All leaders know that communication is critical to the success of an organization. But often we fail cross the gap between senior executives and our frontline team members to really get a pulse of what's going on in an organization. This disconnect is compounded in hospitality and healthcare, where we work in direct contact with customers or care for the health and well-being of patients. As a result, it causes problems such as:

• Leaders without a clear or accurate understanding of the challenges of their frontline teams.
• Decisions being made by the C-suite that do not effectively address those challenges.
• Lack of trust between leaders and teams.
• The disconnect between culture and action.

The solution is simple. As president and CEO of AtlantiCare Health System, I've learned that stepping outside of my office, boardroom, or senior management meeting and engaging directly with team members across the organization is what matters most. I spend time in our hospitals and practice sites, without a formal agenda or itinerary, to learn about their work and challenges.

Leadership axiom: Business moves at the speed of relationships.

Here are my five leadership principles for building relationships with a lasting and positive impact.

Related: Why executives should roll up their sleeves and work 'in the trenches' of their companies

1. Always be present

When I first started walking the hospital floors after my appointment, an elderly nurse remained elusive, regardless of the hour. It was obvious she was avoiding me.

When I went left to talk to her, she went right. When I went right, she went left. So I just kept coming back during her tours. Eleven at night on a Saturday or 2 in the morning on a weekday – it didn't matter. She is a well-liked and well-respected nurse and I knew her knowledge would provide tremendous value. Then, finally, one night, she went and shook my hand. She said, “Okay, I appreciate you being here. Especially during the night shift. Let's talk.”

Leadership axiom: Presence is the foundation of influence.

It may take time and persistence create connectionsbut the commitment is worth it. So put in the effort, pass level encounters and walk across the floor. What you hear will open your eyes.

2. Fostering trust and leading with emotional intelligence

My goal in connecting with the senior nurse was to make a positive difference and ease the pain points the team was experiencing, but I needed ITS help to understand those possibilities. Building trust through a transparent leadership style enables mutual understanding of the realities the team faces and, in turn, what the leadership is trying to achieve.

Leadership axiom: Transparency builds trust and trust forms great relationships.

Relying on outside consultants to tell leaders what team members are thinking counterintuitive for building relationships. I pride myself on being open to what drives the decision-making process and engaging people to co-create solutions. However, trust can still be broken if transparency reveals problems that cannot be resolved, which is why the next point is so important.

Related: I invited my employees to 'Ask Me Anything'. Here's what I learned.

3. Reduction of the administrative burden for the empowerment of teams

In healthcare, the human connection is mission critical. However, team members' responsibilities also include following procedures and managing documents, which can be challenging at times – and many other industries have similar challenges.

Leadership Axiom: A leader's responsibility includes discharging unnecessary tasks.

Leaders must remove barriers that prevent team members from focusing on their core roles. So consider implementing these operational efficiencies:

• Investing in technology to simplify daily tasks and activities.
• Eliminating box-ticking tasks like generating reports that are completed simply because “that's the way it's always been done.”
• Removal of training modules unrelated to team member roles.
• Eliminating the culture of inclusiveness meeting; include only those who must be present. If information can be shared by email, a meeting is not necessary.

4. Building forums for stakeholder feedback

At AtlantiCare, active listening is the key to our success. Together with my leadership team, we look for opportunities to bring team members together, building forums and tips for them to share feedback and engage in honest dialogue.

Leadership axiom: The only capital a leader has is the willingness of their team members to contribute.

So encourage your leadership team to hold breakout level meetings to gain broader insights and strengthen organizational bonds. But for these forums to be successful, we need to:

• Make sure team members have a vested interest in the process when implementing new programs or policies.
• Encourage team members to suggest what they would do differently or how they would improve things.
• Include front-line knowledge in decision-making.

5. Creating a culture of problem solving by always asking 'why'

Active listening is a cornerstone of developing a culture of problem solving and continuous improvement. We need to challenge legacy thinking and processes by asking “why”—and then asking “why” again to empower acute curiosity.

Leadership axiom: Solutions often lie within the team, not on it.

My job isn't just to listen to the challenges my team faces—it's about it empower them with the resources and support they need to solve these problems. So I suggest:

• Model the qualities and behaviors you expect from your team in achieving their goals.
• Providing unwavering support and resources to team members seeking knowledge and information.
• Encouraging team members to plan the change as if they were its architects.
• Creating a leadership of future leaders who make problem solving part of their mindset.

When leaders really listenthey understand the emotions, concerns and ideas behind the words. This deep level of engagement makes team members feel valued and heard, which boosts morale and productivity.

Related: Engage and inspire your team by talking to them outside of formal settings

An ongoing conversation

The moment the old nurse acknowledged my presence, I felt like I had made a connection. And it is only because of this connection that we can now be transparent and honest with each other, even if it means pointing out the issues and challenges directly, to drive the necessary changes. If business moves at the speed of relationships, the first step is to be present. But you have to be consistent and lead by example. This will be the foundation of how to successfully bridge the divide between the C-suite and the front line.