other.

A new work culture and climate

“Leaders are more aware of a wider variety of societal issues that influence employee effectiveness, teamwork and retention,” Holstine said. “Strategies to improve employee inclusion, and work-life balance are more important now. Our industry experts are providing new data, resulting in lively discussions among our group,” Holstine added.

“CEO members discussed ways to advance collaboration and identifying the right resources to enhance engagement and efficiency,” Holstine noted. “The way in which employee support is provided has shifted, and continues to evolve, just as our communications and support of our customers has needed to advance,” Holstine said.

Don’t over-engage

“One of our members pointed out that the new hybrid workplace can sometimes produce a hyper-connectivity that leads to burnout,” Holstine said. “For many employees, the workplace has encroached into the home, the car, and sometimes all hours of life,” Holstine said.

“Fine-tuning the right pace, and the right level of inclusion, (such as the number of teams employees are part of, and the size of each team,) is important to maintaining a successful mix of collaboration, individual productivity, and good work-life balance,” Holstine noted.

Capability and performance should be more important than access to management

“Another member shared an important point about the hybrid work environment: Be aware that ‘Access’ should not be the critical determinant in acquiring roles and responsibilities. Leaders will get better long-term results from reviewing all potential candidates, to assess who brings the right mix of skills and experience to the role under consideration, as opposed to who currently has more access to the opportunity,” Holstine shared.

“While discussing vital developments in work culture, and identifying the best practices is what we focused on in this workshop, in every meeting our CEOs depend on the shared wisdom, expert research, practical experience and ideas, that help their companies succeed,” Holstine shared.

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Effective Employee Engagement is critical in 2022

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Hiring and Retaining staff is a top CEO concern

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Jay Holstine provides a video discussing the EOS accountability matrix.

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The EOS Accountability Chart efficiently enables organizations to: 1.) first determine the needed structure, and 2.) then add people to the desired structure. This is a much better approach than trying to fit existing resources into an organization chart.

JAY HOLSTINE - EXPERIENCED OPERATIONS CONSULTANT & BUSINESS EXECUTIVE

Drawing on more than 30 years of experience as a software CEO and operations management consultant, Jay Holstine works with business leaders and companies seeking to achieve diverse objectives, such as improving revenues, developing sales strategies, and pursuing other operational goals. Jay Holstine also serves as managing director at Compass Advisory Consultants, where 30 percent of his clients have achieved successful exit outcomes. In addition to assisting with positioning for potential exits, he offers coaching services in the areas of restructuring company segments, building teams, and raising investment capital.

Jay Holstine also provides consultations to business leaders at Vistage Worldwide, Inc., where he is the Chair of a CEO Peer Advisory Board. After growing a software company for 12 years, uncovering new markets, and ultimately selling it, Jay wanted to develop Leaders, help them make better decisions, help them grow their companies. Jay's goal is to build a Legacy of amazing people that can positively Impact our communities. 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.
Mr. Holstine has been the CEO of several software companies. For example, he served as CEO and president of FreightFlow, a Transportation Management Software company - headquartered in Reno Nevada, and SigmaFlow, a human-centric business process management software company - headquartered in Dallas Texas, and RigLocker an oil & gas rig maintenance software company - headquartered in Dallas Texas. He prepared for his career by earning a bachelor's degree in mechanical engineering from the University of Kansas and working on software development projects when he worked for Accenture Consulting and Deloitte Consulting.

1.) To help organize ideas for future Biographies, please see the attached paper titled: Proposed Biographies.2.) Vistage is a complicated entity. To provide context, please the attached Vistage brochures.

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Jay Holstine chairs a Vistage CEO peer group in Dallas Fort Worth

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Current economy necessitates a pragmatic business strategy

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Current economy necessitates a pragmatic business strategy

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Jay Holstine's CEO peer group discusses business in the next 12 months.

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CEOs need a pragmatic business strategy

Jay Holstine's CEO peer group discusses strategies for a new normal with inflation, supply chain shortage, and a Russia / Ukraine war.

Published: June 26, 2022

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Published: June 26, 2022

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CEOs need a pragmatic business strategy | Jay Holstine's Portfolio

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Jay Holstine's CEO peer group discusses strategies for a new normal with inflation, supply chain shortage, and a Russia / Ukraine war.

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Jay Holstine - Best version of your leadership team

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Jay Holstine - Best version of your leadership team

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Chief Executive Officer

Plano, United States

Story Public

Create the best version of your leadership team using Analytics, instead of Instincts.
“Vistage CEO group workshops are especially vital to new leaders...

Jay Holstine

Chief Executive Officer

Plano, United States

Share

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Create the best version of your leadership team... by Jay Holstine - Trepup.com

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Check out the post, Create the best version of your leadership team... by Jay Holstine. Create a free account on Trepup and share photos and videos with your friends.

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Jay Holstine - 2022 Growth Capital CEO peer group discussion

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Jay Holstine - 2022 Growth Capital CEO peer group discussion

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Jay Holstine shared how his Dallas-based Vistage CEO peer group helps business leaders capitalize on change, and attain new levels of productivity. "Our workshops feature expert speakers, followed by discussions among the CEO peer group," Holstine said.

"We're seeing that, while leaders are a little more risk-averse, they're still looking for capital for strategic growth. One of our members shared that he sees funding as the primary challenge in these efforts. Even prior to the pandemic, companies were trying not to take on too much debt, or dilute equity. After having accepted federal Payroll Protection Plan support, or drawn on lines of credit, many company leaders are reticent to go to their banks again. But they don't want to miss out on unique growth opportunities," Holstine shared.

"The focus is in finding ways to advance efficiency, in order to free up capital, so that it can be directed to areas where it will create revenue, provide strategic growth options, and increase enterprise value," Holstine added.

"Most members agreed that major changes in the workforce in 2020 deeply affected the ways in which companies are running. Leaders are seeing more latitude in organizing people and finances, and they are looking for advances in productivity and efficiency," Holstine said. "One CEO surmised that the budget dollars being lost to inefficiency could be going toward growth," Holstine said.

"Most agreed that instead of depleting the organization by cutting costs across the board, there are better approaches toward strategic efficiency, in order to still maintain growth" Holstine shared. Most feel it's wiser to find opportunities to maximize outputs, as well as reduce inputs, and to derive more value from all the assets, not just the workforce," Holstine said.

Working Capital Optimization

"A highlight of the workshop discussion was that the most practical capital you can access is your own money that's tied up in the bills you pay too soon, your own receivables you collect too slowly, and your own unnecessary inventory," Jay Holstine said.

"Most of the CEOs said they underestimate how much working capital their companies use. Improving the use of their payables, receivables and inventories, most say, can provide a significant amount of interest-free capital to use in growth efforts," Holstine shared.

"In supplier and trading agreements, many companies have more leverage with their big customers than they used to, especially if they're providing critical components and materials," Holstine added.

"Some other comments involved financial planning and analysis. It's important to use real-time analytics for more informed business decisions," Holstine said. "By linking sophisticated load-planning software with its ledger of customer commitments, companies are able to optimize their service capacity to their more profitable, valuable customers," Holstine said.

"A variety of cost-saving opportunities came from workforce shifts caused by the pandemic. The reduction in travel has given us a much greater use of virtual meetings, new modes of communicating, new expectations in sales and marketing, and reduced travel budgets," Holstine shared.

"Officing is another financial opportunity to consider. With office vacancy rates at an all time high, it's wise to negotiate lower rents and reevaluate your officing needs as a whole. The new hybrid work culture has benefits that your workforce wants to keep, and it enables companies to hire beyond their traditional geographic footprint," Holstine said.

"Identifying the best finance strategies, and finding solutions in efficiency that fit each CEO's company, is what we focused on in this workshop, but in every meeting, our CEOs depend on the shared wisdom, great research, practical experience, and ideas, that help their companies succeed," Holstine shared.

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2022 Growth strategies with impending recession

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Jay Holstine shared how his Dallas-based Vistage CEO peer group helps business leaders capitalize on change, and attain new levels of productivity. "Our workshops feature expert speakers, followed by discussions among the CEO peer group," Holstine said. "We're seeing that, while leaders are a little more risk-averse, they're still looking for capital for strategic growth.

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SigmaFlow Receives Equity Investment from Teakwood Capital

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SigmaFlow Receives Equity Investment from Teakwood Capital

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Led by Jay Holstine, CEO and Founder, SigmaFlow provides customers with a software platform that gives visibility into real-time business data and analytics. The platform is currently tailored for upstream oil and gas Well Process Management and the power industry’s North American Electric Reliability Corporation compliance management processes.
Customers include large multinationals, energy exploration and production companies, and utilities.

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, a Plano, Texas-based provider of process software for emerging energy production and distribution markets, has received a growth equity investment from Teakwood Capital.

The company intends to use the capital to expand its sales and marketing efforts.

Led by Jay Holstine, CEO and Founder, SigmaFlow provides customers with a software platform that gives visibility into real-time business data and analytics. The platform is currently tailored for upstream oil and gas Well Process Management and the power industry's North American Electric Reliability Corporation compliance management processes.
Customers include large multinationals, energy exploration and production companies, and utilities.
FinSMEs
22/01/2013

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SigmaFlow Receives Equity Investment from Teakwood Capital - FinSMEs

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SigmaFlow, a Plano, Texas-based provider of process software for emerging energy production and distribution markets, has received a growth equity investment from Teakwood Capital. The company intends to use the capital to expand its sales and marketing efforts. Led by Jay Holstine, CEO and Founder, SigmaFlow provides customers with a software platform that gives visibility [...]

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Farthing West Promotes Six Sigma Mining Management with SigmaFlow at AIMEX

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Farthing West Promotes Six Sigma Mining Management with SigmaFlow at AIMEX

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Jay Holstine, CEO of SigmaFlow, stated “We are very pleased to have Farthing West use our solutions. Their industry expertise and operationally focused approach to improving clients’ results is very complimentary with ours.”

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Farthing West Promotes Six Sigma Mining Management with SigmaFlow at AIMEX - California Newswire

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SYDNEY, Australia and DALLAS, Texas -- Farthing West will highlight its Business Management for Mining Managers program during AIMEX 2007 - Asia Pacific’s International Mining Exhibition. This training program, utilizing SigmaFlow’s Best Practice Execution System(TM) software, is designed specifical…

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SigmaFlow Well Delivery – Solution Capabilities

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SigmaFlow Well Delivery – Solution Capabilities

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We recently hosted a webinar in which SigmaFlow Founder Jay Holstine presented the solution capabilities of the SigmaFlow Well Delivery & Rig Scheduling.

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Video: Well Delivery - Solution Capabilities – SigmaFlow

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New video highlighting the solution capabilities of SigmaFlow for Upstream Oil & Gas Production and Exploration.

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eVolution Global Partners hire Jay Holstine as the Director of Management Recruiting

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eVolution Global Partners hire Jay Holstine as the Director of Management Recruiting

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Jay Holstine joins eVolution Global Partners as the Director of Management Recruiting.

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Private Equity Week Wire for Tuesday 10/31 | Buyouts

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? MORRISVILLE, N.C.– Home Director Inc. announced today that ithas closed its initial $55 million investment financing round. Home Directoralso announced that Motorola, Inc. Broadband Communications Sector has made astrategic investment in Home Director Inc. and has entered into an agreement todevel…

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Oriel and SigmaFlow Announce Integrated Training and Software Offering for Lean Six Sigma

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Oriel and SigmaFlow Announce Integrated Training and Software Offering for Lean Six Sigma

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Jay Holstine discusses the benefits of combining Oriel training with SigmaFlow software.

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SigmaFlow - Knowledge Transfer and Project Execution

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SigmaFlow - Knowledge Transfer and Project Execution

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SigmaFlow - Knowledge Transfer and Project Execution

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As a Six Sigma and Lean consultant and trainer, I have had the opportunity to review many software packages whose purpose was to make the process of improvement easier and at the same time provide the user with a greater ROI. SigmaFlow is by far the best.

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jay.holstine got their new logo design by running a design contest:

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jay.holstine got their new logo design by running a design contest:

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RigLocker is targeting a simple, "heavy-duty, rock-solid" looking logo, similar to "Built Ford Tough". We make a rugged hardware device used in field services. Image ideas: 1. Two concentric circles going opposite directions. (This denotes continuous loop, and data going both ways) 2. Simple image that shows many connecting to one. (This denotes data aggregation) RigLocker company name: To enhance readability, the "R" and "L" should be capitalized. Other letters should be lower case. We are wanting to put the logo by itself on a white background, so please make the letters have a dark stainless steel appearance with a 3-dimensional feeling.... Similar to "Built Ford Tough". We want the name text to have a custom font characteristic. For example: makes the inside of the "O" in RigLocker look like a key lock. Company Tag: "Secure Data. Improved Efficiency." Please feel free to work with these ideas or come up with your own ideas. Thanks!

Every design category has flexible pricing for all budgets. Logo design starts at $299.

Full copyright with production-ready files for digital and/or print.

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Create a strong and professional logo for an oil & gas software application. | Logo design contest

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RigLocker is targeting a simple, "heavy-duty, rock-solid" looking logo, similar to "Built Ford Tough". We make a rugged hardware device used in field services. Image ideas: 1. Two concentric circles going opposite directions. (This denotes continuous loop, and data going both ways) 2. Simple image that shows many connecting to one.

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National Adhesives Announces Lean Six Sigma Partnership with SigmaFlow

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National Adhesives Announces Lean Six Sigma Partnership with SigmaFlow

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“This partnership is an evolution in our combined collaboration to generate measurable value for National Adhesives’ customers. George is a thought leader in the industry, and is a strong addition to our management team,” said Jay Holstine, president and CEO of SigmaFlow.

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National Adhesives Announces Lean Six Sigma Partnership with SigmaFlow

(National Starch & Chemical Co.: Bridgewater, New Jersey) -- National Adhesives, a business unit of National Starch and Chemical Co., has formed a partnership with SigmaFlow to provide Lean Six Sigma consulting services and integrated software to National Adhesives customers.

"Our ability to provide our customers with measurable performance improvement is vital," says John Meccia, business director, paper converting adhesives, National Adhesives. "After testing and refining our performance improvement offering, we are partnering with SigmaFlow to expand these benefits."

The development of this partnership will enhance the capabilities of National Adhesives' Process Solutions Group and create faster and more sustainable solutions for its customers. SigmaFlow will be expanding and enhancing the services it provides, including adding George Pesansky as vice president of customer solutions, to lead the partnership with National Adhesives. Pesansky managed National Adhesives' process solutions group, which has focused on bringing continuous improvement to customers and internal processes within National.

"This alliance will create a new level of process improvement services to National's customers," said Pesansky. "The economy of scale SigmaFlow brings to the table will give National access to software solutions, resources, and training content for the execution of best practices such as enterprise management of structured methodologies and enterprise supply chain FMEAs."

"This partnership is an evolution in our combined collaboration to generate measurable value for National Adhesives' customers. George is a thought leader in the industry, and is a strong addition to our management team," said Jay Holstine, president and CEO of SigmaFlow.

For more information, visit www.sigmaflow.com and/or www.nationalstarch.com.

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National Adhesives Announces Lean Six Sigma Partnership with SigmaFlow

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(National Starch & Chemical Co.: Bridgewater, New Jersey) -- National Adhesives, a business unit of National Starch and Chemical Co., has formed a partnership with SigmaFlow to provide Lean Six Sigma consulting services and integrated software to National Adhesives customers."Our ability to provide our customers with measurable performance impr

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Onions 52 integrates Famous-compatible TMS Freightflow, reducing transportation costs and improving customer service

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Onions 52 integrates Famous-compatible TMS Freightflow, reducing transportation costs and improving customer service

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RENO, Nev., Nov. 8, 2019 (SEND2PRESS NEWSWIRE) — Jay Holstine, President and CEO of Freightflow, said, “As many grower/shippers turn to transportation management software to improve customer service and increase margins, Onions 52 leads the pack with their recent integration of Freightflow TMS into Famous software.”

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CEO Jay Holstine News from Send2Press Newswire

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CEO Jay Holstine News from Send2Press Newswire - Press Releases issued by Send2Press related to CEO Jay Holstine

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NeoFirma Advisory Board

George Aubrey

Jay Holstine

Michael Rigg

Anthony Smith

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Bobby J Baggett, Chairman of the Board

Mr. Baggett has over 25 years of experience in providing professional and executive services to the oil and gas industry. Since 2016, Bob has served as CFO of TriGeo Energy and Atoka Permian, a private equity backed affiliated E & P group. Previously, Bob was EVP and CFO of Primexx Energy where he was named a 2014 CFO of the Year finalist by the Dallas Business Journal. Bob was co-founding Partner and Chairman of KBA Group LLP from 2003 to 2007 (now known as BKD LLP), which grew to be one of the largest CPA firms in North Texas. He also is a Managing Partner of Valeo Capital LLC, a private equity firm specializing in acquisitions and management of professional technology service companies. Bob currently serves on the board of the Domestic Energy Producers Alliance (DEPA) and Texas Tech's Rawls School of Business Advisory Council. Mr. Baggett is a CPA and a cum-laude graduate of Texas Tech University with a BBA in Accounting.

STEVE HAGLUND, PRESIDENT & CEO

Steve has over twenty years experience in strategy, business development, marketing, operations and practice development in the information technology and oil & gas industries. Most recently at Perficient, a public, IT services consultancy, he was General Manager of one of the largest national business integration practices. Prior to that, Steve co-founded and served as President of Insolexen - a business integration services company and Michigan Fast50 Award winner - which was acquired by Perficient. Previous to that, he was a manager with Anderson Consulting (now Accenture) in the San Francisco office as well served in various capacities with webMethods, Baker-Hughes, and FMC. Steve graduated from the University of Illinois with a B.S. in Chemical Engineering and holds an MBA with Honors from the Cox School of Business at Southern Methodist University.

J.W. BROWN

Since March 2003, J.W. has served as the General Partner of Premier Capital, Ltd., a private Dallas, Texas based energy focused investment banking firm. Mr. Brown founded the firm in 1991, but from June 2000 until March 2003 held positions with EnCap Investments, L.C. and Friedman, Billings, Ramsey. Prior to 1991, Mr. Brown was actively involved in energy investment banking activities and was in the oil and gas business as well as in the practice of law from 1973 until 1981. Mr. Brown earned a BA degree, a JD, and a Master of Law Degree from SMU.

GIL MARMOL

Gil Marmol has served in leadership positions in the technology services industries for the past 16 years. Most recently, he was member of the executive committee that led the successful turnaround of EDS - setting the stage for its sale to HP where he was responsible for planning and operations improvement. Previously he was CEO of Luminant an Internet professional services firm which he took public in a 1999 IPO, and chaired the operating committee of Perot Systems through a period of three fold growth. Gil was also a director at McKinsey and Co. During an 18 year career he served several high performance organizations in the formulation and execution of growth strategies that resulted in far above peer group performance. His work on organization design has been recognized in a variety of publications including the Wall Street Journal. Gil is on the Board of Directors of Foot Locker and of the Center for a Free Cuba in Washington, DC. He holds a Bachelors of Arts in Engineering and Applied Physics from Harvard College and an MBA from the Harvard Business School.

BOB MOSTELLER

Bob brings over 20 years of business experience, with CFO and COO leadership roles in venture capital, financial services, logistics and commercial construction. As CFO of Talari, Bob oversees all financial and operational needs. Bob came to Talari from Teakwood Capital, where he served as CFO to deliver financial, investment, and operational expertise to the firm and its portfolio companies. Prior to Teakwood, he served as CFO with Silver Creek Ventures and was responsible for the operations, finance, accounting and administrative functions for their investment funds and worked closely with the financial operations groups of their portfolio companies to assist in budgeting, reporting, raising equity and bank related capital. Additionally, he participated in closing dozens of equity financings in both the Texas and Silicon Valley markets. Bob earned his Bachelor's degree in accounting from Texas A&M University and resides in Dallas, Texas.

MARK SMITH

Mark founded NeoFirma in 2003 after a 15-year career with Intel Corporation in strategic marketing, business management and technical analysis. As business manager with the Intel Enterprise Server Group, Mark designed the Intel Electronic Mail Association interconnection project and led key technology companies including Microsoft, IBM, Novell, AT&T and MCI in working together to transparently interconnect email systems and data communications networks that provide the Email infrastructure in global use today. Mark is also the founder of Seldon Energy, a solar energy producer, and co-founder of iCopyright.com, an intelligent copyright system for digital content. Mark holds degrees in Mathematics and Languages from Southwestern University.

RALPH STOW

For over 25 years Ralph has been an Operating Executive, Advisor, and Investor, with substantial Board of Directors experience. His background crosses a variety of industries and functional areas of expertise, but centers around Business Strategy and Operations in Luxury Consumer Goods, Industrial Manufacturing & Distribution, Supply Chain Management, Business to Business Services, and Technology Deployment. Ralph is the Managing Partner of Stow-Miller Holdings, LP, a Texas-based, captive private investment firm. Ralph is also the President and CEO of Dallas Renovation Group (DRG), a portfolio company headquartered in Plano, Texas with divisions in Dallas, Wichita Falls, and Tyler, Texas. DRG's divisions include 5-Day Kitchens, ReBath, Castle Doctor and Floor Coverings International. Ralph is a frequent contributor to various construction industry publications, websites, blogs, and journals, in addition to speaking at industry conferences and events. Mr. Stow holds an MBA from the University of Virginia's Colgate Darden Graduate School of Business Administration ('89) and a Bachelor of Science degree in Agri-Business from Sam Houston State University ('84). Mr. Stow was honored as the 2003 Plano "Citizen of the Year"

DANNY TILLETT

Danny is controller of BP Capital and in addition serves as a CPA/financial officer of various entities owned by Boone Pickens. BP Capital is a Dallas based company that manages several Energy Hedge Funds. He has been with BP Capital since September 2003. Danny began his career at Arthur Andersen in 1996. Prior to BP Capital he spent 3 years at Lennox Intl as a Corporate Tax Manager. He holds a bachelor's degree in accounting from Stephen F Austin State University.

Grant Swartzwelder

Mr. Swartzwelder has experience that spans over 30 years in the energy industry as an investment banker, owner/investor, operator and engineer. Founder of PetroGrowth Advisors, a boutique investment bank providing sophisticated investment banking services for middle market companies in the energy and industrial sector. Principals have closed over 100 transactions with an aggregate value in excess of $3.6 Billion. Mr. Swartzwelder holds an MBA from the Harvard Business School and a bachelor's degree in petroleum engineering from Texas A&M University.

NeoFirma Advisory Board

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Board of Directors & Advisors - NeoFirma

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Mr. Baggett has over 25 years of experience in providing professional and executive services to the oil and gas industry. Since 2016, Bob has served as CFO of TriGeo Energy and Atoka Permian, a private equity backed affiliated E & P group.

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Jay Holstine CEO peer group: Jim Canfield speaker

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Jay Holstine CEO peer group: Jim Canfield speaker

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Jim Canfield is President of CEO Tools by Aprio. CEO Tools provides winning strategies and business performance tools that empower CEOs to drive profitable growth.

Building and empowering a high-achieving CEO Peer group that produces more effective leaders is Jay Holstine’s passion. Jay manages the CEO Peer group issue resolution sessions that surface root causes, pooled perspectives and shared wisdom.

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Jim Canfield is President of CEO Tools by Aprio. CEO Tools provides winning strategies and business performance tools that empower CEOs to drive profitable growth. Jim brings a unique blend of past experience, including extensive learning in leadership theory and practice as well as "been there, done that" practical experience running several companies

Jim is one of the only speakers to be named Speaker of Year three times, first in 2018 by TEC Canada, then in 2019 by Vistage UK and most recently for 2020 by Vistage Worldwide-US.

VISTAGE WORLDWIDE CHAIR, CEO PEER GROUP ADVISOR JAY HOLSTINE

Building and empowering a high-achieving CEO Peer group that produces more effective leaders is Jay Holstine's passion. Jay manages the CEO Peer group issue resolution sessions that surface root causes, pooled perspectives and shared wisdom.

Jay Holstine currently serves as chair and CEO peer group advisor at Vistage Worldwide in Dallas, Texas. The CEO Peer group contains approximately 18 members from non-competing businesses that support each other to become better leaders. In addition to chairing the group's monthly meetings, Jay provides each member with one-to-one sessions to discuss issues, opportunities and business strategy.

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Jay Holstine CEO peer group: Jim Canfield speaker - online Event

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Jim Canfield is President of CEO Tools by Aprio. CEO Tools provides winning strategies and business performance tools that empower CEOs to drive profitable growth.

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SigmaFlow:  Upstream operation management solution for oil and gas and electric utility industry

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SigmaFlow:  Upstream operation management solution for oil and gas and electric utility industry

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SigmaFlow offers a digital solution to manage various upstream activities in the oil and gas and electric utility industry.  Jay Holstine - Founder.

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SigmaFlow offers a digital solution to manage various upstream activities in the oil and gas and electric utility industry. The solution facilitates in scheduling, workflow management, execution and reporting of pre-production process. It also offers a list of processes involved, engineering documents needed, templates for the same, informal tasks involved, and best practices followed. The solution also facilitates in compliance management for the electric utility industry, mainly NERC CIP & 693 standards.

SigmaFlow Overview

Founded Year2001

LocationFrisco, United States

Company StageAcquired

AcquirersIPKeys Power Partners

Last Funding RoundUndisclosed, Series A, Jan 22, 2013

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SigmaFlow Funding Rounds

SigmaFlow Investors

SigmaFlow Founders

Ajay Jain, ex-Co-Founder

Jay Holstine, ex-Co-Founder

SigmaFlow Competitors

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SigmaFlow offers a digital solution to manage various upstream activities in the oil and gas and electric utility industry. The solution facilitates in scheduling, workflow management, execution and reporting of pre-production process. It also offers a list of processes involved, engineering documents needed, templates for the same, informal tasks involved, and best practices followed.

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ORIEL AND SIGMAFLOW ANNOUNCE INTEGRATED TRAINING AND SOFTWARE OFFERING FOR LEAN SIX SIGMA

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ORIEL AND SIGMAFLOW ANNOUNCE INTEGRATED TRAINING AND SOFTWARE OFFERING FOR LEAN SIX SIGMA

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“By combining Oriel’s leading training methodology with SigmaFlow’s proven software solutions, customers get synergistic productivity,” said Jay Holstine, CEO of SigmaFlow. “The integration of Oriel’s training content and SigmaFlow’s project execution tools provide an end-to-end environment for achieving better results, faster.”

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Oriel and SigmaFlow Announce Integrated Training and Software Offering for Lean Six Sigma
FOR IMMEDIATE RELEASE
For more information, contact:

Madison, Wisconsin (April 2, 2007) - SigmaFlow, a leading provider of Enterprise Performance Improvement Software, and Oriel, a major business productivity consulting and training organization, today announced an innovative joint offering that integrates Oriel's Lean training content with SigmaFlow's Project Portfolio Management Solution for Lean Six Sigma. The offering will be available for purchase by end-customers and for leading training firms to integrate into their own engagements.

Companies face a major challenge in Lean and Six Sigma deployments due to the disconnection of training and reference materials from the software tools used in day-to-day work. The Oriel-SigmaFlow joint offering links training and software tools, from idea generation through project completion, for the best productivity in Lean deployments.

"By combining Oriel's leading training methodology with SigmaFlow's proven software solutions, customers get synergistic productivity," said Jay Holstine, CEO of SigmaFlow. "The integration of Oriel's training content and SigmaFlow's project execution tools provide an end-to-end environment for achieving better results, faster."

Alan Marash, CEO of Oriel, explains: "We chose SigmaFlow because of their unique approach to web and desktop solutions, which gives executives timely project status updates by tracking actual work being done. Customers gain improved knowledge-sharing and standards for project replication. This solution essentially pays for itself in the first project."

About Oriel

Founded in 1982, Oriel is a leading consulting and training organization dedicated to business process improvement and performance excellence. Oriel offers consulting and training services to help organizations develop, implement, and sustain the methodologies needed to improve organizational performance. Expertise includes Lean, Lean Six Sigma, Six Sigma, process and product design, process improvement, leadership development, change management, teambuilding, Six Sigma, and problem solving. Oriel publishes several well-known off-the-shelf books including The Team Handbook Third Edition, which has sold more than one million copies. For additional information or to follow the developments at Oriel Incorporated, please visit www.orielinc.com or call 1-800-669-8326.

About SigmaFlow

Delivering consistent and efficient process improvement and project execution, the SigmaFlow system navigates users (with tactical Roadmaps, linked on-demand analysis tools, and contextual training) in the same environment where actual project work is done. Executives get real-time knowledge of where each initiative is, and often describe SigmaFlow as the "Global Positioning System" for Process and Project Portfolio Management.

As a leading provider of Best Practice Execution System® software, SigmaFlow delivers standards, consistency, and productivity for company-wide process management, project execution, and governance. Thousands of process and project management professionals at diverse major organizations such as Albertsons, ConocoPhillips, First Data Corporation, Merrill Lynch, Pratt & Whitney, The World Bank, and Tyco International are improving results by using SigmaFlow software every day. For more information, visit SigmaFlow's website at www.sigmaflow.com or contact Hal Stebbins at 972-447-8340 or [email protected] .

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Oriel and SigmaFlow Announce Integrated Training and Software Offering for Lean Six Sigma

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Oriel and SigmaFlow Announce Integrated Training and Software Offering for Lean Six Sigma FOR IMMEDIATE RELEASE For more information, contact: Madison, Wisconsin (April 2, 2007) - SigmaFlow, a leading provider of Enterprise Performance Improvement Software, and Oriel, a major business productivity consulting and training organization, today announced an innovative joint offering that integrates Oriel's Lean training content with SigmaFlow's Project Portfolio Management Solution for Lean Six Sigma.

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Jay Holstine Olds-Cadillac located at 114 E. 4TH, NEWTON, KS 67114

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Company Number

0076398

Status

Merged Out Of Existence

Incorporation Date

Company Type

KANSAS FOR PROFIT CORPORATION

Jurisdiction

Registered Address

114 E. 4TH, NEWTON, KS 67114

United States

Inactive Directors / Officers

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JAY HOLSTINE OLDS-CADILLAC, INC. :: Kansas (US) :: OpenCorporates

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Free and open company data on Kansas (US) company JAY HOLSTINE OLDS-CADILLAC, INC. (company number 0076398), 114 E. 4TH, NEWTON, KS 67114

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Jay Holstine joined e27 January 2017

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e27 - Connecting you to Asia's Startup and Tech Ecosystem

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San Diego, CA (July 13, 2021) – Vistage Chair Jay Holstine recently launched a new chief executive group in the Dallas/Plano, TX market.

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Take a closer look at our Vistage Press Release archives spanning topics from the Vistage community, membership benefits & strategic partnerships.

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Building and empowering a high-achieving CEO Peer group that produces more effective leaders is Jay Holstine’s passion.

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Building and empowering a high-achieving CEO Peer group that produces more effective leaders is Jay Holstine's passion. Jay manages the CEO Peer group issue resolution sessions that surface root causes, pooled perspectives and shared wisdom.

Jay Holstine currently serves as chair and CEO peer group advisor at Vistage Worldwide in Dallas, Texas. The CEO Peer group contains approximately 18 members from non-competing businesses that support each other to become better leaders. In addition to chairing the group's monthly meetings, Jay provides each member with one-to-one sessions to discuss issues, opportunities and business strategy.

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Building and empowering a high-achieving CEO Peer group that produces more effective leaders is Jay Holstine's passion. Jay manages the CEO Peer group issue resolution sessions that surface root causes, pooled perspectives and shared wisdom. Jay Holstine currently serves as chair and CEO peer group advisor at Vistage Worldwide in Dallas, Texas.

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Jay Holstine (@jayholstine) TikTok | Watch Jay Holstine's Newest TikTok Videos

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Jay Holstine (@jayholstine) on TikTok | 20.1K Likes. 2.7K Fans. 45 Single dirt racer Southeast Ohio Snap jholstine76

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JAY HOLSTINE - Managing Member for Watttrade Exchange, LLC

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JAY HOLSTINE - Managing Member for Watttrade Exchange, LLC

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Jay Holstine has been associated with six companies, according to public records.

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As a chair with Vistage Worldwide in the Dallas, Jay Holstine meets with his members once a month providing a one-to-one session to discuss issues, opportunities, and business strategy.

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As a chair with Vistage Worldwide in the Dallas, Jay Holstine meets with his members once a month providing a one-to-one session to discuss issues, opportunities, and business strategy.

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JAY HOLSTINE - Vistage Worldwide Chair, CEO Peer Group Advisor

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JAY HOLSTINE - Vistage Worldwide Chair, CEO Peer Group Advisor

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Jay Holstine chairs a Vistage CEO peer group in the Dallas Fort Worth area

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Vistage Worldwide Chair, CEO Peer Group Advisor Jay Holstine

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Jay Holstine playlists

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Jay Holstine

Plano, TX

Building and empowering a high-achieving CEO Peer group of more effective leaders is Jay Holstine's passion. Jay manages the CEO Peer group issue resolution sessions that surface root causes, and shared wisdom. Jay Holstine serves as chair and CEO peer group advisor at Vistage Worldwide in Dallas, Texas. The CEO Peer group is comprised of 16 members from non-competing businesses, that support each other to become better leaders. In addition to chairing the group's monthly meetings, Jay provides each member with one-to-one sessions to discuss issues, opportunities and business strategy. Prior to his work at Vistage, Jay Holstine was a managing director with Compass Advisory Consultants, where he refined his business building and CEO coaching skills. Previously, Jay served as the chief executive officer and president of Freightflow, a cloud-based transportation management software company, and chief executive officer, president, and founder of SigmaFlow, a cloud-based process management solution.

JayHolstine's tracks

published on

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Building and empowering a high-achieving CEO Peer group of more effective leaders is Jay Holstine's passion. Jay manages the CEO Peer group issue resolution sessions that surface root causes, and shared wisdom. Jay Holstine serves as chair and CEO peer group advisor at Vistage Worldwide in Dallas, Texas.

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VISTAGE CHAIR, CEO PEER GROUP - Jay Holstine chairs a Vistage CEO peer group in the Dallas Fort Worth area.

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VISTAGE CHAIR, CEO PEER GROUP - Jay Holstine chairs a Vistage CEO peer group in the Dallas Fort Worth area.

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Jay Holstine chairs a Vistage CEO group with 18 members

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VISTAGE CHAIR, CEO PEER GROUP | Linktree

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Jay Holstine chairs a Vistage CEO peer group in the Dallas Fort Worth area.

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Jay Holstine on Blogger - Compass Advisory Consultants Managing Director Jay Holstine

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Jay Holstine on Blogger - Compass Advisory Consultants Managing Director Jay Holstine

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Jay Holstine is a managing director of Compass Advisory Consultants

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Compass Advisory Consultants Managing Director Jay Holstine

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Jay Holstine on why his Vistage CEO peer group stands out

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Jay Holstine on why his Vistage CEO peer group stands out

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Jay Holstine chairs a Vistage CEO peer group in Dallas Fort Worth area

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Jay Holstine on why his Vistage CEO peer group stands out

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Feb 18, 2022 - In this video, Jay Holstine discusses the attributes of his Vistage CEO peer group in the Dallas-Fort Worth area. https://linktr.ee/JayHolstine https://www.l...

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Jay Holstine is a CEO peer group Advisor and Chair in Plano, TX

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Jay Holstine is a CEO peer group Advisor and Chair in Plano, TX

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Jay Holstine chairs a Vistage CEO peer group in Dallas.

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I am a CEO Peer Group Advisor and Chair in Plano, TX, US. Visit my website.

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Jay Holstine chairs a Vistage CEO peer group and provides business building strategy consulting

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Jay Holstine is a tech-oriented Business Builder, C-suite coach, and Advisory Board Member

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Jay Holstine is a tech-oriented Business Builder, C-suite coach, and Advisory Board Member

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Jay Holstine is an executive coach in Dallas Texas.

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Jay Holstine | Chief Executive Officer from Plano, United States - Trepup.com

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Hi, I am Jay Holstine, chief executive officer, living in Plano, United States. Browse through my page and posts on Trepup, an eBusiness platform to connect, communicate and sell.

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Jay Holstine - CEO Peer Group Advisor / ChairVistage Worldwide, Inc.

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Jay Holstine - CEO Peer Group Advisor / ChairVistage Worldwide, Inc.

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Jay Holstine Behance blog posts

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An accomplished business leader, Jay Holstine serves as a Vistage Chair and CEO Peer Group advisor in Dallas, Texas. As a growth-oriented CEO, Jay brings pragmatic methods and incisive analysis to help CEOs improve their work-life balance, and transition from working-in-the business ,to working-on-the-business more effectively.

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Jay Holstine chairs a Vistage CEO peer group in the Dallas Fort Worth area

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Jay Holstine - CEO Peer Group Advisor / Coach @ Vistage Worldwide - Crunchbase Person Profile

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Jay Holstine is the CEO Peer Group Advisor / Coach at Vistage Worldwide. He attended University of Kansas.

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Jay Holstine on implementing the EOS people analyzer

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Jay Holstine on implementing the EOS people analyzer

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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.

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Jay Holstine - Implementing the The People Analyzer™

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Jay Holstine discusses the importance of communicating your business' core values

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Jay Holstine discusses the importance of communicating your business' core values

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JAY HOLSTINE - EXPERIENCED OPERATIONS CONSULTANT & BUSINESS EXECUTIVE

Drawing on more than 30 years of experience as a software CEO and operations management consultant, Jay Holstine works with business leaders and companies seeking to achieve diverse objectives, such as improving revenues, developing sales strategies, and pursuing other operational goals. Jay Holstine also serves as managing director at Compass Advisory Consultants, where 30 percent of his clients have achieved successful exit outcomes. In addition to assisting with positioning for potential exits, he offers coaching services in the areas of restructuring company segments, building teams, and raising investment capital.

Jay Holstine also provides consultations to business leaders at Vistage Worldwide, Inc., where he is the Chair of a CEO Peer Advisory Board. After growing a software company for 12 years, uncovering new markets, and ultimately selling it, Jay wanted to develop Leaders, help them make better decisions, help them grow their companies. Jay's goal is to build a Legacy of amazing people that can positively Impact our communities. 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.

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Jay Holstine Discusses the Importance of Core Values

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Jay Holstine video series discussing EOS tools for Getting the Right Person in the Right Seat.

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Jay Holstine video series discussing EOS tools for Getting the Right Person in the Right Seat.

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Jay Holstine chairs a Vistage CEO peer group in the Dallas Fort Worth area.

VISTAGE WORLDWIDE CHAIR, CEO PEER GROUP ADVISOR JAY HOLSTINE

Building and empowering a high-achieving CEO Peer group that produces more effective leaders is Jay Holstine’s passion. Jay manages the CEO Peer group issue resolution sessions that surface root causes, pooled perspectives and shared wisdom.

Jay Holstine currently serves as chair and CEO peer group advisor at Vistage Worldwide in Dallas, Texas. The CEO Peer group contains approximately 18 members from non-competing businesses that support each other to become better leaders. In addition to chairing the group’s monthly meetings, Jay provides each member with one-to-one sessions to discuss issues, opportunities and business strategy.

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Jay Holstine on Having The Right Person in the Right Seat

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Jay Holstine - Vistage CEO peer group member testimonials

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Jay Holstine - Vistage CEO peer group member testimonials

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Mark McIntosh and Ann Sebert are members of Jay Holstine's CEO peer group.

ACCOMPLISHED CEO COACH, JAY HOLSTINE

As a chair with Vistage Worldwide in the Dallas, Jay Holstine meets with his members once a month providing a one-to-one session to discuss issues, opportunities, and business strategy. The one-to-one drives the purpose and focus of the overall Vistage experience.

Previously Jay Holstine served as managing director of Compass Advisory Consultants where he worked closely with early-stage startups to advise them on strategic go-forward plans, governance, building teams, key talent acquisition, board presentations, raising investment capital, and building scalable structures that led to 30% of companies being successfully exited.

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Mark McIntosh CEO of RevGrow on Being a Member of Jay Holstine's Vistage Group

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Jay Holstine discusses what makes his Vistage CEO peer group stand out

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Jay Holstine discusses what makes his Vistage CEO peer group stand out

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Jay Holstine's CEO peer group has 18 members from non-competing industries.

EXPERIENCED CEO, COACH, AND MENTOR, JAY HOLSTINE

An accomplished business leader, Jay Holstine serves as a Vistage Chair and CEO Peer Group advisor in Dallas, Texas. As a growth-oriented CEO, Jay brings pragmatic methods and incisive analysis to help CEOs improve their work-life balance, and transition from working-in-the business ,to working-on-the-business more effectively.

A deep experience in operations, along with a foundation in consulting, and years of growing companies, is what enables Jay to coach management teams on successful business scaling.

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Jay Holstine on Why His Vistage Group Stands Out

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Jay Holstine discusses why he became a Vistage Chair

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Jay Holstine discusses why he became a Vistage Chair

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Jay Holstine chairs a Vistage group in the Dallas Fort Worth area.

VISTAGE WORLDWIDE CEO PEER GROUP ADVISOR, JAY HOLSTINE

Jay Holstine is a CEO Peer Group advisor in Dallas, Texas. His passion is building businesses. After growing a software company for 12 years, uncovering new markets, and ultimately selling it, Jay Holstine wanted to develop leaders, enable them make better decisions, and grow their companies.

Jay wanted to build a legacy of high-performing leaders who are improving their communities. In an executive peer group, there is a 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.

Jay likes working with people who are also on a mission to create and build the best company, environment, and mindset that they can…. To make a difference in our community.

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Jay Holstine on Why He Became a Vistage Chair