[HR Services] The Power of Engagement Surveys

Jenny Rowell is an HR Business Partner at Cleinman Performance Partners, a leading business development consultancy for optometry practices across North America. With expertise in talent management, employee engagement, and HR operations, Jenny helps align people programs with business goals to drive organizational performance. She focuses on building a positive workplace culture and collaborative partnerships that support both employee and client success.

Olivia Leduc is the Manager of Strategic HR Services at Cleinman Performance Partners, where she leads the HR support team to ensure that HR policies, processes, and documentation are compliant, efficient, and built to support scalable business operations. With experience in leadership, HR, and recruitment process development, Olivia drives improvements in operational efficiency and talent retention for clients.

Here’s a glimpse of what you’ll learn:

[03:51] Jenny Rowell discusses how merging HR and accounting powers smarter business growth
[05:29] Olivia Leduc explains why building HR programs means constant innovation and testing
[06:53] Tips on tailoring HR help for every unique practice
[09:23] What employee engagement surveys really reveal about your team
[14:11] Proven strategies for tackling leadership-caused employee disengagement
[16:45] The warning signs of engaged, not engaged, and disengaged employees
[18:30] Reengaging top employees before disengagement costs your business
[25:50] Olivia discusses psychological safety, confidentiality, and turning survey feedback into action

In this episode…

Employee engagement isn’t just about keeping people happy at work. It’s about uncovering what your team is really thinking, even when they might not feel comfortable saying it out loud. So how do you get honest answers that actually lead to better performance, stronger culture, and real growth?

According to Jenny Rowell, engagement surveys work best when they’re treated as strategic tools rather than check-the-box exercises. Olivia Leduc also adds that surveys are powerful because they surface perspectives leaders may not agree with, but need to hear in order to understand how their actions are actually landing with the team. Together, their insight underscores that when feedback is anonymous, unbiased, and acted on thoughtfully — rather than ignored or cherry-picked — it can drive meaningful improvements in trust, retention, and overall performance.

In this episode of the Cleinman Connect Podcast, Kim Carson is joined by Jenny Rowell and Olivia Leduc, HR Business Partner and Manager of Strategic HR Services at Cleinman Performance Partners, to discuss the power of engagement surveys. They break down what engagement surveys really measure, why anonymity matters, and how leaders should interpret the results. Jenny and Olivia also give advice on turning feedback into meaningful action that improves trust and long-term team engagement.

Resources mentioned in this episode:

Quotable Moments:

“Engagement surveys from our perspective, they’re not just a nice to have.”
“Practice owners and their employees will both look at something from a very different perspective.”
“If you invest in your employees, they will invest in your business.”
“The surveys should remain confidential, to build trust with your team and give them a safe space.”
“Highly engaged teams are significantly more productive and profitable than less engaged teams.”

Action Steps:

Launch anonymous engagement surveys: Giving employees a safe way to share feedback uncovers honest insights leaders might otherwise never hear.
Use a neutral third party to review results: Removing internal bias ensures feedback is interpreted objectively and builds trust with employees.
Act on survey findings with visible changes: Following through shows employees their voices matter and prevents disengagement from ignored feedback.
Prioritize regular recognition and feedback: Consistent acknowledgment strengthens morale, motivation, and employees’ emotional connection to their work.
Maintain psychological safety throughout the process: Protecting confidentiality encourages candor and sustains long-term engagement and trust.

Sponsor for this episode…

This episode is brought to you by Marketing4ECPs!

Working with them is like hiring a full-time marketing professional who knows the industry and understands your goals. Except, instead of one experienced marketer, you get a whole team in your corner.

Whether you’re an optometrist, ophthalmologist, or optician, they can help you grow your business with a plan that’s completely customized for you. Learn more here.

Episode Transcript

Intro: 00:07

Welcome to the Cleinman Connect Podcast, where we discuss marketing, ownership, growth strategies, and everything else surrounding the business of optometry. Cleinman is Optometry’s trusted business partner for over 35 years.

Kim Carson: 00:28

Hello, I’m Kim Carson, hosting Olivia Leduc and Jenny Rowell from Cleinman Strategic HR Services team on this episode of the Cleinman Connect Podcast. Past guests of this show include Dr. Kimberly Friedman, chief medical education officer for the Penn Vision Group, and Kehna Kelly, team lead of creative services at POD Marketing. Those episodes are available at Cleinman.com or wherever you like to listen. This episode is brought to you by Marketing4ECPs. Working with them is like hiring a full time marketing professional who knows the industry and understands your goals.

Except instead of one experience marketer, you get a whole team in your corner. Whether you’re an optometrist or ophthalmologist or optician, they can help you grow your business with a plan that’s completely customized for you. Learn more at marketing4ecps.com. I’m joined today by Olivia Leduc, the Manager of HR services at Cleinman. Her background is in leadership roles focused on team growth and operational efficiency, and she’s worked extensively in HR and recruitment processes development, resulting in measurable improvements in retention and team performance.

Outside of work, Olivia enjoys sports, travel, and spending time with her loved ones, including her cat Gemma. How sweet! We are also joined by Jenny Rowell, the HR Business Partner at Cleinman. She has earned a double major in Human Resources and Labor relations and Accounting, which offers her a unique foundation as the HR VP of the HR services team. She also has her Change Management certification and is currently pursuing her Chartered Professional in Human Resources CPA designation.

When she’s not in the office, you’ll find her playing volleyball and slowpitch skiing. Traveling and finding the newest brunch spots in whatever city she is in. Thank you, ladies for joining me today.

Jenny Rowell & Olivia Leduc: 02:09

Yay! Thanks for having us.

Kim Carson: 02:14

Yeah. No problem. Thank you for agreeing to. Come on the podcast with me. I know I maybe had to drag one of you. Maybe both of you into this, so thank you. I think that all of the wisdom that you both have is, you know, perfect for firstly, Cleinman HR services. Secondly, the stuff that you can offer to our listeners, our clients, you know, practices that just might need a little bit of help in the HR department is totally invaluable.

Like it’s for from what I’ve heard from some of our current clients, what you two know and what you can offer your perspective on things is so very much needed in this industry. So thank you for agreeing to this. I would like to start off with asking you both and maybe Jenny, I’ll start with you. How did you end up in this position? How did you become the HR VP for Cleinman?

Jenny Rowell: 03:04

Yeah, so I used to work at an accounting firm. I was there for about five years, realized that accounting wasn’t really for me. I always had a passion and love for HR and I really wanted to utilize my degree. So I finally decided to make the move into HR consulting. And then I noticed that there was a position up at Pod, and I was very excited when I seen that.

So I wanted to apply. And then here we are. So yeah, that’s kind of how we ended up in this role today.

Kim Carson: 03:37

Yeah, amazing. And when I was rattling off my little speech at the start, you have a double major in human resources and labor relations and accounting. Does that generally come together as a double major?

Jenny Rowell: 03:51

It’s so funny because when I was getting that degree and after when I was in accounting, everyone thought I was a little nuts. Like, usually it’s like finance and accounting or like, yeah, something along those lines but never really accounting and HR. But I personally loved the strategy aspect of combining people and, you know, assets, money. Like I just find that people have such a strong foundation within a business. And yeah, we always say people are a company’s greatest asset.

So when you utilize that and invest in that, that’s when you can get the most profit and growth. Nice.

Kim Carson: 04:27

Amazing. And Olivia, how did you end up here as the Manager of HR services at Cleinman? Oh, maybe we’ll start off with a little bit about my background. So I have a degree in biology completely different than the HR world from there. Graduated university.

Wasn’t sure what I wanted to do, and started working in the restaurant industry and quickly moved up into management there from there. Didn’t really want to work in the restaurant industry, but I always found myself moving towards working with people in any role that I ever did. So most recently came from the senior home care industry space, working in recruitment and HR and building their processes there. I’ve been with Cleinman for almost a year now. I guess next week, and came on as a specialist to help build processes for the HR program program from the ground up.

And now I’ve been in the role for almost a year and now leading the team as the manager of Strategic Air Services. Yay!

Olivia Leduc: 05:29

It has been such a privilege to have joined Cleinman and Pod Marketing, and to have seen you built this up is very cool. And I want to say to you that, you know, this wasn’t just putting bricks into place, and then all of a sudden you have a house. I’ve seen you build half a house and then have to tear it down and then start building another house while half a house is finished. So it hasn’t been necessarily, you know, you try it once and it was perfect. So there has been a lot of trial, some error, some beta testing.

There’s been all of that to this strategic HR services division that Cleinman has. And I wanted to kind of get that across so that people know that this is, you know, you’re testing this as thoroughly as you possibly can before and before we rolled it out to people, rolled it out to practices.

Kim Carson: 06:22

Thank you for bringing that up. Yeah, it’s been challenging, but a lot of fun along the way. Yeah.

Well, I think it also ensures that we have the best HR services program available. Just knowing you know how again, like how many half houses you’ve had to build it kind of it kind of speaks to the thoroughness of the program as well. So while you still have the mic here, Olivia, I would love to know what is something that you are passionate about that the strategic HR services program offers?

Olivia Leduc: 06:53

That’s a great. Question. I think I’m most passionate just about the customized support that we can offer our clients. Every practice is so different and that’s something that we learnt in the beta testing phase, is it’s not a one size fits all. And yeah, I’m just really proud that we are able to customize support, whether that’s like building a client’s handbook, offering them reactive support with maternity leave questions or terminations. Like everything is so different.

And I’m really passionate just about supporting our clients and whatever their needs are.

Kim Carson: 07:27

And Jenny, would you like to add anything to that or would you like to tell the audience something that you’re passionate about that the HR services division is doing?

Jenny Rowell: 07:35

Yeah, I think Olivia really hit the nail on the head there. I think just being able to customize our support and our projects and our offerings to clients, just because a lot of our practices we work with, they go to school to be doctors, or they go to school to be optometrists, like they don’t go to school to learn, you know, business or HR or any rules around that. Like they A lot of them need help with that aspect, and they don’t have the time to be able to invest in that. So if they being able to invest in us, we’re able to help out and just take a load off of their backs. And like, HR is just not like a lot of times when HR issues come up within a practice, they’re not fun issues to deal with.

And that can kind of cause business owners to stay awake at night. And, you know, just being able to take one less thing off of their plate, I think is a win.

Kim Carson: 08:29

Yeah. Well, I mean, not all of us can get double majors in HR and accounting. So and not all of us can be doctors either. So so yeah, it’s very important to have all the different perspectives involved. So there’s something in our in our notes for this episode that definitely jumped out at me.

And and there was tons about it. I want to know what is an engagement survey? I’ll just kind of launch into this. Jenny, I can start with you. This is something that our HR services division is offering right away, if I’m not mistaken.

So people sign up or practices, sign up for the Strategic Services program. And one of the first things that you both and the team rolls out are engagement surveys. So could you tell us what they are and kind of why they should be utilized?

Jenny Rowell: 09:23

Yeah. So an engagement survey is a survey that will go out to all of your employees. So ideally it will be virtual you it’ll be completely anonymous. We’ll ask very specific questions to kind of get a good lay of the land and understand what’s really happening with your engagement, your morale, how they feel about the leadership. Are they stressed at work?

How is the work life balance? The goal of it is to answer a lot of questions. And we when we do that, we usually are able to kind of figure out, you know, if employees are engaged, if they’re not engaged, if they’re disengaged. Because when we go through our onboarding process, we understand a lot. From your perspective as a doctor, we understand what the leadership wants, what your goals are.

But we don’t really get to see a lot of the side of the employee. So I feel like that’s what’s the most what adds the most value for this is getting to understand it from the employees perspective as well.

Kim Carson: 10:24

Right. It kind of takes out maybe the middle man of hearing what the team, the day to day front office team feels through the leadership eyes. It just gets it directly from the team 100%.

Jenny Rowell: 10:39

Yeah.

Kim Carson: 10:40

Amazing. Amazing. And why and Olivia I’ll go for this one. Why is it important that those answers from the engagement survey right from the team are important? And why is it important that those are utilized?

Olivia Leduc: 10:54

Yeah, I think practice owners and their employees will both look at something from a very different perspective. And it’s funny, like we all have clients, we’ll send them the results and then they’ll say, I don’t agree with those results, but that’s the whole point. You’re supposed to have a different perspective there. For example, a practice owner may think that they do a lot to make sure that their team feels valued, but the survey results are going to show that their team members don’t receive any recognition. And that’s what they’re really looking for and craving for.

Craving. So it’s really important to have that different perspective.

Kim Carson: 11:27

Yeah, absolutely. And also, you know, like you just said it sometimes, you know, as someone who has worked in a in a team environment or, you know, I want to say an entry level position, but I’m not trying to insinuate that all that all of our team aspects are entry level. But as someone who has worked in that, it can be sometimes intimidating to maybe go to someone who’s in leadership or to a manager with your issues, especially if those issues are with that person and how they communicate with you, and how you receive feedback and how you know your pay structure looks like it can be intimidating to take those right to the person asking the question. So maybe Olivia, I’ll stick with you for this one. We also have a note about third parties and results from these engagement surveys kind of coming through you both.

First, can you explain the importance of that to me as well?

Olivia Leduc: 12:25

Yeah, it really reduces the risk of any bias that may influence interpretation that the client may have. And then it just ensures that the insights are grounded in evidence and not just internal narratives.

Kim Carson: 12:37

Jenny, would you like to give us any other maybe important notes that you have on these engagement surveys? Anything we have maybe glossed over a little bit here?

Jenny Rowell: 12:48

Yeah for sure. So engagement surveys for our perspective, they’re not just a nice to have. Like I feel like sometimes business owners are like oh we’ll do we’ll do one just because we feel pressure to. It’s important. It looks good.

Exactly, exactly. It looks good to our employees or everything. But at the end of the day, we have to think of it like these are very strategic tools, and how you utilize them can be so impactful to your business. And they create measurable business outcomes. So they’ll if you do an employment engagement employee engagement survey correctly, they’ll identify some real issues that will drive turnover, productivity, morale, profitability.

And they’re usually quick fixes too. So just being able to provide more clear expectations and address kind of lack of recognition, lack of feedback. So it’s just really important to turn those actions from the survey into change.

Kim Carson: 13:54

I feel like complacency and leadership is one of the top reasons For team members to feel disengaged. Could you quantify that for me, Jenny? And maybe also give us some ways to address when you have an issue like that? Yeah for sure.

Jenny Rowell: 14:11

So like it’s kind of crazy. A whopping 58% of American workers specifically have stated that they feel as though their leadership is a top reason for them feeling disengaged and not even just not engaged, but fully disengaged. And so it’s a big problem if more than half of the workforce is feeling that way. That’s kind of what leads to a lot of the negative aspects that we don’t want in a business. So some of the ways that you we suggest addressing those is really aligning your actions with values.

So we talk a lot about core values in our strategic HR program. It’s super foundational to your business. All of the things that you do within your business, your practice should be reflective of your core values and your goals and your mission and your vision and what you want to achieve. And this should also be communicated to your employees, and they should be able to understand and kind of row the boat in the same direction. Another thing that we can do is acting on the feedback.

So actually providing one on ones in a lot of our surveys, one thing that always comes up is feedback and recognition, and how they want to be able to have their feedback taken seriously. They want to feel recognized for their hard work. So one of the ways that we always suggest people do this is having one on one conversations with management leadership. It could be five minute chats. It could be, you know, 15 minutes once a month.

But just having that one on one time with employees to really ask them how they’re doing and then for them to ask you of like, this is where I’m struggling. Can you help me out here? Do you have any feedback for me here? And then just really involving leadership as much as possible. So just being visible is such a big help.

Being present, asking questions. Getting to know them. Asking them how their weekend was. If you invest in your employees, they will invest in your business.

Kim Carson: 16:12

Yeah. Olivia, I’ll go to you for this next one. We’ve talked a lot about employees who are engaged, employees who are disengaged. Could you kind of articulate what are some of the qualities and how to determine if if people have currently employees that are engaged or disengaged? Like maybe what are some signs of each.

And then, you know, hopefully anyone listening would like to become a HR services client. And you can kind of help them to to correct any ships that need course correcting.

Olivia Leduc: 16:45

Yeah, definitely. So we kind of categorize employees into three engage not engaged and disengaged. So employee who is engaged, they’re typically highly involved and enthusiastic about their work. They’re going to take initiative, solve problems, and they’re going to be looking for ways to improve themselves and the practice and everyone around them. An employee who’s not engaged psychologically unattached to their work and the practice, they may show up and do what’s expected of them, but they don’t bring any extra energy or enthusiasm or initiative.

This doesn’t mean that they’re necessarily unhappy, but their engagement needs aren’t fully met, making them unengaged. And then finally, an employee who is disengaged. This employee might be resentful that their needs are being met. They may show unhappiness through negativity, resistance, and can definitely impact team morale. If this disengagement is left unchecked and not dealt with, it’s going to be quite hard for you as a practice owner to re-engage this type of employee once their disengagement sets in.

Kim Carson: 17:57

Have you had any cases so far in all of the testing you’ve done with the HR services program, where a practice has come to you and they’ve said, oh, I had this really engaged employee. You know, they were top of their game. They were obviously loving what they were doing. But now I think that they’re more in the not engaged or even disengaged realm. Has that come up in your beta testing?

And could you offer some ways that you maybe help solve that or give advice to solve that? And I can I can go to Jenny for this one.

Jenny Rowell: 18:30

Yeah for sure. It’s it’s really hard once it gets to the disengaged kind of area. As Olivia has mentioned, you know, a lot of these times, these people are kind of dragging people into negativity and they’re bringing the team morale down. And but there are some steps that you can kind of take once you get into this spot with a specific employee. And that would be to to definitely have a one on one talk with them.

Figure out what’s going on. Come at it from a place of curiosity and wanting to learn more about what’s going on in their life. Is there anything that you can do as the practice owner, as the management, to help them out? Just to get an understanding first, and also trying to figure out what exactly it is that motivates them. And if there was something that motivates them, that’s recently changed.

So some of the different things that you can do to motivate people would be, you know, recognitions, a big one. A lot of people are very we’re us as humans are very we want gratification. We want instant gratification, satisfaction. So making an impact is really big. A lot of people want work life balance.

They want learning and growth opportunities, leadership and influence, a sense of belonging, stability. The biggest thing is just really trying to figure out what motivates people. And is there a way that you can switch something up, even if it’s just small changes, to be able to motivate these people and just having a really honest conversation and just saying, hey, this is what we’ve noticed. Is there anything that we can do? This is kind of the expectations that we have of you.

What can we do to get there as a team?

Kim Carson: 20:10

Okay. Well thank you ladies. Is there anything that you would like to mention, either of you or kind of just like, put it out there? Is there anything you would like to mention about engagement surveys about, you know, motivating a team that we have maybe missed in this interview?

Jenny Rowell: 20:29

Yeah, I guess I there’s a couple things that I want to mention. Just stats like, I know doctors, a lot of people are very focused on the quantitative aspects instead of just the qualitative aspects of why I need this. What what does engagement survey actually mean for my business? So just spitting some facts here. Yeah.

Girl so in the US and Canada the engagement rate Is actually only at 31%. So this is the amount of engaged employees globally. So and 31% is obviously below average. So that means that 52% of these individuals of the workforce are not engaged and then 17% are actively disengaged. And this was a Gallup study from the 2025 report.

So this is like very new very relevant data. And of that it’s important to also note how important profitability is for your business alongside engagement. So Gallup did another research study that shows that highly engaged teams are significantly more productive and profitable than less engaged in teams. So that’s specifically 23% more profitable and 18% more productive than those with disengaged staff.

Kim Carson: 21:54

So sorry, just to pause you, I’m much more of a visual learner. Like an analogy kind of learner. Yeah. So if I may, if you have a staff that is more engaged and to get them more engaged, you could maybe open up a slack chat that is like a hashtag love notes where people could give shout outs to each other. Like you could do something as simple as that to then get this.

What was the the percentage more profitable at 23%.

Jenny Rowell: 22:23

More profitable. Yeah.

Kim Carson: 22:24

So so opening up something as as small as that or even a like a employee of the month type of thing. Could be like a kind of I don’t want to say a solve, but like a step forward in recognizing your team for their hard work, their accomplishments, and then motivating them into a more profitable practice.

Jenny Rowell: 22:45

100%, yeah. Like, it’s a lot of times it’s literally just those little things. It’s just saying thank you. Like if an optician walked a elderly individual out to their car after their meeting, just simply saying, hey, that was really big. Thank you so much for doing that.

We’re so lucky to have you on the team. Employees don’t forget those things and it really helps drive motivation.

Kim Carson: 23:06

Yeah, I think too, something that I’ll throw in here just because I’m looking at both of you right now as we’re recording and both of you are very different people. You know, I want to kind of highlight the fact that receiving some type of kudos or a good job, it also kind of depends on how people receive that. So, you know, for Jenny, maybe you would like to have a more public kind of celebration. If you were an optician that walked an elderly patient to a car, you might want that to be something that, you know. You walk back into the practice and a boss is standing right there and they’re like, wow, great job, Jenny.

Whereas Olivia, you might be a person that is more like, I’m pulled aside ten minutes later by boss and they’re like, hey, I really appreciate that you did that. Like, don’t think I didn’t notice it. So I want to maybe just say all that just to to encourage people to on the side of privacy more so because I feel like that will 100% be received well, whereas a more public kind of celebration could be, you know, ruffle some feathers, put up some some red flags for some people. But I absolutely love, you know, that this example of something as simple as walking somebody out and just, you know, noticing that an optician, a front desk person, an office manager, that they just went that extra mile, I think that that is a really great example that probably happens every single day in, in the practices of people listening that they could, you know, start just saying thanks for. Yeah, exactly.

Please continue with your spinning of facts though. I didn’t want to totally stop your train.

Jenny Rowell: 24:54

No, no, no, that’s definitely Important. And it all just goes back to really understanding your employees and figuring out how they give and receive, how they would like to give and receive feedback as well. But yeah, again, back to like the 23% more profitable. That doesn’t really sound like much when you think about it, but it’s estimated to cost the global economy 43 438 billion recently, which is a lot. That’s that’s a lot of lost productivity due to disengagement.

So yeah, it’s it definitely can cost your practice, but it can also make your practice more profitable if you’re able to utilize and take what you learn from your engagement survey and put it into action.

Kim Carson: 25:43

And then, Olivia, did you have anything you wanted to add? And I do have a final question for you ladies. Don’t think you’re going to get this easy, but.

Olivia Leduc: 25:50

I just have two notes on surveys coming from more of like the process Background. Promoting psychological safety is a huge thing that I want to mention. The surveys should remain confidential, to build trust with your team and give them a safe space to provide their honest and candid feedback. Practice owners shouldn’t start to investigate who said what’s and what all that looks like there. And just another thing too, is you can’t just launch an engagement survey and have no action afterwards.

Like Jenny mentioned, while you don’t need to act on every single comment and suggestion, if you aren’t listening to your team’s feedback and engagement survey can actually cause less engagement among your team and cause more harm than good if it’s not utilized correctly.

Kim Carson: 26:38

I actually worked at a place that started previous to this. This this place will remain anonymous as we talk about confidentiality being important. But they started a confidential like this is completely anonymous surveys. And every employee at that place started noticing that when the scores were low, you know, on feedback about the business in general, that all of a sudden the stats on the engagement survey started getting cherry picked and skewed. So we would all know the answers that we put in, and then we’d see the results up on the board and be like, oh, so I’m like, they’ve excluded me from the survey, I think, and it’s totally anonymous.

So they don’t know it was me that they excluded. But I was like, oh, the like the 0% or whatever I gave is not reflected in this pie chart. So they’ve obviously chosen to just like take that out.

Olivia Leduc: 27:31

Yeah, yeah. Do you have to be careful with that. The employee can always see. Yes. And they always know.

Kim Carson: 27:35

Absolutely. Because it’s like, you know, I maybe I don’t know what other people put in, but I know what I put in. So when I don’t see it I’m like, oh that’s kind of suspicious. Yeah.

Jenny Rowell: 27:44

Funny. Because like, the whole point of the engagement survey is to give employees a voice. Yeah, right. Like it’s an effective way for leadership, management to really hear the employees Perspectives and measure morale in a structured, quantifiable way, especially when the results are anonymous and the questions are well designed. Really, if things are cherry picked, it really defeats the purpose.

Kim Carson: 28:09

So thank you ladies. I do have one last question and before I ask it, I would like to point people to our sponsor’s website again. That is Marketing4ECPs.com if you want to work with Marketing4ECPs and could either of you maybe Olivia I’ll go to you.

Could you tell the fine folks listening a way that they could contact you, or that they could find out more about Cleinman’s HR services?

Olivia Leduc: 28:30

Yeah, definitely. To contact Jenny and myself, email us at hr@cleinman.com. And to find out more, go to cleinman.com.

Kim Carson: 28:40

Nice. Okay. Easy. So my final question for you is we’ve touched on it a little bit in this episode, but I would like to know if there is one thing in particular that doctors, owners, office managers could do today to improve their team’s engagement as we move further into 2026.

Olivia Leduc: 29:00

I think the biggest takeaway is to have for practice owners to have an open mind and genuinely want to make a change. You don’t need to agree and act on every piece of feedback. It’s an employee is going to give you, but you do need to take action in some regard and show that you’re show your team that their feedback and they’re open communication is important to you.

Kim Carson: 29:22

And yeah, Jenny, do you want to add anything? Yeah.

Jenny Rowell: 29:25

Exactly what Olivia said. Like leading with integrity, keeping your word, doing honest communication, leading by example. I think loyalty is such an underrated thing with your employees, with your team, with building trust. Because loyalty is earned through trust, consistency and care over time. And you know, the ways that you can build that is just demonstrating that you really care for the person as a whole, ensuring fairness and transparency.

throughout, lots of different processes and just being very open with employees, making them feel as though they’re a part of the process, a part of decision making, and then just building a strong internal community. Loyalty is really reinforced when people feel connected to each other, and that they think that it’s not just their job, part of their lifestyle.

Kim Carson: 30:18

Okay, well, thank you, Jenny and Olivia for your insight and your time today. That is our show. If you want to hear more of the podcast, you certainly can at Cleinman.com and wherever you like to listen. Thank you for joining us today.

Outro: 30:34

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