Assembling Your Dream Team: Joshua Zeises Of Paramount Wellness Retreat On How CEOs & Business Leaders Can Build & Lead High-Performing Executive Teams

Building and leading a high-performing executive team is crucial for any CEO or business leader striving to create a thriving organization. But what does it take to attract top talent, foster collaboration, and ensure long-term success? In this series, we will explore how CEOs and business leaders strategically assemble and lead dream teams that drive innovation, growth, and excellence. As a part of this series, we had the pleasure of interviewing Joshua Zeises.

Joshua Zeises is the CEO and Chief Marketing Officer of Paramount Wellness Retreat, a dedicated behavioral health executive with over 12 years of experience. He has played a crucial role in helping individuals achieve recovery through comprehensive mental and behavioral health inpatient programs. His hands-on approach and innovative strategies have made Paramount Wellness Retreat a beacon of hope for those struggling with mental health and substance abuse issues.

Joshua’s background in marketing, research, and team-building has allowed him to successfully navigate the substance abuse treatment industry. His expertise has enabled him to create effective leadership teams and enhance the operational efficiency of treatment programs. His passion for behavioral health has significantly impacted countless individuals seeking recovery.

Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?

I entered the behavioral health field because I knew firsthand what someone who was in need of substance use and/or mental health services was going through. Seeing the difference that well-earned treatment and support makes in people and families encouraged me to build a career helping others recover.

I have been in the behavioral health field for over 12 years, specializing in developing and managing inpatient and outpatient programs to fit the specific needs of the recovery population. The result is my hands-on, innovative approach to client-centered care, evidence-based practices, and building a community to support the mission as the CEO and Chief Marketing Officer of Paramount Wellness Retreat.

My primary effort has consistently been establishing settings where people feel capable of taking charge of their lives and where they are supported through their process of recovery. It fuels me to know that recovery is possible and every person has a right to the right care and right resources to heal. What is so rewarding about my work and why I am so passionate about truly making a difference in this field, is getting to see clients rebuild their lives and find hope again.

None of us can achieve success without some help along the way. Is there a particular person that you are grateful for, who helped get you to where you are? Can you share a story?

I am especially grateful for one person, an early mentor who also had an outsized impact on my career and style of leadership. This person was my first manager in the field of behavioral health, and their approach to leadership and client care informed how I perceive my role in doing this work.

Early on in my career I was assigned to manage a tough client engagement. I was fortunate enough to have a mentor who saw me grappling with this and decided to help me figure it out. He didn’t simply tell me what to do, he asked probing questions that forced me to refine my goals and consideration of them. More importantly, he modeled empathy and patience, doting on the fact that success comes with deep understanding not just of the individual but of the larger ecosystem supporting them.

One day, he invited me to attend a team meeting he was leading. Seeing how he worked the room, with quiet confidence and humility, and empowered every person in the group, was enlightening. It taught me that leadership was not about being at the top, issuing commands to others, but about making a room in which people felt valued, heard and inspired to participate. That experience was a model for the way I wanted to lead.

Not only did his guidance help me grow professionally, but it also reinforced the power of mentorship. That’s why I prioritize supporting and developing others in their journeys, just as he did for me. I think often about his advice and his example, and I’m so thankful for the foundation he laid early in my professional life.

You are a successful leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

Dedication, humility and innovation were three character traits that have most contributed to my own success. I draw upon these qualities to address challenges, engage with others purposefully, and strive to improve professionally.

Dedication

Everything I do has been built out of dedication. I have always had a tremendous passion for providing for others, to find meaningful and sustainable recovery. One such situation that remains with me was when we worked on one of our most complex and intense cases where our client faced numerous obstacles to recovery such as mental health and lack of support systems. Working collaboratively with my team, though difficult, we designed a personalized and holistic plan to cover every aspect of their care. Seeing that client flourish and rebuild their life after a long journey reminded me that it’s so crucial to dig in and remain fully present when taking a challenging road.

Humility

In my leadership journey, humility has been crucial in understanding the importance of learning from others and accepting when changes are required. When I was early in my career I saw that listening to my team’s perspectives always helped me make better decisions than just following my instincts only. I used to overlook critical details at the beginning, for example while developing a new program we would overlook such details that would affect implementation. Inviting feedback from staff and authentically valuing their input allowed for a more robust program that would ultimately be successful and serve clients more effectively.

Innovation

Innovation has empowered me to shape innovative solutions, shaping the industry and making an impact. When I identified a gap in how we supported professionals in high-stress careers, I partnered with the team to develop a specialized track that addressed their individual needs. That included flexible scheduling and career coaching, and resources designed, in part, to fit in with their lifestyle. It wasn’t just a response to a pressing need, the program would also be a signature offering that would help draw clients and enhance the organization’s reputation.

Ok, fantastic. Let’s now turn to the crux of our interview. What are the top three qualities or traits you look for when hiring for your executive team?

My hiring criteria for my executive team align with visionary leadership, excellent communication skills, and intrinsic motivation toward the mission. These qualities help ensure that the team is aligned with the organization’s priorities, communicates those effectively, and retains a deep commitment to the people we serve.

Visionary Leadership

I seek people that think strategically and can motivate others to be on board with a shared vision of the future. Visionary leaders can spot room for growth and drive their people toward creative solutions. For instance, a previous executive I brought on displayed their visionary thinking when they proposed aggressively expanding our services into underserved areas. This initiative, which benefitted countless clients, was implemented under their guidance because their vision of the “big picture” helped inspire others toward that vision as well.

Strong Communication Skills

Communication is the responsibility of a leader and is a powerful tool at your disposal as an executive. It is important to me that I hire people who can articulate ideas clearly and promote open dialogue from top to bottom. During the hiring process, one executive really impressed me by showing they could take a big idea and break it into pieces that would be easy for their team to understand, and ensure other departments were aligned. As a result, this progress in their communication skills greatly improved collaboration and efficiency.

Passion for the Mission

Commits and inspires others to give their best. I look for leaders who share a belief in the organization’s mission and strive to further it. I brought on an executive whose personal journey resonated deeply with our work in behavioral health, which fueled her passion and resulted in inspirational leadership. They not only approached their role with energy and focus, but encouraged the team to keep on and consistent amid difficult times by instilling a sense of purpose organization wide.

How do you foster collaboration among executives with different strengths and leadership styles?

Fostering collaboration among executives with different strengths and leadership styles requires creating a culture of mutual respect, alignment around shared goals, and processes that encourage productive teamwork. Here’s how I approach it:

1. Build a Foundation of Respect and Trust

I start by fostering an environment where respect is the cornerstone of every interaction. It’s essential that executives understand and appreciate each other’s unique strengths and contributions. I actively create opportunities for team members to learn about one another’s leadership styles and areas of expertise, encouraging them to see differences as assets rather than obstacles.

Example:

During an executive retreat, I facilitated a session where each leader shared their leadership philosophy and professional background. This exercise not only built rapport but also allowed the team to identify complementary strengths, laying the groundwork for mutual respect.

2. Create Alignment Around Shared Goals

Collaboration becomes much easier when everyone is aligned around the organization’s overarching goals. I ensure that every leader understands how their role fits into the bigger picture and how their strengths contribute to achieving those goals. Clear priorities prevent competing agendas and help the team work together cohesively.

Example:

When we were expanding into new markets, I led a strategic alignment session where we identified common objectives and clarified individual responsibilities. This process minimized overlap and ensured that every leader was working toward the same outcomes.

3. Encourage Cross-Functional Collaboration

I create structures and opportunities that encourage leaders to collaborate across departments or areas of expertise. This allows them to develop a deeper understanding of how their decisions impact other parts of the organization and fosters a sense of shared accountability.

Example:

I established cross-functional task forces for major initiatives, pairing executives with complementary skill sets. For instance, pairing a financially focused leader with a marketing-oriented one ensured that strategic decisions balanced creativity with financial viability.

4. Emphasize Communication and Conflict Resolution

Differences in leadership styles can lead to misunderstandings, so I stress the importance of clear, open communication. I also proactively address any conflicts, ensuring they are resolved constructively. By providing tools for effective dialogue, I help leaders navigate disagreements while maintaining a strong working relationship.

Example:

When two executives disagreed on resource allocation, I facilitated a meeting where they could express their perspectives, backed by data and reasoning. This structured discussion helped them find a balanced solution and demonstrated the value of respectful debate.

5. Recognize Team Successes

I make it a point to recognize collaborative efforts and highlight the value of teamwork. Publicly celebrating joint achievements reinforces the importance of collaboration and motivates leaders to continue working together effectively.

Example:

After a major operational overhaul was successfully executed through a collaborative effort, I publicly acknowledged the contributions of each executive and shared the broader impact of their teamwork with the organization. This celebration strengthened their relationships and reinforced the value of their collaboration.

By building trust, aligning around shared goals, and creating opportunities for meaningful collaboration, I ensure that executives with different leadership styles work together seamlessly. These strategies not only enhance teamwork but also create a culture where diversity of thought is celebrated, driving innovation and organizational success.

What’s your approach when executives challenge your decisions or bring differing points of view? How do you create space for healthy disagreement?

When executives challenge my decisions or bring differing points of view, I see it as an opportunity to improve the decision-making process and foster a culture of inclusion and innovation. Healthy disagreement is essential for leadership, as it ensures that diverse perspectives are considered and often leads to better outcomes. My approach centers on creating an environment of openness, respect, and structured dialogue to make disagreements productive and aligned with our shared goals.

From the outset, I emphasize that differing opinions are not just welcomed but encouraged. By fostering open dialogue, I create an environment where executives feel safe expressing their viewpoints without fear of reprisal. This openness builds trust and shows that I value diverse perspectives, even when they challenge my own. During discussions, I make it a point to focus on the ideas being debated rather than the individuals presenting them, keeping the conversation objective and reducing the likelihood of personal conflict. The goal is always to arrive at the best solution, not to defend a specific position.

To ensure discussions remain grounded, I encourage the use of data and evidence to support differing points of view. This shifts the focus from subjective opinions to actionable insights, making it easier to evaluate competing perspectives objectively. When disagreements arise, I facilitate constructive discussions by maintaining respect and redirecting the conversation toward solutions if emotions run high. My role is to create a space where everyone feels heard while keeping the team aligned with our broader objectives.

At times, when consensus cannot be reached, I balance collaboration with decisiveness. I listen carefully to all sides and make the final decision when necessary, ensuring I communicate my reasoning transparently. Even if not everyone agrees, explaining the thought process behind the decision helps build trust and maintain alignment moving forward.

This approach ensures that disagreements remain healthy and constructive, strengthening both the decision-making process and the relationships among the leadership team. It creates a culture where diverse ideas are valued, solutions are thoroughly considered, and trust is continuously reinforced. By encouraging open dialogue and fostering collaboration, I ensure that challenges lead to stronger outcomes and a more united team.

How do you encourage innovation and risk-taking among your leadership team?

Encouraging innovation and risk-taking among my leadership team starts with fostering a culture of trust, openness, and continuous learning. I believe that for leaders to feel empowered to take risks and explore innovative ideas, they need an environment where failure is seen as a learning opportunity rather than a setback. This mindset sets the tone for creativity, experimentation, and bold decision-making.

I begin by creating a safe space for idea generation, where leaders are encouraged to challenge the status quo and propose solutions without fear of judgment. Regular brainstorming sessions and strategy meetings provide platforms for sharing out-of-the-box ideas, where all input is valued regardless of its feasibility at first glance. I emphasize that the purpose of these sessions is to spark creativity, and even if an idea doesn’t work immediately, it could inspire another solution later on.

To build confidence in taking calculated risks, I encourage leaders to pilot their ideas on a smaller scale before full implementation. This approach reduces the stakes while providing valuable insights into what works and what doesn’t. When risks lead to failure, I focus on extracting lessons learned rather than assigning blame. For example, after a new marketing strategy didn’t yield the desired results, I brought the team together to analyze the data, understand what went wrong, and identify how to refine our approach moving forward. This practice of reflection ensures that every attempt contributes to growth and improvement.

I also lead by example, sharing my own experiences with risks I’ve taken, both successful and unsuccessful. By being transparent about my journey, I demonstrate that innovation inherently involves uncertainty and that mistakes are part of the process. This openness helps normalize risk-taking and reinforces the idea that leaders at all levels are encouraged to take bold steps in pursuit of progress.

To incentivize innovation, I celebrate and recognize efforts that push boundaries, even if the outcomes aren’t perfect. Acknowledging creativity and initiative motivates leaders to continue exploring new ideas and inspires others to do the same. Additionally, I ensure that resources, whether time, tools, or support, are available to facilitate experimentation. Providing these resources signals to the team that innovation is a priority, not just a buzzword.

Ultimately, innovation and risk-taking thrive in a culture where trust, collaboration, and a willingness to learn are deeply embedded. By encouraging bold ideas, supporting calculated risks, and viewing failure as a stepping stone to success, I help my leadership team develop the confidence and resilience needed to drive meaningful and transformative change.

What processes or systems do you have in place to ensure continuous learning for your executives?

To ensure continuous learning for my executives, I have implemented a combination of structured programs, collaborative opportunities, and a culture of personal and professional growth. Leadership development isn’t a one-time event but an ongoing process, and I prioritize systems that encourage both individual improvement and collective advancement.

One key system is the integration of executive coaching and mentorship programs. Each executive has access to personalized coaching that focuses on their unique strengths, challenges, and leadership goals. This one-on-one guidance provides tailored support, helping leaders refine their skills and navigate complex situations with confidence. Mentorship opportunities within the organization also encourage knowledge-sharing, as experienced executives guide newer leaders, fostering both growth and camaraderie.

I also emphasize peer learning through executive roundtables and collaborative workshops. These sessions provide a space for leaders to share experiences, discuss challenges, and exchange strategies. By learning from each other’s successes and setbacks, executives gain new perspectives and practical insights. For example, during quarterly strategy reviews, we dedicate time to case studies of recent initiatives, analyzing what worked and what didn’t, and applying those lessons to future efforts.

Access to continuous education and industry resources is another cornerstone of our system. I encourage executives to attend conferences, seminars, and training sessions relevant to their roles. This exposure keeps them updated on industry trends, best practices, and emerging technologies. Additionally, I provide access to online learning platforms, curated reading materials, and internal knowledge libraries to ensure they have the tools to expand their expertise at their own pace.

To reinforce a culture of learning, I’ve integrated learning goals into our performance evaluations and leadership development plans. Executives set specific objectives related to skill-building, such as improving decision-making under pressure or mastering new technologies, and their progress is reviewed regularly. This accountability ensures that learning remains a priority.

Finally, I encourage a feedback-rich environment, where executives are both givers and receivers of constructive feedback. Regular 360-degree feedback sessions allow leaders to gain insights into their performance from peers, subordinates, and supervisors, helping them identify areas for improvement and growth. This culture of openness creates a loop of continuous learning and self-reflection.

By combining personalized coaching, peer learning, access to resources, and a culture of accountability and feedback, I ensure that my executives are not only equipped to excel in their current roles but are also prepared to adapt to new challenges and opportunities. Continuous learning is embedded in the fabric of our leadership approach, driving both individual and organizational success.

How important is diversity within your executive team, and how do you ensure a variety of perspectives?

Diversity within my executive team is not just important, it’s essential. A diverse team brings together a wealth of perspectives, experiences, and ideas, which fosters innovation, strengthens decision-making, and ensures that we are better equipped to serve a wide range of clients and stakeholders. Diversity isn’t just about demographics; it also includes diversity of thought, background, and professional experience, which collectively enhance our ability to solve complex challenges and seize opportunities.

To ensure a variety of perspectives within my executive team, I prioritize inclusive hiring practices. During recruitment, I focus on seeking candidates with not only the necessary skills but also unique perspectives and experiences that complement the existing team. This involves broadening the candidate pool by actively reaching out to underrepresented groups, engaging with diverse professional networks, and ensuring that the interview process itself is free from bias.

Beyond hiring, I work to cultivate a culture of inclusion and belonging within the team. Diversity alone isn’t enough, creating an environment where every voice is heard and valued is crucial. I encourage open dialogue and create spaces where differing opinions can be shared respectfully. For example, in strategy meetings, I ensure that all executives have the opportunity to contribute, and I actively seek input from those who may have a different perspective from the majority.

Another way I ensure diversity of thought is by prioritizing cross-functional collaboration. By bringing together leaders from different departments with varied expertise, we’re able to approach problems from multiple angles. This collaborative dynamic often leads to more creative and well-rounded solutions. For instance, pairing marketing leaders with operational executives in planning sessions often sparks ideas that wouldn’t emerge in siloed discussions.

I also integrate ongoing education and training on unconscious bias and inclusive leadership into our development programs. This helps leaders recognize and challenge their own assumptions, fostering a culture that values diversity at all levels of the organization.

I hold myself and the team accountable for fostering diversity by regularly reviewing our progress. Whether it’s examining the demographics of leadership or soliciting feedback on the inclusivity of our decision-making processes, we continuously evaluate and refine our efforts to ensure we’re living up to our commitment.

Diversity within the executive team isn’t just about representation, it’s about harnessing the power of different perspectives to drive better outcomes. By prioritizing inclusivity at every stage, we create a leadership team that is not only reflective of the communities we serve but also stronger and more innovative as a result.

What are “5 Things You Need To Build and Lead High-Performing Executive Teams”?

1. Foster a Shared Vision

A high-performing team needs a clear and compelling vision to align their efforts. The vision acts as the guiding star that unifies decisions and actions across diverse leadership roles.

Example:

When I first joined Paramount Wellness Retreat, I worked with the executive team to redefine our vision of providing holistic recovery solutions. By focusing on long-term client outcomes, we aligned all departments under one cohesive strategy. This shared vision motivated the team and enabled us to launch impactful programs that directly addressed client needs.

2. Prioritize Emotional Intelligence

Emotional intelligence is essential for leaders to navigate interpersonal dynamics, build trust, and foster collaboration. High-performing teams excel when their members can communicate effectively and empathize with one another.

Example:

During a critical project, tensions arose between two executives with differing approaches. Instead of letting conflict fester, I facilitated a discussion where each leader could share their perspectives and concerns openly. By fostering empathy and understanding, we turned the disagreement into a productive brainstorming session, which ultimately strengthened the project and the relationship between the two leaders.

3. Empower with Clear Roles and Autonomy

High-performing teams thrive when members know their specific responsibilities and are given the autonomy to lead within their domain. Clarity of roles minimizes overlap and fosters confidence.

Example:

While restructuring operations, I assigned one executive to streamline internal processes and another to focus on external partnerships. By trusting them to lead independently, both executives delivered exceptional results, and the restructuring exceeded our expectations. Clear boundaries allowed them to work efficiently without stepping on each other’s toes.

4. Encourage Constructive Disagreement

Diverse viewpoints lead to better decisions, but only if disagreements are handled constructively. Creating an environment where it’s safe to challenge ideas fosters innovation and prevents groupthink.

Example:

When deciding on a major investment, one executive advocated for scaling a proven program, while another pushed for a riskier, innovative approach. I encouraged a healthy debate where both ideas were analyzed thoroughly. This process allowed us to merge the best aspects of both approaches, balancing innovation with stability.

5. Celebrate Collective Wins

Recognizing the team’s achievements fosters camaraderie and reinforces the value of collaboration. Celebrations also help sustain motivation and a positive team culture.

Example:

After successfully launching a new service that involved every department, I organized a recognition event to celebrate the entire leadership team. Each executive shared their contributions, fostering a deeper appreciation for everyone’s efforts. This practice strengthened relationships and inspired even greater collaboration in future initiatives.

Can you share a challenging moment when your executive team faced adversity? How did you overcome it together?

One of the most challenging moments my executive team faced was during the early days of the COVID-19 pandemic. Like many organizations, we were confronted with a sudden and unprecedented disruption to our operations. Paramount Wellness Retreat relied heavily on in-person programs to provide the level of care our clients needed, and the pandemic forced us to quickly rethink how to deliver these services while prioritizing safety for both clients and staff. The stakes were high, as any delays or missteps could have had serious consequences for the people relying on us.

Initially, the uncertainty created tension among the team, as we debated how best to pivot. Some executives believed we should temporarily suspend operations to regroup, while others pushed for immediate adaptation to virtual platforms. It was clear that we needed a unified strategy, but emotions were running high due to the gravity of the situation.

To overcome this adversity, I brought the team together for an open and structured discussion. I emphasized the importance of focusing on our shared mission: ensuring uninterrupted support for our clients. Each executive was given the opportunity to present their perspective, supported by data or insights from their area of expertise. By actively listening and fostering a solution-oriented mindset, we were able to blend the best elements of everyone’s ideas.

We decided to implement a hybrid model that combined telehealth services with carefully modified in-person care for critical cases. This approach required rapid coordination, from training staff on virtual tools to reconfiguring our facilities for social distancing. Every executive took ownership of a specific aspect of the plan, from technology adoption to communication with clients and regulatory compliance.

What made this experience remarkable was the resilience and collaboration the team displayed. Despite the initial disagreements, we united around our mission and worked tirelessly to adapt. The hybrid model not only sustained our operations but also expanded our reach, as virtual services allowed us to connect with clients in remote areas.

This moment taught us that adversity can strengthen a team when approached with transparency, trust, and a shared commitment to the greater good. It reinforced the importance of collaboration and adaptability, lessons that continue to guide us in navigating challenges today.

How do you celebrate successes and milestones with your executive team to sustain morale and camaraderie?

Celebrating successes and milestones with my executive team is about creating meaningful moments that recognize hard work, reinforce collaboration, and inspire continued commitment. For significant achievements, I ensure celebrations are reflective of the accomplishment. For example, after we hit an ambitious organizational goal, I hosted a private dinner where we shared stories about the journey, acknowledged individual contributions, and reflected on how far we’d come together. Personal recognition during these events helps each executive feel valued while emphasizing the collective effort.

For ongoing milestones or smaller victories, I incorporate recognition into our regular routines. During weekly meetings, I take time to spotlight team members who’ve gone above and beyond or contributed in unique ways. One time, after a leader implemented an innovative solution that streamlined operations, I made sure to publicly recognize their impact and invited them to share their approach with the team, inspiring others to think creatively.

Peer recognition is another cornerstone of our celebrations. I encourage executives to acknowledge each other’s contributions, which fosters mutual respect and strengthens team bonds. For example, during a quarterly review, an executive credited their colleague’s insight for resolving a major challenge. This simple gesture of appreciation sparked a broader conversation about the team’s collaborative efforts, enhancing camaraderie.

I also make it a point to tie celebrations to the organization’s broader vision. When we achieve a milestone, such as reaching more clients or improving outcomes, we take time to discuss what success means for our mission and explore how we can build on it. This forward-looking approach ensures that celebrations not only honor the moment but also reignite our passion for what’s ahead.

By making recognition both personal and collective, and by celebrating with an eye toward the future, I create an environment where success is shared, valued, and motivating for everyone involved.

How can our readers further follow your work?

Readers can follow my work online on my LinkedIn profile or through our company website, which offers detailed information about our programs, services, and initiatives in mental health and recovery. Additionally, I contribute articles to blogs and publications that reflect on my experiences and provide actionable advice.

Thank you so much for sharing these important insights. We wish you continued success and good health!

Thank you so much for the kind words and the opportunity to share my insights. It’s been a pleasure discussing these topics, and I hope they resonate with your readers. I truly appreciate the support and well wishes, and I look forward to continuing this important work. Wishing you and your audience all the best as well!

About The Interviewer: Dr. Bharat Sangani is a cardiologist and entrepreneur with over 35 years of experience, practicing in Gulfport, Mississippi, and Dallas, Texas. Board-certified in Internal Medicine and Cardiology, he specializes in diagnosing, treating, and preventing cardiovascular diseases, including heart disease and hypertension. In 1999, Dr. Sangani founded Encore Enterprises, a national real estate investment firm. Under his leadership, the company has executed transactions exceeding $2 billion, with a portfolio spanning residential, retail, hotel, and office developments. Known for his emphasis on integrity and fairness, Dr. Sangani has built Encore into a major player in the commercial real estate sector. Blending his medical and business expertise, Dr. Sangani created the Life is a Business mentorship program. The initiative offers guidance on achieving balance in health, wealth, and relationships, helping participants align personal and professional goals. Now based in Dallas, Texas, Dr. Sangani continues to practice cardiology while leading Encore Enterprises and mentoring others. His career reflects a unique blend of medical expertise, entrepreneurial spirit, and dedication to helping others thrive.