Business leaders are adopting new approaches to strengthen workplace connections and build trust. Experts say employee engagement is not solely HR’s duty but begins with CEOs actively fostering open dialogue, showing genuine interest in their teams, and creating a culture where staff feel valued.
Fifteen members of the Forbes Coaches Council have outlined practical strategies, from small gestures to transformative initiatives, that leaders can regularly apply.
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These methods aim to deepen relationships, boost morale, and enhance organisational performance, underscoring engagement’s role in long-term business success.
Here are 15 ways CEOs can build stronger employee connections
Leaders should have a clear purpose and help employees see how their roles contribute to making a difference. “Help each team member see how their work has purpose and how they make a positive impact on others, both in their organisation and in the world at large,” says Dale Werner, Ph.D., of Mindloft.
CEOs can build engagement by recognising how employees use their strengths to make a difference. “A quick shout-out, email or visit that connects strengths to impact shows people they’re seen and valued,” says Kelly Stine, of The Leading Light Coach.
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Monthly “Vision Labs” can be held where employees share ideas directly with leadership. “This fosters inclusion, trust and creativity — turning passive roles into active contributions,” says Dr. Adil Dalal, of Pinnacle Process Solutions.
CEOs can host quarterly sessions for employees to share how leadership affects their work. “When CEOs create psychologically safe spaces for respectful feedback and respond with humility, they strengthen trust, engagement and growth,” says Yolanda Greer, of Elevate U Consulting.
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A “Failure Forward Forum” can help normalise learning from mistakes. “It humanises leadership, turns setbacks into stepping stones and creates a culture where learning outweighs blame,” says Dr. Jennifer Bryant, of Reaching From Within.
Spending time shadowing different teams can help CEOs understand day-to-day operations. “This hands-on approach shows genuine interest, breaks down hierarchy and sparks empathy-driven decisions,” says Christopher Fairbank, The Dare To Be Different Speaker.
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A monthly open Q&A, either anonymous or live, can make culture more transparent. “This shows strength in transparency, surfaces real issues and builds trust, as people feel heard and valued,” says Sariki Abungwo, of Blesatech Consultancy Services.
Regular meals with employees can encourage open conversations. “First-come, first-served sign-ups show a willingness to interact with anyone, avoiding the issue of handpicked participants,” says Carolyn Moore, of CultureFluence Consulting.
CEOs can gain fresh insights by meeting junior staff in small groups or individually. “It also shows employees that leadership is approachable and open to feedback,” says Tiffany Uman, of Tiffany Uman Career Coaching Inc.
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Casual, unplanned office hours can provide an open channel for communication. “When CEOs show up with curiosity, not just direction, engagement often becomes a two-way street,” says Tinna Jackson, of Jackson Consulting Group.
Opening meetings with questions about what energised employees can improve connection. “This simple act signals that people matter beyond their output,” says Neerja Bhatia, of Rhythm of Success.
Working alongside employees from different levels can break down barriers. “It demonstrates authentic leadership and sparks trust for employees to bring their best daily,” says Shikha Bajaj, of Own Your Colour.
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Two-minute video updates every fortnight can make communication more engaging. “Partnering with marketing, talent, and HR teams ensures the communication is relevant and timely,” says Jaclynn Robinson, of Nine Muses Consulting.
Leaders should encourage staff to care for their mental health by setting an example. “You can’t fully engage employees who aren’t mentally fit,” says Dr. Kyle Elliott, of CaffeinatedKyle.com.
Quarterly off-site retreats with small, mixed-role groups can encourage open dialogue. “The CEO participates as a learner, not a leader,” says Olivia Dufour, of Olivia Dufour Consulting.
