By Andrew Fayad, CEO of eLearning Mind.

When my company hires a new employee, we expect nothing less than a "ride or die" commitment. Yes, even in the millennial age of two-year job cycles.

That's because we're very intentional about creating a contemporary company culture that works for our team. What we call the RIDE philosophy was born from my frustration with traditional corporate America. It's an acronym we developed to represent our guiding leadership principles: relationships, instill meaning, development, and execution.

Before this model, I experienced a lack of independence, flexibility, accountability and mentorship. I felt constrained by the bigger vision I had that wasn't able to be expressed through current corporate culture. This fueled me to create a place to work where management empowered employees, instead of constraining their potential.

Since these philosophies and experiences did not resonate with me, when I acquired my creative agency ELM, I collaborated with my partners on the research side to scour the best of what we were seeing in the leadership philosophy space to create RIDE. Here's how we apply the RIDE principles to a modern, multi-generational workforce:


Companies are comprised of people, and people don't work together without strong relationships. That's why we focus a lot of our efforts as a company on building relationships between staff, clients, peers and leaders.

Our top priority is creating a respectful environment that's built on team bonding, low turnover and increasing repeat business. That's why we take great care in our hiring and onboarding processes to make sure employees are well-informed, receive clear feedback, and know how much they matter. We also manage daily operations through participatory strategies such as one-on-ones, brainstorms with people in all levels of the company, and critical conversation.

Instill Meaning

People are inspired to do their best work when they believe they're contributing to a bigger idea. We want every employee to feel that their work is significant in the objectives and achievements of the whole company. To ensure this, we highlight employee accomplishments in our meetings and incentivize employees with awards.


As a company that provides learning and development strategies to major corporations, we must practice what we preach. That's why we encourage employees to take their individual development seriously. We regularly gauge their interests, ask them to identify areas where they are inspired to help the company, and focus on how to cultivate leadership skills.


At the end of the day, we have to be good at what we do to stay in business. That's why we focus on the quality of our core products, excellent customer service, and meeting deadlines. We know that our employees are motivated to be their best and meet these expectations because we have strong, meaningful relationships with one another -- and because we're invested in the development of each team member as well as the whole.

When employees feel respected by their company, extraordinary things can be accomplished. If the RIDE philosophy were the norm in corporate culture, employees might just feel that intangible feeling that they are contributing in a much greater way, which then infuses purpose and passion into work.

Andrew Fayad is the CEO of eLearning Mind, a creative agency focused on designing custom multimedia and digital learning experiences.