4 executives share their business goals for 2024

Manager speaking with employees in office
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Regardless of what is on tap for a business in the upcoming year, all leaders have thoughts on how to make 2024 successful. 

As the business world continues to manage the tensions of hybrid work, leaders across industries signal a shared focus on improving communication methods. From prioritizing transparency and direct instruction, today's thoughtful leaders know there's always room to grow — and that better communication only results in more buy-in from team members.

"The more information we give our people, the more power it gives them," says Simon White, chief people officer at software company Blink. "For decades, HR leaders have been too worried about what we aren't allowed to say versus what we can. There are obviously areas that are confidential and non-negotiable — such as individual people matters or M&A — but outside of that, bringing people in as much as possible will build trust and accountability across an entire workforce." 

White and three other executives shared their 2024 business resolutions with EBN. Check out their priorities (and varying approaches), as well as their thoughts on the value of self-reflection.

Goal: Transparent communication

Jon Morgan, CEO of San Francisco-based business development firm Venture Smarter
"I want to ensure that our support systems are robust. Whether it's through mentorship programs, mental health resources, or team-building activities, I'm committed to creating an environment where everyone feels supported and valued. 

I've noticed the importance of clarity and transparency. In 2024, I'll be implementing regular town hall meetings, where we can discuss company updates, address concerns, and celebrate successes as a team. Feedback is invaluable, and I want to make sure there's a direct line for it.

As a leader, my role is not just about steering the ship, but ensuring that every member of this fantastic crew feels seen, heard, and motivated. By adapting our strategies based on the evolving needs of the team, we not only thrive individually but collectively as a company."

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Goal: Well-being and motivation for a distributed, remote team

Yulia Saf, founder of global travel website Miss Tourist
"As the founder and CEO of a travel website with a global remote team, my 2024 leadership resolution is to nurture transparency and agility in my team's remote work culture.

Recognizing the importance of emotional and mental health, I will be initiating well-being programs that specifically focus on supporting my remote team in this aspect. These programs will include initiatives such as stress-management workshops, mindfulness exercises, and access to confidential counseling services.

In light of the growing digital nomad trend, I plan to introduce 'destination weeks' where team members can work remotely from a destination of their choice. This initiative will not only provide opportunities for personal exploration but also foster creativity and new perspectives within our work. By embracing the possibilities of remote work, I hope to inspire my team members to find the perfect balance between their professional and personal lives."

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Goal: Strengthen recruitment

Simon White, chief people officer at global software company Blink
"A resolution is to make recruitment part of everyone's job. In the current economic environment, there are concerns or doubts about the financial viability and sustainability of Series A companies and SaaS investment. It brings a need to make a change if we are going to continue to attract the best people to join our team. 

At Blink, we're transitioning to managers taking ownership of their hiring in the same way as they do for other goals and targets. Our 'people team' will continue to empower and equip them, but our data and stories show us that great people recognize great people, so we are putting our team at the center of advertising our roles and sourcing candidates. Our trials so far have resulted in us hiring some of the most incredible team members, so we're excited to scale this across the company. We are also hearing the same from some of our customers who have put hiring in the hands of their employees."

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Goal: Constant learning

Gianluca Ferruggia, general manager of Miami-based digital agency platform DesignRush
"Stepping into 2024, my leadership resolution is centered around nurturing a 'relearn and unlearn' culture in my team at DesignRush. The rapidly changing digital landscape requires constant adaptability, making it crucial to unlearn outdated approaches and relearn cutting-edge strategies. 

[As a leader,] self-reflection is necessary [because it] goes beyond just personal success to create a domino effect. An effective leader's growth and adaptability not only accelerates the company's success, but also ignites similar attitudes within their team, driving overall growth. Operating in an ever-evolving space like a digital B2B marketplace, this approach is particularly pivotal in setting a proactive and growth-driven work culture."
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