A company’s mission can be a very powerful tool for building employee engagement and fostering a winning culture. But that can’t be accomplished simply with a mission statement posted on a wall.

“It’s not so much about creating a statement. A company mission lives and breathes, whether it’s documented or not,” says Greg Stobbe, SPHR, J.D., Chief HR Officer at Benefitdecisions, Inc. “The mission is what drives the culture, which is what drives the organization.”

Smart Business spoke with Stobbe about the importance of having a mission and the impact it can have throughout your organization.

What is a company mission?

There’s a unique answer for every organization, but the mission is the what, why, who and how of the company; it’s the reason it exists. The mission isn’t developed — it’s already there, you just need to uncover it.

The mission is the organization’s ultimate goal, if you don’t have one you can’t truly define success or failure. It’s like a ship without a navigational system, you’re not going to know your course or if you’ve reached your destination because you don’t have one.

What are the benefits of having a mission?

The benefits are directly proportionate to the effort and thought that went into designing, implementing and maintaining focus on tracking the mission. There will not be any benefits if it’s just a statement, whether oral or written, and nobody pays attention to it.

Time spent on devising, developing and articulating a mission is a savvy investment in human capital that will pay dividends in the financial success of the organization. Employees who feel invested, who understand their roles, become engaged and emotionally attached. It would be very difficult for someone to be emotionally attached to an organization unless the person knew the mission and it resonated with him or her.

With the economy improving, employees might be apt to look at a position elsewhere for more pay. But when you have employees who are emotionally invested, their first motivation is not compensation. You can do more with a smaller group of employees who are passionate about the cause than with a larger group who show up for the paycheck. A passionate, engaged workforce can accomplish great things and that all goes back to the power of a company mission and how that affects employee engagement.

How is the mission articulated?

You need to work with employees on establishing the mission. It’s not like the secret recipe of Coca-Cola that’s kept in a vault in Atlanta and only three people know it. The mission drives the culture, and you should know what it is when you walk into a company’s headquarters. Once you know the company mission, everyone should know it and live it. If you approach any employee, he or she should be able to articulate what the organization's overall mission is and how his or her contributions are aligned with it.

What are the challenges faced in the process of developing the mission?

First and foremost, the mission has to come from the top — the CEO and/or the board of directors. They need to be stewards of the process. Companies can hire a consultant to put together a mission statement, but if that’s just because the CEO wants to check a box, it’s not going to produce any benefits. Companies with winning cultures are the ones where senior managers embody the mission. Through their example, it cascades down to all levels so that everyone, from the person at the front desk to the clerk in accounting, up through the C-suite knows the mission, and it’s something people live every day.

How is the mission accomplished?

Theoretically, if a company achieved its mission, the reason for the company ‘to be’ would no longer exist. Therefore, it is important to carefully consider your mission and thoughtfully craft it. The difference between the missions of ‘to feed hungry people’ versus ‘to eliminate hunger’ is evident. The former being an event, and the latter a true mission. An engaged workforce will ‘reboot’ each and every day and strive to achieve the mission.

Greg Stobbe, SPHR, J.D., is Chief HR Officer at Benefitdecisions, Inc. Reach him at (312) 376-0456 or gstobbe@benefitdecisions.com.

Insights Employee Benefits is brought to you by Benefitdecisions, Inc.

 

Published in Chicago

Tom Dailey had been CEO at 2Checkout.com Inc. only a short time when he realized the company, no longer in start-up phase, was settling down and becoming larger ? and it needed to join the big leagues where formal accounting and strategic planning were mandatory.

“The company’s performance was flattening out, quite frankly,” he says. “We were having some challenges with revenues and expense management.

“Sometimes that is an awkward period in companies’ developments because they are moving from an environment where decisions were made quickly and things weren’t very well-documented. You could sort of do things on the fly and go forth into an environment that is more formalized because you are getting bigger and more money is passing through your hands. At times, that’s a little bit of a challenge for various companies, and that’s definitely where we were.”

Previously, Dailey was in charge of a large organization of more than 2,000 people with a large call center ? and knew the challenges involved in changing a company’s processes.

Working through the challenges took a vision, and more importantly, connecting with employees so they know that they play a part in making the vision a reality.

Adding to the situation was that 2 checkout.com employees just didn’t feel like management was communicating enough with them.

“Today, it’s not enough to articulate the vision and ask people to follow,” Dailey says. “People have to understand why a company is going in a certain direction and more importantly, people want to understand what role they play in the big picture of achieving a vision. It’s not just enough to say, ‘March this way.’ You have to say, ‘March this way; here’s why we’re going this way, and here’s the key role you play.’

“So one of the things that I think is you cannot over communicate to people; it’s literally impossible to over communicate,” he says.

So Dailey reached into his CEO bag and pulled out some tools that helped the company achieve 20 percent growth per year to reach $325 million in revenue.

Here’s how he led the Internet payment processing company to become a stronger company in a tough economic environment using a clear mission statement, effective communication techniques and by encouraging the workforce to take on the mission.

Clarify your mission first

In order to lead people, you have to communicate constantly. Many business executives are proponents of the principle that the best way to motivate employees is to communicate with them, and Dailey was one of them. The first step he took was to work on the message to communicate.

“Nearly three years ago when I joined the company, we had this very verbose, long paragraph of a mission statement that had been developed by committee. It included every buzzword that you could imagine and was posted on every conference room wall,”

Dailey says. “If I walked around the building and asked anybody without looking at a sign to tell me what the mission statement is, very few individuals in the company would have been able to answer correctly. Even if they could have, it wasn’t really meaningful. It was just the buzzword mission statement.”

In other words, it was full of clichés like “think out of the box,” “maximize employee engagement” and “to drive value-added processes in a profit-maximizing system.”

Dailey would have no part of it, and wanted to reduce the mission statement into a single line.

To do so involves taking the simplest definition of your company’s purpose and formulating it so that it can be remembered and applied. It may take some time, and in Dailey’s case, his team worked on it close to a year.

“We wanted to make sure we got it right. We kept coming up with different iterations of it,” he says. “Finally, we had a moment of clarity that said, ‘Let’s get rid of all these. Let’s get rid of every word in the mission statement that isn’t core to what we do.’

“That’s when we ended up going from a mission statement that was some nebulous paragraph down to a mission statement that was one sentence.”

Getting to the point where clarity is achieved often crystallizes everyone around the mission.

“We are an Internet payment processing company, so our new mission statement says, ‘We help sellers sell more.’ And that’s it,” Dailey says. “That’s our whole mission statement. Just the mere fact of us clarifying that, and articulating it to everyone, I can tell you that everybody in this company can recite our mission statement now.”

The clarity of such a simple statement makes it easy to remember and easy to apply against any improvement, revision or project to see if it is in line with the mission statement.

“When we did our recent budgeting and planning process, the mission statement was our litmus test for everything we did ? every expense, every project, every strategy,” Dailey says. “We threw them up against that mission statement and asked, ‘Does that help us get closer to helping sellers sell more?’”

Little by little, the test separated the items that would support the mission statement from those that didn’t ? a method that was another of Dailey’s principles.

“I don’t think progress is always achieving big things; a lot of small wins along the way can move you forward as well,” he says.

Use multiple delivery methods

When you get in a room together with your employees and everybody understands the vision and has a stake in the game, you get much more passionate discussion among people about what you are trying to do, because they suddenly want to do things in the most efficient way.

To obtain that understanding requires communicating effectively ? and that may mean using several delivery methods.

“One of the things I’ve learned over time is that not everybody responds to communication in the same way,” Dailey says. “Not everybody learns the same way, and not everybody processes data the same way. Some people you can send them an e-mail and they will go off, read that on their own, digest the data and that will be meaningful for them. Other people need to see it graphically. Still other people are going to respond much better to a meeting or an individual conversation.”

To reach the largest number of employees, you should employ a number of media. You may want to institute all-employee meetings, e-mail communication and an internal newsletter that pops up every morning when an employee logs on to his or her computer that includes snippets of what’s going on during the day. You can’t just use one channel, because one channel is not going to be meaningful to every individual.

“That was a tricky lesson for me because we tend to think that what works for me is going to work for others,” Dailey says. “I’ve learned over the years that it’s not true. There are a lot of different ways of thinking and processing data. You’ve got to understand that if you are going to try to get through to everybody, you’re going to have to employ a number of different methods.”

The next steps involve the attempts to carry out the vision and monitor the progress.

One of the ways you’ll know if you have been successful with your message is when everyone in the company can articulate the vision.

“You can do some fun things where you walk around the building, and just ask somebody randomly, ‘Hey, what’s the mission statement?’ If they answer correctly, you can give them a gift card or something like that,” Dailey says. “When people understand the vision, when they are engaged in it, then you know you’ve really gotten through to them.”

Be aware, however, that there’s a difference between inspiring people to achieve the vision and intimidating them to do so.

“You can lead by intimidation or you can lead by inspiration,” he says. “I find that over the long run, inspiration is far more effective than intimidation.

That gets back to the whole buy-in for the vision.

“I think you have to empower your employees to achieve the vision,” Dailey says. “So many companies are scared to empower the employees who actually deliver on the promise to the customers, because they are afraid the employee could do something wrong.

“You may embrace that ? part of empowering people to satisfy customers is that occasionally somebody will do something that might be different from what you would otherwise have thought it would be. But along the way, you are going to have satisfied more customers than you might have otherwise done.”

Keep the momentum going

If you want to satisfy customers and stay true to your mission statement, you have to keep your communication avenues to employees capable of growth and revision. Once you have spent a lot of time and effort to clarify your mission statement and your employees begin to embrace it, you need to exert the same effort to make sure it thrives in your company. That means introducing new avenues to reach new levels of engagement.

“The people who are closest to the processes are typically the ones who are best equipped to tell us better ways of doing things,” Dailey says. “So make it a safe environment for people to understand that you welcome input and that you don’t necessarily consider yourself to have all the answers. Create venues, whether they are the round-table type of thing or a suggestion program.

“That’s all just part of empowering people to help make improvements in the company. It will make your job easier because, you know what? You don’t have all the answers. Welcome other people’s ideas. People come up with great ideas.”

A round-table meeting is an opportune time to solicit some off-the-wall suggestions. Ask

employees if they had a magic wand and could change one thing about the business ? anything ? what would that one thing be?

“You will be amazed at the input that you will get back,” Dailey says. “Sometimes there are really good ideas and sometimes there are only very small things. But I think people appreciate the opportunity to participate in that way.

“Once, I came in on the third shift and one of the employees said, ‘I really wish the second shift would not leave dirty dishes in the break room sink, because I feel like I have to clean them.’ That was a small thing in the grand scheme of things but it was a big matter to that person, because she felt she had to clean up the break room because of the second shift. It was a very easy thing to fix. It’s not always the big stuff that causes people to be more satisfied.

“If you can eliminate some small hassle in a person’s life, sometimes that goes a longer way than something you might perceive is a bigger deal.”

While this method is sort of an informal one for employees to make suggestions, you should also offer a formal method.

Employees can submit a written suggestion, and it could go to an innovation committee that reviews it and then decides whether or not it can be implemented. However, you have to have an established feedback loop because people don’t want to feel like their suggestion went into a black hole.

“You have to come back to them and say, ‘You know what, we looked at your suggestion and we’re going to adopt it,’ or, ‘We looked at your suggestion, and we considered it but we can’t adopt it for the following reasons …’

“So the people will at least understand it got a fair review,” Dailey says. “With respect to walking the talk, if you ask people for their input, and they give it to you and they see that nothing happens to it, you would have been better off not asking for it in the first place as they will perceive you as just giving lip service.”

You should plan to solicit suggestions from the broadest range possible of employees.

“When people know that their opinion counts, they get much more engaged in the business,” Dailey says. “Along those same lines, if you really want to understand how you can improve your processes, don’t talk to the managers. Talk to the person who does the process. More often than not, if you give them the opportunity, those people are going to have a lot of answers about how to improve your business.”

How to reach: 2Checkout.com Inc., (614) 921-2450 or www.2checkout.com

The Dailey File

Born: Chillicothe, Ohio. After college, I spent about 25 years in Chicago working there, and then I came back and took this opportunity.

Education: The Ohio State University. I studied social and behavioral sciences. I didn’t end up being a therapist. Sometimes people talk to me about, well, did that have any relevance to business? I think so; some behavioral sciences have a lot of things to do with business.

What was your first job?

My very first job was a paper route. It was interesting because back then, the carrier also had to do the collection. So I had to go to all 96 of those people every week and collect the money, then fill out the receipts for the customers, then remit the money balance and reconcile the money. You talk about empowerment ? I was a 13- or 14-year-old kid and was basically doing collections, reconciliations and remittances and so forth. That taught me a lot about responsibility. You are really running a business, and that’s probably what got me interested in business in the first place. It probably improved my social skills, my responsibility and everything else. I wouldn’t trade that experience for anything. I thought it was great.

What’s the best advice you ever received?

Don’t assume you are the smartest person in the room. Somebody I consider a great mentor of mine once told me that, and I have never forgotten it. He was my boss and mentor fairly early in my career who was constantly saying that phrase and advising me not to let my position go to my head. I’ve always tried to live by that, and it always really served me well.

Whom do you admire most in business?

Probably Jack Welch, former chairman and CEO of General Electric. Here’s a guy who has intensively focused on goals and mission and has a fantastic track record of achieving them. I’m a little bit of a Jack Welch disciple.What is your definition of business success?

What's your definition of business success?

If we leave the company each day in a little better shape than it was when we got there that morning, to me that’s success.

Published in Columbus

Even if Grant Cornwell had come to the College of Wooster unaware of the school’s deep commitment to tradition, it wouldn’t have taken him long to figure it out. As just the 11th president in nearly a century and a half, Cornwell recognized how the school’s traditional roots and mission had helped the college build a strong reputation in higher education. Yet after assuming his new office in 2007, he was also aware that it was time to bring some of those traditions into the next century.

“These are very traditional, tradition-bound places, and that pretty much creates a kind of stability that protects the integrity of the mission through time,” says Cornwell. “For the most part, that’s a very good thing. At the same time, what that means is when there is a leadership transition, it’s a time when nearly everything needs to be rethought. I think my greatest challenge has been systematically working through our business practices and our kind of culture of decision-making and trying to bring it into this new era of strategic management.”

Cornwell’s challenge was not to change the college’s mission but to make it more relevant and effective with the changing nature of knowledge and global society.

“I have spent a lot of time in my research and in my consulting helping tune liberal arts colleges for this era of globalization. … That’s what I’ve been doing for 20 years, and that’s what Wooster felt it really needed to do now,” Cornwell says.

“As a college, Wooster is a great liberal arts college. In terms of the integrity of its core mission, it’s extraordinary: the teaching, the quality and depth and rigor of the teaching and learning that goes on here. At the same time, the college, the core mission, is supported by an organization, and I would say that the organization was only good. It emerged that really my work was to work with the organization to bring it to the level of performance worthy of the mission of the college, and move it from good to great.”

Though this kind of transformative change doesn’t happen overnight, to Cornwell, speed was not an issue at all. It would take a systematic change, and therefore, a systematic plan.

“We’ve had a very inclusive and transparent strategic planning process that has probably been slower and more complex than maybe some are used to, but that has been intentional because it’s gone in really three broad steps,” Cornwell says.

“If you look at other kinds of institutions of higher education, they can be whipsawed by trendiness. If something emerges on the landscape as a hot topic, they build a major in it and they hire faculty and then in five years it’s like, ‘What was that about?’ There’s a kind of stability and durability to an approach to liberal education that is deeply, deeply rooted in history yet not backward-looking.”

Communicate the plan

To get people on board with change, you first need to communicate what it means for them and for your organization.

Whether it’s through meetings, phone calls or informal chats, the more you actively involve people in building the new vision, the more you make change a blanket commitment across your organization.

“A leader has to know whether the ideas that they are putting forth are resonating with the people who have to move them forward and implement them, and so to be able to listen and meet in a common vision is critical for a leader,” Cornwell says. “What would be something to hold somebody back is the mistaken notion that leadership is the product of individual genius or a strong hand. I just don’t see that at all, at least, in the way that I conduct my work or what I see as successful. It has to be a commitment to listening, collaboration and building commonality of buy-in and inspiration.”

No matter what business you’re in, changing a vision doesn’t just affect employees but also customers, competitors, investors, the community and any number of people who are invested in its success. Facing the unique challenge of leading a college, Cornwell realized that the success of his vision involved a lot of people.

“These are complex organizations,” Cornwell says. “The stakeholders include students, of course, the faculty, of course, the board of trustees, the alumni, parents and the local community. So the first step was to work with all of those constituencies to rearticulate our mission and also articulate our vision of who we want to become to better realize our mission.”

It’s easy for people to grow accustomed to thinking and operating a certain way, and so it takes inspiring leadership to show people the benefit and the urgency of making changes.

“One critical element of success is the ability to articulate and communicate a vision in a way that is inspiring to others, because it doesn’t do any good to have a brilliant vision for a place if nobody else is inspired by that vision,” Cornwell says. “Communication is critical.”

By opening up communication with stakeholders, Cornwell was able to share the advantages that global learning and diversity could bring to further the mission of college, such as international learning opportunities for students, teachers and staff and a competitive edge in the higher education arena.

“It’s mostly a function of will,” he says. “Really, Wooster was completely ready to do this. The whole campus really just needed permission and a little urging to get on with it.”

Pick your battles

Now that you have a rearticulated sense of your mission and are clear about what you want to achieve, the next step is choosing which areas you want to track and show progress in carrying out the new vision.

“The second phase was going back to all of those same constituencies to say, ‘How will we know that we’re making progress?’” Cornwell says. “‘What are we going to measure? What are we going to attend to? What are we going to track? What are we going to study to know whether the things that we are doing differently are actually moving us from where we are to where we want to be?’”

In the strategic planning process, a pitfall of many businesses is to rush from point A to point B without thinking about what needs to happen in between. Strategic planning is meant to be a process, and while it’s tempting to start implementing changes right away and put your vision into action, it’s important to make sure the changes you’re making are set up for continuous improvement. Otherwise, the progress you make toward your goals will not be sustainable.

“If you are really going to make this kind of transformation, there’s no single tactic,” Cornwell says. “It has to be a systemic commitment, and so everything that you do has to be insolent by that set of values and that vision. So yes, it has to influence faculty hiring and staff hiring. It certainly influences new student recruitment. It also influences how you organize your work on campus, what the curriculum looks like and how you provide kind of developmental support for the community to become more diverse and international.”

A vision filters throughout an entire organization, so there isn’t just one way to measure its success but many. To create a road map for Wooster’s progress, Cornwell again worked all of his constituencies to develop key metrics that would be a good reflection of the changes Wooster was making.

“Each metric that we look at is itself a composite of a number of metrics, some of which are quantitative and some of which are qualitative. … It’s structured and systematic,” he says.

While using a systematic approach can take longer, it gives you a better opportunity to assess how your goals align with the vision while keeping focus on your core mission.

Implement your strategy

With the plan in place, and people rallied behind your vision, it’s now a matter of putting your goals and vision into an actionable strategy.

“That’s the most fun part of leadership, because it’s translating vision into practice,” Cornwell says. … “I’m a philosopher by training and I love ideas, but I think ideas are most interesting when they are actually put on the ground and put to practice in the world.”

You know who you are, what you want to accomplish and how you are going to measure the progress on your plan. Now your job as the vision leader is to help your senior leadership team execute it to the best of their ability.

“A leader has to have this mix of compassion and high expectations,” Cornwell says. “My real job is to help everybody else be successful. The role of the president is to try and make everybody around me as successful as possible, and that means making sure that they are satisfied, that they have a scope of creativity but also that they are held to account for their performance. They all have very clear goals that we talk about and negotiate on an annual basis, and we refer to those goals in every single meeting — how are we doing on achieving those goals? It’s a constant check-in with what we agreed that we’re doing.”

From bringing an international focus and diversity to Wooster’s campus, to implementing new studying abroad programs, student recruitment pipelines, and channels for student, faculty and alumni research around the world, Cornwell’s strategic planning process has successfully married the tradition and history of Wooster with a global approach to liberal learning.

In his first two years, more than half of the new tenure-tracked faculty hired brought either domestic or international diversity. The newly recruited classes have been the most diverse in Wooster history, in the number of international students, countries represented, as well as in the number of U.S. minorities attending.

For Cornwell, the goal again was not to change the mission but take it to the next level. So far the new vision has succeeded in helping Wooster carry out its mission better. In 2009 and 2010, U.S. News & World Report ranked the College of Wooster fifth out of the top 10 colleges in undergraduate teaching.

“The important thing for the College of Wooster and what I’m trying to do in my time here is not change Wooster but help it more fully realize its potential in who it already is,” Cornwell says. “That means both being committed to continuous improvement on the delivery of our mission, but it also means that making sure that more and more of that market knows how good we are. That’s what I get up and do every day.

“Tradition is not something that needs a lot of care and feeding. If anything, you have to always say, ‘Listen, we value these traditions, but we have to have them be dynamic traditions. Tradition doesn’t mean you do things the way you’ve always done them; it means that you hold on to a sense of yourself while you continually innovate.”

How to reach: The College of Wooster, (330) 263-2000 or www.wooster.edu

The Cornwell File

Grant Cornwell

President

The College of Wooster

Born: Aurora, Ill.

Education: B.A., St. Lawrence University —1979, M.A.; University of Chicago —1982 Ph.D.; University of Chicago —1989

Affiliations: Serves on the advisory board for the National Institute for Technology and Liberal Education; member of the SAGE Group, a collective of national educational leaders formed by the Association of American Colleges and Universities

If you could have dinner with any one person who you’ve never met, who would it be and why?

I would definitely have dinner with Obama. Actually, what I’d love to do is play basketball with Obama. I’m a basketball player, and I have this idea that I’d just love to be in a game with him.

Who are your role models for success?

I’ve had a number of very influential mentors throughout my career and they’ve been different people at different times, but I’ve learned a lot by watching people lead and talking to them about leading. A lot of what I’ve learned has been learning what not to do, too. Even mentors and leaders who I admire, I see how they have had shortcomings that have kept them from fully realizing their aspirations. I’ve learned a lot from those, too. So it’s been more a series of more personal mentors throughout my career.

What is your favorite part of your job?

What I like most about my job is when I walk out of my home and walk to work every day and I walk past thousands of students and know that these are wonderful young people whose lives are being changed by their time here, and that I have a part in that. That’s deeply inspiring on a day-to-day basis.

Published in Akron/Canton
Tuesday, 01 March 2011 16:44

Passionate purpose

If you could ask your team and yourself only one fundamental question, what would it be? How can we increase revenue and profits? How can we perform better as a team? What are the challenges we are facing? There is a more fundamental question to ask.

Many companies, caught up in the day-to-day activities, lose sight of the purpose and passion behind the company. When I ask many executives what the purpose of their business is, without batting an eyelid, they respond it is to make money.

There are a million ways to make money. What compels you to commit to your specific line of business? If your answer does not relate to your passion, then you may be undermining your success. The most fundamental and searching question you can ask your team and yourself is, ‘Why are you passionate about this business?’

Many companies consider themselves purpose-driven. It isn’t sufficient to have a purpose. You must be passionate about that purpose. A company’s mission statement must capture its passion and purpose. The mission must create a strong and clear sense of commitment, serving as an invitation for people to join the bandwagon. Those who subscribe to the mission, join the company, and those who don’t, join a different bandwagon. Having a team that is passionate about the mission can be the difference between mediocre and superior performance.

Let’s look at two mission statements:

1: “To organize the world’s information and make it universally accessible and useful.”

2: “As we strive to become Earth’s most customer-centric company, we constantly look for new ways to innovate on behalf of our different customers: individuals who shop our global websites, merchants who sell on our platform … and creators of the books, music, films, games and other content we sell through our websites. Our greatest contribution to the good of society comes directly from these core business activities.”

If you couldn’t guess, the first mission statement is Google’s, and the second is Amazon’s. Google’s passion to organize the world’s massive information is evident in its actions and its name — derived from the mathematical term googol (a one followed by a hundred zeros). Amazon, too, is passionate about its mission.

Larger and older companies are often at a greater risk of losing sight of their passion. They become mechanical entities driven by the sole need to live up to Wall Street expectations. They lack the spark — lack the spirit — and can find themselves left behind in the marketplace by new startup companies that are committed and passionate about their product or service. Spirited companies are more likely to create the “magic.”

The mission statement isn’t just a feel-good statement or artwork for the office walls to impress visitors. The mission must drive the company’s thinking and actions. A passionate mission alone won’t deliver success. You do have to execute your strategy well, but a strong and specific mission will become the fuel for your engine.

At my speaking engagements, I sometimes ask audience members to share their passion. At one event, a business owner shared her story. When her father passed away, the funeral home treated her family as second-class customers, because the family wanted to cremate her father as opposed to bury him. Not wanting others to suffer the same indignity, she started a funeral home business. The passion to take care of others during their difficult times drives her. It is this conviction that makes her business special and successful.

Rediscover your passion.

Ravi Kathuria is the president of Cohegic Corp., a management consulting, executive coaching firm. He is the author of the highly acclaimed book, “Coherent Strategy and Execution: An Eye-opening Parable about Transforming Leadership and Management Perspectives.” To contact Kathuria, please call (281) 403-0250 or visit www.cohegic.com.

Published in Houston