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My guest for Episode #273 of the My Favorite Mistake podcast is Kerry Siggins, the dynamic CEO and Executive Chair of StoneAge Holdings, a leading manufacturing and technology company based in Colorado. Under her visionary leadership, StoneAge has achieved consistent double-digit growth, transforming into an industry powerhouse. In 2015, Kerry pioneered the company’s transition to an employee stock ownership plan (ESOP), ensuring that every employee shares in the company’s success and has a true stake in its future.
Recognized for her expertise in scaling companies and cultivating high-performance cultures, Kerry serves as a trusted board member and business advisor. Her insights have made a profound impact across industries. A sought-after speaker, Kerry regularly captivates audiences worldwide—from corporate leaders to university students—with her engaging presentations on leadership, culture, and ownership.
In addition to her executive roles, Kerry is the host of Reflect Forward, a widely acclaimed podcast where she explores leadership, personal growth, and overcoming challenges. She is also the author of The Ownership Mindset, a book that offers actionable strategies for building empowered teams and thriving companies.
In this episode, Kerry shares the pivotal moment that led her to turn her life around, her journey from the rock bottom of addiction to becoming a CEO, and how she built a culture of ownership and accountability at StoneAge. We discuss the lessons she learned from her favorite mistakes, the power of employee ownership, and how leaders can foster resilience and growth within their teams. Kerry’s story is both inspiring and full of actionable insights for anyone looking to lead with purpose and drive lasting success.
Questions and Topics:
- Kerry, with everything you’ve done in your career, what would you say is your favorite mistake?
- How were you able to bounce back and make that overdose a step toward recovery?
- What were you doing for work at that point in your life?
- How did you end up at StoneAge Holdings, and did you start in a specific role or as CEO?
- That’s young to be a CEO of a company you didn’t found—how did that feel?
- Can you tell us more about what StoneAge Holdings does and how you became CEO?
- Many companies say they want employees to think like owners, but they don’t always give them the incentive. How does the ESOP at StoneAge create an ownership mindset?
- How does your profit-sharing plan work alongside the ESOP?
- As a leader, how do you approach mistakes, especially when employees make them?
- How did going back home help you transition and get on track?
- Can you tell us more about Reflect Forward, your podcast, and your book, The Ownership Mindset?
- Do you have a favorite podcasting mistake as a host or guest?
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- Full transcript
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Automated Transcript (May Contain Mistakes)
Mark Graban:
Welcome to My Favorite Mistake. I'm your host, Mark Graban. Our guest today is Kerry Siggins. She is the CEO and executive chair of StoneAge Holdings, a fast-growing manufacturing and technology company based in Colorado. Under Kerry's leadership, StoneAge has experienced double-digit growth year over year. In 2015, she successfully transitioned the company's ownership structure to an ESOP, an employee-owned program that we'll talk about later in the episode, ensuring that all employees share in the success of the company through that employee ownership. Kerry is a board member, business advisor, and speaker who presents worldwide at conferences, universities, and in corporate settings. Like me, she also hosts several podcasts, including the wildly popular Reflect Forward. And, like me, she’s an author. Her book is The Ownership Mindset. So, Kerry, welcome to the podcast. How are you?
Kerry Siggins:
I'm wonderful. Thank you so much for having me.
Mark Graban:
Yeah, it’s great to have you here. And grammatically, I hope I didn’t make a mistake. The things that I’m saying we have in common are a podcast and a book. What we don’t have in common is your CEO experience.
Kerry Siggins:
Just to be clear, do you want it? You want my job? Sometimes I'd be happy to just hand it over.
Mark Graban:
That might be a mistake. But Kerry, we're going to be able to talk about the culture, ownership culture, and learning from mistakes within your company, so I'm excited to talk about that. But first, as always, the main question we start with here: Kerry, with the different things you’ve done in your career, what would you say is your favorite mistake?
Kerry Siggins:
Oh gosh. So, it actually comes from before—well, it’s in my career, but not career-related. But it has had a tremendous impact on my career. In my twenties, I developed substance abuse issues. It was due to a combination of insecurity, imposter syndrome, and a lot of drive and ambition, along with this feeling that I had to pretend to be someone else to be lovable. It created all kinds of issues for me. And on Labor Day of 2006, I accidentally overdosed. That set my life on an entirely different trajectory. I have a lot of gratitude for those times in my life because it was a huge inflection point for me. It brought me here to Durango, Colorado, where I live now and started me on the leadership path I’m on. It was a huge mistake in my life—lots of little mistakes that added up and compounded until I hit complete rock bottom and had to rebuild my life from there.
Mark Graban:
Wow. See, this is what happens when I don’t know the story in advance. I’m thankful and impressed that you would share that story. That’s not something a lot of people would be willing to share, so thank you for doing that.
Kerry Siggins:
Thanks.
Mark Graban:
Was that overdose a wake-up call for you when it came to addiction? How were you able to bounce back and make that a step toward recovery?
Kerry Siggins:
Sure. I was what you’d call a high-functioning addict. It wasn’t almost dying that made me decide I was going to choose living over dying—it was that I couldn’t go to work. No matter how bad things got, I always went to work. But after the overdose, I couldn’t go to work for three or four days. That was rock bottom for me. I realized all the success I was trying to portray was fake. I was a fraud. I was smart and driven, but I wasn’t thriving. I was living way beyond my means and spiraling into addiction. The shame I felt for not being able to go to work during my recovery was the turning point for me. It took me a couple of years to truly get clean, but that was the moment I knew I had to change.
Mark Graban:
And what was your work at that point in your life?
Kerry Siggins:
I was in sales. I have an engineering degree and a business degree from Colorado School of Mines, but I’m really a salesperson at heart. I loved selling, but I wasn’t working for a company that was a good fit for me. I was selling software in Austin, Texas.
Mark Graban:
And how did you end up at StoneAge Holdings? Did you start off in a specific role or as CEO?
Kerry Siggins:
I didn’t start as CEO. After I reached the point where I knew I needed to rebuild my life, I called my mom and asked if I could come home to Durango, Colorado. I moved home and applied for a job at StoneAge, which was looking for a general manager. Even though I was underqualified, they took a risk and hired me. I didn’t share my story with them until three years later. I became CEO about three years after I started, and now, 17 years later, we’ve grown the company to almost $100 million in revenue. That’s why it’s my favorite mistake—if I hadn’t hit rock bottom, I wouldn’t be where I am today, leading this incredible company.
Mark Graban:
Well, I’m glad there was that silver lining.
Kerry Siggins:
Yeah, it’s not like that for everyone, but I’m grateful for where it led me.
Mark Graban:
Yeah, it's good that you were able to make that transition, and going back home probably provided some additional support to get things back on track. So, tell us a little bit more about StoneAge Holdings. You described it as a manufacturing and technology company. I’d love to hear more about what the company does, and maybe you could weave in your story about how you became CEO.
Kerry Siggins:
Sure. StoneAge Holdings is relatively new; we created the holding company about three years ago as part of our acquisition strategy and to ensure that the employee ownership ESOP would benefit everyone across all our businesses. The core business manufactures industrial cleaning equipment—high-pressure water blasting tools. Think of it like high-tech squirt guns on steroids! When I first started, we were making manual nozzles for ultra-high-pressure hoses used in industrial facilities, not like the pressure washers people use at home. We’re talking ultra-high-pressure tools that go up to 40,000 psi, used for cleaning refineries, petrochemical plants, food processing plants, etc.
In 2013, we began manufacturing semi-automated equipment to get operators away from the dangerous cleaning surface—water jets can be lethal. Now, we’re even making robotic equipment that cleans autonomously. We’ve transitioned from making manual tools to electrical and mechanical tools driven by software. It’s an exciting evolution.
I became CEO in 2009, after leading us through the 2008-2009 financial crisis. I didn’t really know what I was doing at the time, just focusing on core strengths and luck. Afterward, the board promoted me to CEO. I was about 31 at the time, and I had to figure out how to be a CEO from there.
Mark Graban:
That’s quite a journey! And 31 is pretty young to become CEO, especially of a company you didn’t found. How did that feel?
Kerry Siggins:
It felt surreal. Even though I wasn’t the founder, John and Jerry—the two founders of StoneAge—made it feel like my company. We worked together closely to grow the business, and their vision of sharing success through employee ownership really resonated with me. We created a strong bond, and now, with the ESOP in place, it really does feel like our company. I’ve been able to take it on and grow it into something even bigger, which has been incredibly rewarding.
Mark Graban:
That's amazing. You’ve essentially “founded” the modern version of StoneAge. Speaking of employee ownership, a lot of companies say they want employees to think like owners, but they don’t necessarily give them much incentive to do so. Can you tell us more about how the ESOP at StoneAge creates that ownership mindset?
Kerry Siggins:
Absolutely. A lot of CEOs say they want ownership thinking, but they don’t create the environment for it. It’s not just about giving employees ownership—it’s about creating a culture of trust, autonomy, decision-making authority, and purpose. You have to help employees find meaning in their work beyond just a paycheck. If you create that environment, ownership thinking will naturally follow.
With the ESOP, employees actually benefit from their contributions to the company’s success. The way it works is that the company sets up a trust that buys shares from the founders or other shareholders. Those shares are then allocated to employees over time, and as the company grows, the value of the shares increases. When employees leave, they can roll the value into an IRA or use it for things like buying a house, starting a business, or sending their kids to college. It’s real ownership, and it’s a powerful motivator.
Mark Graban:
That’s really impactful. You mentioned that you also offer profit sharing in addition to the ESOP. How does that work?
Kerry Siggins:
Yes, we do offer profit sharing, which is less common alongside an ESOP. We started with profit sharing years ago, and it’s a great way to get employees thinking about the bigger picture. Our benefits package includes competitive salaries, profit sharing, an annual performance-based bonus, the ESOP, and a 5% 401(k) match. We’re very focused on helping our employees build wealth, and this combination of short- and long-term incentives plays a big role in fostering that ownership mindset.
Mark Graban:
That’s great. Profit sharing can definitely help align incentives across the company. You’ve done so much to build an ownership culture at StoneAge. As a leader, how do you approach mistakes, especially when employees make them?
Kerry Siggins:
We view mistakes as a gift. I’ve grown the most as a leader when I’ve made mistakes, and I think the same applies to everyone. Here at StoneAge, our mantra is that the goal isn’t to avoid problems; the goal is to root them out as quickly as possible and fix them. Mistakes are inevitable, but if we learn from them, we become better as individuals and as a company. We celebrate the opportunity to solve problems, and we encourage our employees to take risks and make mistakes because that’s how innovation happens.
Mark Graban:
That’s such a healthy perspective. When you have that kind of openness to mistakes, it helps prevent small problems from becoming big catastrophes. When you think about the culture you’ve cultivated, what advice do you have for leaders in terms of reacting to mistakes?
Kerry Siggins:
The key is to react with curiosity instead of blame. Ask questions like, “What can we learn from this?” and “How can we improve?” rather than “Who’s responsible for this?” It’s all about creating a safe space where people feel comfortable admitting mistakes and working together to solve them. If you foster a blame-free environment, people are more likely to speak up early, which helps prevent bigger issues from developing. That’s how we’ve built our culture here.
Mark Graban:
It sounds like you’ve really created a culture of continuous improvement. That’s something that aligns closely with the theme of this podcast—learning from mistakes to become better. Before we wrap up, can you tell us about your podcast Reflect Forward and your book The Ownership Mindset?
Kerry Siggins:
Of course! Reflect Forward is a leadership podcast where I share stories and lessons from my own experience, and I also interview leaders from different industries. The goal is to reflect on what we’ve learned from our past decisions and use that to drive us forward. My book, The Ownership Mindset, is part memoir, part leadership guide, and part cultural roadmap for building strong, cohesive teams. It’s about creating an environment where everyone thinks like an owner and feels empowered to contribute to the company’s success.
Mark Graban:
That sounds fantastic! I’ll make sure to link to your podcast and book in the show notes. Kerry, thank you so much for sharing your story and insights with us today. It’s been a pleasure having you on the podcast.
Kerry Siggins:
Thank you, Mark. It’s been a great conversation. I really enjoyed it.
Mark Graban:
Thanks again, Kerry.
Episode Summary and More
Kerry Siggins: Overcoming Adversity and Leading with an Ownership Mindset
Introduction to Kerry Siggins
Kerry Siggins is the CEO and Executive Chair of Stone Age Holdings, a rapidly growing manufacturing and technology company based in Colorado. Under her leadership, Stone Age has achieved double-digit growth year over year. Kerry played a crucial role in transitioning the company's ownership structure to an Employee Stock Ownership Plan (ESOP) in 2015, ensuring that all employees can share in the company's success. Beyond her professional achievements, Kerry is a board member, business advisor, speaker, and podcast host.
The Inflection Point: Substance Abuse and Recovery
In her 20s, Kerry faced severe substance abuse issues that had a profound impact on her life and career. These challenges stemmed from a combination of insecurity, imposter syndrome, and an overwhelming drive to succeed. In 2006, Kerry experienced an accidental overdose, which became a wake-up call and a pivotal moment in her life. This incident highlighted the disconnect between her internal struggles and the successful facade she presented to the world.
Kerry describes herself as a high-functioning addict, a term not uncommon among high achievers. Despite her worsening condition, she managed to maintain her work routine until the overdose incapacitated her for several days. This forced hiatus made her realize the fragility of her success and marked the beginning of her journey towards recovery.
The Role of Self-Realization in Recovery
Kerry's inability to go to work post-overdose was a turning point. She realized that her pursuit of success was built on a shaky foundation of substance dependence and internal turmoil. This moment of clarity was instrumental in her decision to rebuild her life. Although the path to recovery was long and challenging, it was fueled by her desire to make a meaningful impact and live up to her potential.
Understanding the complexities of addiction—including the roles of dopamine, serotonin, and brain chemistry—helped Kerry move beyond the simplistic notion that recovery was merely about willpower. This knowledge equipped her with the tools to address her addiction more effectively and set her on a different life trajectory.
The Impact on Career: From Sales to CEO
Before her turnaround, Kerry worked in sales and technology but found that these roles did not align with her true interests and skills. After her recovery began, Kerry decided to leave her job in Austin, Texas, and move back to Colorado. This move was a significant step in her journey towards redefining her career and personal life.
Years later, Kerry joined Stone Age Holdings, where she started in a non-CEO role and worked her way up through the ranks. Her engineering and business degrees, combined with her sales experience, provided a strong foundation for her eventual leadership role. As CEO, she has transformed Stone Age into a thriving employee-owned company.
Leadership and Ownership Culture at Stone Age Holdings
One of Kerry's most impactful decisions as CEO was transitioning Stone Age Holdings to an ESOP in 2015. This move not only aligned with her belief in the importance of shared success but also fostered a culture of ownership among employees. Through this structure, every employee has a stake in the company, which has proven to be a powerful motivator for collective and individual performance.
Kerry also emphasizes the importance of addressing mental health and well-being in the workplace. Her own experiences with substance abuse and recovery have made her acutely aware of the struggles many employees face. She advocates for open conversations about mental health, reduced stigma, and comprehensive support systems within the company. By showing empathy and providing resources, Kerry believes that leaders can help their employees navigate tough times and emerge stronger.
Conclusion: A Testament to Resilience and Leadership
Kerry Siggins' journey from struggling with substance abuse to becoming a transformative leader is a testament to the power of resilience and self-awareness. Her leadership at Stone Age Holdings, particularly the implementation of the ESOP, has created a thriving, inclusive work environment. By sharing her story, Kerry hopes to inspire others to overcome their own challenges and realize their potential.
The Beginning at Stone Age Holdings: Finding Purpose and Growth
Kerry's journey from her past struggles to her impactful role at Stone Age Holdings is nothing short of inspirational. Upon returning to Durango, Colorado, Kerry faced the daunting task of finding meaningful employment that could also address her financial concerns. Despite the town's limited opportunities, her determination led her to Stone Age, a small manufacturing company at that time.
The Job Application and Initial Challenges
When she applied for a general manager position at Stone Age, the company was generating around $8 million in revenue. Despite feeling underqualified, Kerry saw this as an opportunity to get her foot in the door. Her varied experience in sales and her engineering background were enough to convince the founders to take a risk on her. Little did she know, this risk would pay off in ways she couldn't have imagined.
Overcoming Initial Hurdles and Building Relationships
Even though Kerry was hired without the full knowledge of her past, she proved her worth through dedication and hard work. She built strong relationships with the company's founders and management team, shared their vision, and contributed significantly to the company's growth. This mutual trust laid the foundation for her eventual promotion to CEO at the young age of 31.
Leadership Through Crisis and Transformation
Kerry's early days as CEO coincided with the 2008 financial crisis. Navigating through this tumultuous period required focus on core competencies and leveraging the strengths of her team. Remarkably, the company not only survived but thrived, setting the stage for future expansions and innovations.
Advancements in Product Lines
Under Kerry's leadership, Stone Age underwent significant technological transformations. Initially known for manufacturing high-pressure water blasting tools, the company expanded its offerings to include semi-automated and robotic cleaning equipment. These innovations not only enhanced operational safety but also positioned Stone Age as a leader in the industrial cleaning sector.
Key Innovations
- Semi-automated Equipment: Introduced in 2013 to enhance safety by distancing operators from dangerous high-pressure cleaning surfaces.
- Robotic Systems: Current developments focus on autonomous cleaning systems, leveraging IoT and software-driven solutions to advance efficiency and data collection.
The ESOP Transition: A Culture of True Ownership
One of the most impactful changes Kerry spearheaded as CEO was the transition to an Employee Stock Ownership Plan (ESOP) in 2015. This move, reflective of her belief in shared success, was pivotal in creating an environment where every employee felt like an integral part of the company's journey.
Mechanics and Benefits of the ESOP
The ESOP structure is a qualified retirement benefit that allocates shares to employees, contributing to their financial well-being and retirement savings. It differs significantly from mere profit-sharing plans, providing a more profound sense of ownership and long-term wealth-building opportunities for employees.
How ESOP Works
- Trust Formation: The company creates a trust to purchase shares from founders or shareholders.
- Annual Share Allocation: Shares are distributed annually into employees' accounts, correlating with company growth and valuation.
- Long-term Wealth: Employees benefit from the increasing value of shares and have the option to roll over funds into an IRA upon leaving the company.
Creating a Motivating Work Environment
Beyond financial incentives, Kerry's leadership style emphasizes trust, autonomy, and meaningful engagement. This approach fosters an environment where employees feel their work has purpose and impact, ultimately contributing to the company's success. Programs like profit sharing, 401K matching, and individual performance bonuses complement the ESOP, enhancing the overall compensation package.
Core Elements of Ownership Culture
- Trust and Autonomy: Empowering employees with decision-making authority.
- Purpose and Meaning: Ensuring every role contributes to the company's overarching goals.
- Comprehensive Benefits: Offering competitive salaries, profit sharing, and robust retirement plans.
By intertwining these elements, Kerry has cultivated a workplace where employees are more than just workers; they are true owners, invested in both the company's success and their personal growth.
Moving Forward: Continuous Innovation and Employee Growth
Stone Age Holdings, under Kerry's visionary leadership, has grown exponentially. The company has diversified its product lines and expanded its market reach, all while nurturing a robust culture of ownership and innovation. This company's journey underscores the transformative power of leadership that prioritizes not only business growth but also the well-being and development of its employees.
In the next phase of Stone Age's journey, the focus remains on further technological advancements and continuing to scale the ESOP model, ensuring sustained growth and prosperity for every employee-owner.
Cultivating an Ownership Mindset
In line with the ownership culture established through the ESOP transition at Stone Age Holdings, Kerry Siggins has been a strong advocate for cultivating an ownership mindset among her employees. This mindset is crucial for fostering a sense of responsibility and dedication that goes beyond merely fulfilling job duties. By intertwining financial incentives with a deep sense of purpose and commitment to the company's mission, Stone Age has created an environment where employees are motivated to excel not just for the company's benefit, but for their personal growth as well.
Comprehensive Compensation Packages
A key component of fostering this ownership mindset is the establishment of comprehensive compensation packages that consider both immediate and long-term rewards. Stone Age offers a competitive base salary combined with current year cash bonuses and performance-based incentives. These packages are not only attractive but also strategically designed to motivate employees at various levels within the organization.
Elements of the Compensation Package
- Base Salary: Competitive and reflective of industry standards to attract top talent.
- Annual Bonuses: Tied directly to both company performance and individual accomplishments.
- Long-term Incentives: Includes stock options and retirement plans that grow over time.
The Role of Employee Ownership in Business Strategy
Employee ownership through the ESOP has proven to be a sustainable exit strategy that keeps the company in good hands while maintaining its legacy within the community. This business model not only secures the founder's vision but also aligns with broader economic goals, such as preserving manufacturing jobs within the United States. It's worth noting that such transitions require meticulous planning and expert advice to ensure a smooth and successful implementation.
Why Employee Ownership Works
- Community Focus: Retains jobs and business operations within the local community, ensuring continuity and economic stability.
- Incentivization: Employees with ownership stakes are more likely to work diligently and align with organizational goals.
- Comprehensive Benefits: Long-term wealth building through stock ownership and overall enhanced compensation packages.
Legislative Support and Growth of Employee-Owned Businesses
At the state and federal levels, legislation has been increasingly supportive of employee-owned businesses. Colorado, in particular, has been a leader in this area, passing several legislative bills to incentivize business owners to consider ESOPs and other employee ownership models as viable exit strategies. This bipartisan support is aimed at building worker wealth and stabilizing local economies, which is crucial for maintaining a strong manufacturing sector.
Legislative Incentives
- State-Level Support: Incentives and support mechanisms to facilitate the ESOP transition.
- Federal Initiatives: Policies that encourage the growth of employee-owned businesses across different sectors.
- Expert Resources: Organizations like the National Center for Employee Ownership (NCEO) offer invaluable resources and guidance for business owners considering this path.
Celebrating a Culture of Resilience and Continuous Improvement
One distinctive element of Stone Age’s culture under Kerry's leadership is the company’s approach to handling mistakes. Emphasizing resilience and continuous improvement, the company encourages its employees to view mistakes as opportunities for growth rather than setbacks. This involves both immediate problem-solving and reflective practices to leverage these experiences for future success.
Approach to Mistakes
- Positive Framing: Viewing mistakes as learning opportunities rather than failures.
- Root Cause Analysis: Quickly identifying the core issues and implementing solutions.
- Celebration of Learning: Encouraging a culture where problem-solving is celebrated, fostering innovation and agility.
Creating a Curated Company Culture
Kerry's book, The Ownership Mindset, delves into the intricacies of cultivating such a dynamic and nurturing workplace. While not an exhaustive guide on employee stock plans, it offers invaluable insights into building a strong team culture grounded in trust, autonomy, and shared purpose. One of the key themes is “Reflect Forward”—a notion of using past experiences to fuel future growth, which aligns seamlessly with the company's problem-solving ethos.
Core Elements of Curated Culture
- Trust and Autonomy: Empower employees to take ownership of their work and make decisions independently.
- Purpose and Alignment: Ensure that personal roles contribute meaningfully to the company's larger objectives.
- Reflect and Adapt: Use past challenges as stepping stones for future improvements and innovations.
In essence, the melding of an ESOP framework, a robust compensation package, and a resilient, problem-solving culture creates a unique, empowering environment at Stone Age Holdings. Employees are not just workers; they are part-owners and vital contributors to the company’s success and legacy. This holistic approach under Kerry's visionary leadership has transformed Stone Age into a thriving, innovative, and resilient entity well-poised for future growth.
Enhancing Communication Dynamics
An integral part of fostering a healthy organizational culture is enhancing communication dynamics within the team. Leaders at Stone Age Holdings recognize the significance of open, respectful, and effective communication and encourage practices that facilitate meaningful dialogue.
Communication Training
Communication training sessions are regularly conducted to hone the listening and speaking skills of employees. These sessions focus on various aspects:
- Active Listening: Encouraging employees to listen attentively, ask clarifying questions, and provide feedback that shows understanding.
- Constructive Feedback: Training employees on how to give and receive feedback positively without causing discomfort or defensive reactions.
- Non-Verbal Cues: Emphasizing the importance of body language, tone of voice, and facial expressions in communication.
Inclusive Leadership Practices
Inclusive leadership is central to the development strategy at Stone Age Holdings. Leaders are trained and encouraged to involve every team member in the decision-making process, thereby fostering a more inclusive work environment.
Key Inclusive Leadership Practices
- Empathy and Understanding: Leaders practice empathy to understand the distinct needs and perspectives of their team members.
- Transparency: Openly sharing company goals, challenges, and successes to build trust and alignment.
- Collaborative Decision-Making: Involving employees at all levels in discussions and decisions that affect their work and the company's trajectory.
Encouraging Storytelling
A unique approach adopted by Kerry Siggins to build a cohesive and motivated team is the encouragement of storytelling. Employees are invited to share their personal and professional stories that resonate with the company's values and vision.
Benefits of Storytelling
- Strengthening Connections: Facilitates deeper connections among employees by highlighting shared experiences and values.
- Building a Narrative: Each story contributes to the larger narrative of the company, reinforcing the mission and vision.
- Inspiration and Motivation: Stories of overcoming challenges or innovative solutions serve to inspire and motivate the team.
Implementing Feedback Loops
To ensure continuous improvement and adaptability, feedback loops are embedded in the company’s processes. This approach helps in fine-tuning strategies based on ground-level insights and evolving market conditions.
Components of Effective Feedback Loops
- Regular Surveys: Conducting employee and customer satisfaction surveys to gather actionable insights.
- Feedback Meetings: Scheduling routine meetings where feedback is discussed openly and constructively.
- Action Plans: Developing specific action plans based on feedback to ensure issues are addressed and improvements are implemented.
Sustaining Community Engagement
Stone Age Holdings maintains a strong connection with the local community, recognizing that its success is intertwined with community well-being. Various initiatives are undertaken to strengthen this bond.
Community Engagement Initiatives
- Local Hiring: Prioritizing the hiring of local talent to boost the local economy and reduce unemployment.
- Volunteer Programs: Encouraging employees to volunteer for local causes and providing them with paid time off to do so.
- Educational Partnerships: Collaborating with local schools and universities to promote education in manufacturing and technology, thereby nurturing future talent.
By continually refining these aspects of their organizational culture and practices, Stone Age Holdings ensures a robust, inclusive, and forward-thinking environment that underpins its success and prepares it for future challenges and opportunities.