Q: How do you foster a workplace culture of employee engagement such that everyone’s voice and concerns are heard in a real and practical way?
Jolean Fleck
SVP of People & Organizational Development
Delta Dental of Arizona
Sector: Healthcare
We are intentional about fostering an environment where everyone’s voice is valued, concerns are addressed and collaboration thrives. There are two primary levers that drive employee engagement: our values-driven culture that activates a strategy of growth, innovation and wellness; and our investment in making sure employees have strong leaders who can drive that culture in the trenches.
Culture is the “how.” It is values in action. We embrace the cultural principle of dissent and followership, where employees are empowered to challenge ideas constructively while rallying behind shared goals. When healthy dissent is embraced, innovation flourishes and contributions become more meaningful.
Another cultural principle is low power distance, which minimizes hierarchical barriers and enables open communication. When employees feel they can approach management without fear, trust is strengthened and engagement rises. This dynamic ensures that concerns are met with practical solutions rather than bureaucratic dismissal. We also invest heavily in leadership development. One of the most underrated management skills is the ability to facilitate great one-on-one meetings. A good one-on-one meeting should provide personalized attention, allowing employees to express ideas and challenges freely.
Jolean Fleck is senior vice president of people and organizational development at Delta Dental of Arizona. Prior to joining Delta Dental of Arizona, Fleck was the chief talent officer and human resources director for the Town of Gilbert. She has an undergraduate degree in business administration with a human resources concentration from Austin Peay State University and a master’s degree in business from Arizona State University.
Jim Gmelich
Culture Champion
CHASSE Building Team
Sector: Construction
During the interview and hiring process, we discuss our expectations about engagement. Once hired, while our culture is well established, we encourage new teammates to bring their whole selves to work every day. We hire for fit, but we are not looking for clones.
We have an extensive onboarding and orientation program over a teammate’s first year with four one-on-one meetings with our People and Culture Team. This supports the more informal daily engagement programs within our departments. These one-on-one sessions provide the chance for honest feedback and evaluation of engagement experiences, whether they be opportunities to shadow teammates and teams, training and develop or community engagement experiences, personal or company milestones, or the various team-building experiences our organization creates.
As it relates to supporting concerns, we conduct anonymous company culture and engagement surveys year-round and have standard reporting structures through our superintendents and project directors to provide an open line of communication for all issues. We also have a formal People and Culture team to share concerns and issues in a safe space, and our founder makes it a point at all company meetings and programs to ask team members to call him directly to provide direct feedback and share any concerns.
Jim Gmelich is culture champion at CHASSE Building Team, an employee-owned and proudly local general contractor with more than $500 million in Arizona projects annually. A former client and both a former education and nonprofit leader, Gmelich directs talent acquisition, professional and leadership development and career progression while cultivating, promoting and celebrating CHASSE’s extraordinary culture.
Jonathan Keyser
Founder
Keyser Commercial Real Estate
Sector: Real Estate
Keyser’s core principles #3, “We encourage bold action and are not afraid of making mistakes …”; #6, “We are one team … and we honor the importance of everyone’s contribution …”; and #12, “We are 100% coachable. We do not resist feedback…” demonstrate Keyser’s framework toward creating an environment that welcomes everyone’s voice. My leadership team and I foster an engaging environment by creating intentional space for honest conversations through regular one-on-one check-ins and team feedback sessions.
We know, however, that listening alone isn’t enough — follow-through matters! We communicate next steps and outcomes transparently, ensuring people see how their input drives real change.
Moreover, the cornerstone of our culture — our belief in the effectiveness of selfless service — drives us to act on the insights we receive. As simple as it sounds, everyone at Keyser knows they matter because we treat them like they do. When people feel genuinely heard, respected, and trusted, they, in turn, become more engaged, motivated and committed to the mission. That kind of culture isn’t manufactured — it’s earned.
Jonathan Keyser is the founder of Keyser, one of the largest commercial real estate firms of its kind based out of Arizona. Including its international partners, it has more than 600 people worldwide and growing. A No. 1 Wall Street Journal bestselling author and top keynote speaker, Keyser is sought out by CEOs from around the globe to assist their organizations with their real estate strategy and execution.
Bruce Leadbetter
Owner
360 Adventures
Sector: (Experiential) Travel Services
Fostering employee engagement starts with creating an environment where every team member feels valued, respected and heard. At 360 Adventures, our guides work alone or in small groups, leading guests through outdoor activities in remote areas. We face unpredictable trail and weather conditions, so I rely on my team to make real-time decisions ensuring customer safety. I empower them to share insights that enhance our operations and encourage direct check-ins for concerns or suggestions to improve guest experience.
This approach has led to diverse benefits, from upgrading snacks and equipment to implementing “guide secrets” in our processes. We celebrate company-wide when we put an employee’s idea into action, creating a motivated team with a sense of ownership in our success.
This engagement culture helped us expand into corporate team building events, which require employees to work together toward a common goal. For example, a recent company rappelling event in Papago Park showed participants how trust and clear communication can lead to shared success. We’re also launching a social media campaign showcasing our guides, adding a personal touch and reinforcing their sense of belonging.
Lifelong Arizonan Bruce Leadbetter founded his first adventure company in 1992 after completing his service in the U.S. Marine Corps. He developed his business plan while earning a Marketing degree from Arizona State University and evolved his company from a guide service to a full-service adventure planning business. Since 2004, 360 Adventures proudly offers customizable outdoor experiences in Arizona for individuals, families and companies. Leadbetter’s deep-rooted passion ensures authentic, unforgettable adventures.
Teresa Marzolph
Culture Engineer
Air2O
Sector: Technology
We at Air2O believe that a culture of engagement starts with listening — then acting. In 2023, we began surveying our team using the Culture Engineered Pulse survey to measure sentiment and uncover opportunities. In the time since, employee engagement has increased by 5% (87% to 92%) and our employee net promoter score (eNPS) by 16 points. These gains have translated into real business outcomes: U.S. headcount has doubled, revenue is up 87% and turnover has dropped by 9%.
What drives real impact is our response to feedback. Survey results are shared with all employees. Leaders and team members work together in elevating Air2O’s employee and customer experiences. Together we set priorities, co-create and pilot initiatives, review progress, and refine. Collaborations are intentional and solution-focused and have led to meaningful changes like flexible schedules, open project meetings where any team member can contribute their perspective or raise concerns, and education assistance benefits.
We also recognize individuals who speak up with solutions, reinforcing our message that every voice matters and is valued. It’s speaking up and contributing that moves us forward.
Teresa Marzolph brings more than 20 years of HR and workplace culture experience to her position as culture engineer at Air2O, specializing in designing employee experiences for small and mid-sized businesses that drive meaningful results. She joined the Air2O team in 2017, supporting its growth through intentional culture strategies that engage teams and elevate performance. For the past eight years, she has focused exclusively on high-impact workplace design.
