Houston (992)

I am bullish on Houston and proud to be part of a "can do" attitude in Texas. The bottom line is that our Houston economy continues to remain healthy, with overall leasing activity strong in the second quarter of 2012. The main driver in the Houston market is simple — strong job growth.

Our city added almost 90,000 jobs between May 2011 and May 2012 and our unemployment decreased to 6.9 percent, from 8.1 percent one year ago. Landlords continue to report strong velocity in leasing activity, resulting in over 1.4 million square feet of positive absorption in the second quarter, pushing the year to date total to 2.4 million square feet.

With all the positive news, the key is the energy sector. Some of the recent growth includes the expansion in North Houston and Woodlands, including Exxon Mobile's North Houston Campus, which is under construction, and Anadarko's second corporate tower in the Woodlands. Other submarkets are growing, including Phillips 66's recent announcement regarding plans to build a headquarters in West Houston, along with Apache's acquisition of the Galleria area land for a new headquarters building.

Although obviously one of the strongest office markets in the country, I believe the Houston market still will face some challenges due to mergers and company consolidations that will result in new sublease space hitting the market. At the end of the second quarter overall, we had almost 1.1 million square feet of sublease space available citywide, and in the CBD there is 360,500 square feet available, primarily in the Class A properties.

With the strength in our economy, our clients are now making longer term lease commitments (5-10 years) compared to a year ago. Landlords are now evaluating their tenant mix in their buildings, and if the tenant prospect has solid credit, they are offering aggressive tenant allowance packages to entice them to commit long term.

John S. Parsley, SIOR, is the principal and director of the Houston office of Colliers International. Reach him at (713) 830-2140 or john.parsley@colliers.com.

Human beings find comfort in routine. As children, we gain a sense of security from knowing what will happen, when it will happen, for how long and how we are expected to react to each situation. As we mature, knowing that home and family will be where we left them allows us to go out and explore the world as young adults, secure in the knowledge that we can always come home if we need. However, as we age, this penchant for sticking to the routine can work to our detriment.

We begin to settle in at home more and more, often opting to camp in front of the television rather than venture into a new neighborhood or to try a new vocation. Our sedentary ways can have damaging health consequences, most significantly for that muscle that drives the body: the heart. To stay strong, the heart needs daily movement that includes periodic challenges (to force it to pump more oxygen than normal), foods that declog blood vessels and keep them flexible, limited preservatives and refined foods, and regular activities that relieve stress. But, once sedentary, inertia can make it seem as if changing our habits is an insurmountable task.

However, with concerted effort in three areas, what I call affect, behavior: and cognition – the ABCs of Change - we can break the cycle and embrace good cardiovascular practices.

First, start by tracking your moods, your activities and your thoughts in relation to heart-healthy activities such as walking, jogging or any other activity that works up a sweat. Jot down on paper how you are feeling and what you are thinking at the moment when you decide to engage in any act that undermines your heart.

Next, write down how you will change your behavior each time you feel yourself slipping into the unhealthy mindsets that precede unhealthy behaviors. Now, write down what things inspire you to get up and move or to make heart-healthy decisions.

Then, commit to doing at least one heart healthy activity each day and to modifying your environment as needed each time you feel yourself sliding into unhealthy practices.

Last, give yourself time. Generally, it takes 21 days of repeat activity to develop a new habit; however, you may slip up. They key is to review your strategy and recommit each time you fall. Ultimately, your heart will be the better for it.

Patricia Adams is the CEO of Zeitgeist Expressions and the author of “ABCs of Change: Three Building Blocks to Happy Relationships.” In 2011, she was named one of Ernst & Young LLP’s Entrepreneurial Winning Women, one of Enterprising Women Magazine’s Enterprising Women of the Year Award and the SBA’s Small Business Person of the Year for Region VI. Her company, Zeitgeist Wellness Group, offers a full-service Employee Assistance Program to businesses in the San Antonio region. For more information, visit www.zwgroup.net.

In business, confidence is key. I would say that it is foundational.  All other factors, such as motivation, training, drive and leadership, depend upon a core of inner confidence.

Whether you work for someone else or run your own business, tapping into your inner confidence is vital in order to succeed.  A few people do this with the greatest of ease, but for most of us it is a daily challenge that takes hard work and determination.

Here are four “tools” that will help you to find and tap into your inner confidence in order to propel your business forward:

First: Refuse to give consent.

I pull this idea from a saying of Eleanor Roosevelt: “No one can make you feel inferior without your consent.”

Refusing to give consent to feeling inferior is the jumping off point for the daily challenge of using confidence in business.  Here is what I mean:

Your first step into tapping your inner confidence is to refuse to see yourself as less, no matter what anyone else might say. This refusal forces you to take a stand and begin to think differently about yourself.

Dr. Wayne Dyer says reminds us here that: “Self-worth comes from one thing – thinking you are worthy.”

When you take this first step, it awakens your inner confidence. It stirs it up and gets the ball rolling. It becomes active in the process of your success.

Quite simply - it empowers you.

In business, being empowered leads to the desire to grow, the ability to step outside your comfort zone and the determination to act. I have discovered through coaching others that empowered, powerful people do powerful things.

Tapping into your inner confidence requires you to step up refuse to see yourself as inferior, less or wanting.

Second: Be willing to change.

Unwillingness towards change holds you and your business captive. It takes the wheels right out from under you and stifles vision and action. It halts growth.

I believe that fear of change is a problem of confidence. Most business people who struggle with change are, at the root, struggling with confidence. For some, it is easier to stay stuck and inactive.

They do not realize that being willing to change frees up your inner confidence. The willingness becomes the catalyst to move past the fear. It frees you up and drives you forward.

What kind of change must you be willing to consider? You must be willing to change your thinking.

Having the same thought patterns over and over again is not beneficial to your success. The problem is that the same old thoughts lead to the same old behaviors and, in the end, the same old results.

Albert Einstein said it this way: “We can’t solve problems by using the same kind of thinking we used when we created them.”

In order to propel your business forward, tap into your inner confidence by being willing to change your thinking.

Third: Envision the end result.

This tool is about making choices.

In his book, “Hostage at the Table: How Leaders Can Overcome Conflict, Influence Others,” George Kohlrieser talked about these choices when describing successful athletes:

“The power of imagination is incredible. Often we see athletes achieving unbelievable results and wonder how they did it. One of the tools they use is visualization or mental imagery….they made the choice to create their destinies and visualized their achievements before they ultimately succeeded.”

Story after story has been told about athletes, race car drivers and men and women in business who have taken the challenge of looking into their mind’s eye and envisioning the end result they desire. They “made a choice to create their destinies.”

In my opinion, visualization is the tool that sets your inner confidence in stone. Tapping into this well is a sign for all to see that you have the confidence needed to achieve your desired result, whatever it might be.

Fourth: Practice positive self –talk.

Over the years, I have encountered two very distinct groups of people when it comes to self-talk. The first is the over-the-top, fake, often arrogant folks who can’t stop talking about themselves – always with a positive “I’ve done that and better than you” attitude.

The second is the self-humiliating, always down on their luck, also fake folks who can’t find one good thing about themselves.

Both groups are uncomfortable to be around. Neither group will work well in business.

The ability to speak to yourself in kind and affirming ways builds up the well of inner confidence and keeps it alive and well. This ability is necessary to energize yourself as you encounter the ups and downs of life and business.

Positive self-talk is the maintenance tool. It keeps everything running smoothly.

There you have it – four distinct and powerful tools. Refusing to give consent, together with a willingness to change, the ability to envision the end result and positive self-talk, will allow you to tap into your inner self confidence and propel your business forward.

I wish you all the best on your journey.

DeLores Pressleymotivational speaker and personal power expert, is one of the most respected and sought-after experts on success, motivation, confidence and personal power. She is an international keynote speaker, author, life coach and the founder of the Born Successful Institute and DeLores Pressley Worldwide. She helps individuals utilize personal power, increase confidence and live a life of significance. Her story has been touted in The Washington Post, Black Enterprise, First for Women, Essence, New York Daily News, Ebony and Marie Claire. She is a frequent media guest and has been interviewed on every major network – ABC, NBC, CBS and FOX – including America’s top rated shows OPRAH and Entertainment Tonight.

She is the author of “Oh Yes You Can,” “Clean Out the Closet of Your Life” and “Believe in the Power of You.” To book her as a speaker or coach, contact her office at 330.649.9809 or via email atinfo@delorespressley.com or visit her website at www.delorespressley.com.

You might think I’m a warm, fuzzy and “Kumbaya” kind of Guy. Most of the time I am, but I have strong feelings about e-mail etiquette and what it takes to get your e-mail read — and answered.

As someone who gets dozens of e-mails every day and sends a handful of e-mails every day to get strangers to do things (“digital evangelism”), I offer these insights to help you become a more effective e-mailer.

Craft your subject line. Your subject line is a window into your soul, so make it a good one.

First, it has to get your message past the spam filters, so take out anything about sex and money-saving special offers.

Then, it must communicate that your message is highly personalized. For example, “Love your blog,” “Love your book,” and “You skate well for an old man,” always work on me. While you’re at it, craft your “From:” line, too, because when people see the “From:” is from a company, they usually assume the message is spam.

Limit your recipients. As a rule of thumb, the more people you send an e-mail to, the less likely any single person will respond to it, much less perform any action that you requested.

This is similar to the Genovese Syndrome (or the “bystander effect”): In 1964, the press reported that 38 people “stood by” while Kitty Genovese was murdered in New York.

If you are going to ask a large group of people to do something, then at least use blind carbon copies; not only will the few recipients think they are important, you won’t burden the whole list with everyone’s e-mail address. Nor will you inadvertently reveal everyone’s e-mail address.

Don’t write in ALL CAPS. Everyone probably knows this by now, but just in case: Text in all caps is interpreted as YELLING in e-mail. Even if you’re not yelling, it’s more difficult to read text that’s in all caps, so do your recipients a favor and use standard capitalization practices.

Keep it short. The ideal length for an e-mail is five sentences. If you’re asking something reasonable of a reasonable recipient, simply explain who you are in one or two sentences and get to the ask. If it’s not reasonable, don’t ask at all.

My theory is that people who tell their life story suspect that their request is on shaky ground, so they try to build up a case to soften up the recipient.

Another very good reason to keep it short is that you never know where your e-mail will end up – all the way from your minister to the attorney general of New York. There is one exception to this brevity rule: When you really don’t want anything from the recipient and you simply want to heap praise and kindness upon him or her. Then you can go on as long as you like!

Quote back. Even if e-mails are flying back and forth within hours, be sure to quote back the text that you’re answering. Assume that the person you’re corresponding with has 50 e-mail conversations going at once. If you answer with a simple, “Yes, I agree,” most of the time, you will force the recipient to dig through his deleted mail folder to figure out what you’re agreeing to.

However, don’t “fisk” either (courtesy of Brad Hutchings). Fisking is when you quote back the entire message and respond line by line, often in an argumentative way. This is anal if not downright childish, so don’t feel like you have to respond to every issue.

Use plain text. I hate HTML e-mail. I tried it for a while, but HTML is not worth the trouble of sending or receiving it. All those pretty colors and fancy typefaces and styles make me want to puke. If you can’t say it in plain text, you don’t have anything worth saying.

Control your URLs. I don’t know what’s gotten into some companies, but the URLs that they generate have dozens of letters and numbers.

It seems to me that these 32-character URLs have almost as many possible combinations as the number of atoms in the universe — I don’t know how many URLs a company intends to create, but it’s probably a smaller number than this. If you’re forwarding a URL and it wraps to the next line, it’s very likely that clicking on it won’t work.

Guy Kawasaki is the co-founder of Alltop.com, an “online magazine rack” of popular topics on the Web, and a founding partner at Garage Technology Ventures. Previously, he was the chief evangelist of Apple. Kawasaki is the author of 10 books including “Enchantment,” “Reality Check” and “The Art of the Start.” He appears courtesy of a partnership with HVACR Business, where this column was originally published. Reach Kawasaki through www.guykawasaki.com or at kawasaki@garage.com.

Most of us sincerely want to be a better person, manager, spouse, significant other, parent, child or Indian chief. Certainly, good intentions and desire are the first steps in self-improvement. The second step is an introspective discovery process combined with a bit of discipline in order to make meaningful progress.

To get started, ask yourself several pointed questions. Has anyone ever made suggestions to you about your management or communication style? Maybe it was a boss or mentor, a good friend or an associate earnestly trying to give you a few constructive tips on how to improve. Best yet, it might have been self-discovery after you did something that did not quite measure up to your own expectations.

Reality is, for most of us, our strengths can also be our biggest weaknesses. As an example, if you're a type A, anal-retentive person who is detail-oriented to a fault and always crosses every T and dots every I, possibly this strength has morphed you into becoming a micromanager of others. Or, maybe you consider yourself a disciple of the great communicator, the late President Ronald Reagan, because you are a terrific speaker who can captivate the other person in one-on-one conversation or every individual in a large audience. The downside of this is maybe you're not a great listener because you fall in love with the sound of your voice and your words. This could translate into you talking too much and unintentionally giving the wrong impression of not being receptive to another person's point of view.

The list can go on and on. The trick, however, is to recognize what you are and what you're not, and then tweak your style for the greater good, helping not only yourself but also those with whom you interface by making yourself more effective and perhaps even a little easier to take.

Try this. Create two columns on a legal pad or spreadsheet and list all of the attributes you think you possess in terms of your management capabilities/style. Keep the list short and focus on what's important, as this is not an inventory of everything you've done or learned since the third grade. Once you've captured two, three or four key characteristics, in the next column record a corresponding set of those things you know don't help your cause.

Next, re-read this personal inventory of pros and cons and look for patterns. If you note, as an example, that you are incredibly disciplined and seldom give yourself any slack, see if you also jotted down on the detractor side of the ledger that people tend to think you push subordinates too hard without differentiating between what is mission-critical versus basic tasks. If you spot this corresponding weakness, it doesn't necessarily mean that you suffer from obsessive compulsive disorder, but you might just need to recalibrate your standards when dealing with others, recognizing that your subordinates don't have to become your clone to be successful.

Once you've drilled down on the most important characteristics that you want to change, it's time to develop a game plan. For illustrative purposes, let's again assume you're that great communicator, but you sometimes go over the top and incessantly interrupt others, which leads to missing out on their ideas, not to mention becoming a bore. If this is your Achilles' heel, you must focus on the triggers that cause you to behave in this manner in order to strive for improvement.

Maybe you're really not self-consumed, but instead, your mind races ahead to follow-up thoughts that you want to make without allowing enough time for others to absorb and comment on your initial words of wisdom. This suggests you need to put a mental circuit breaker on your lips after you make your first major point, allowing for a long pregnant pause to let others amplify on your point or introduce an opposing or complementary thought. By doing this, you'll help make the conversation or presentation more interactive, which may lead to better resolutions or open the door to new unexplored concepts or opportunities.

Armed with this newly created self-assessment, you'll become a more productive and better leader who has learned to make your strengths stronger and reduce the negative effects of your weaknesses.

Michael Feuer co-founded OfficeMax in 1988, starting with one store and $20,000 of his own money. During a 16-year span, Feuer, as CEO, grew the company to almost 1,000 stores worldwide with annual sales of approximately $5 billion before selling this retail giant for almost $1.5 billion in December 2003. In 2010, Feuer launched another retail concept, Max-Wellness, a first of its kind chain featuring more than 7,000 products for head-to-toe care. Feuer serves on a number of corporate and philanthropic boards and is a frequent speaker on business, marketing and building entrepreneurial enterprises. Reach him with comments at mfeuer@max-wellness.com.

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This book offers an unconventional philosophy for starting and building a business that exceeds your own expectations.

Beating the competition is never easy. That’s why it requires a benevolent dictator.

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Also available wherever books and eBooks are sold, and from Smart Business Magazine and www.SBNOnline.com. Contact Dustin S. Klein of Smart Business at (800) 988-4726 for bulk order special pricing.

Tuesday, 03 July 2012 10:30

The cost of ownership

Written by

There are plenty of warnings about wanting too much in this world, whether it is in your personal life or as the CEO of a company.

Remember the dot-com bust? Prior to the technology market bubble bursting, tech companies could do no wrong. Investors were ignoring basic fundamentals because “this was a new era” and the old rules didn’t apply. Well, it turns out the rules did apply. As did one very old rule about “what goes up, must come down.”

Tech company valuations were slashed by billions, thousands were laid off and the ripple effect was felt throughout the economy.

More recently, we experienced the real estate bust. It was pretty much the same story — people ignored basic investing and common-sense rules and the prices for real estate went sky-high, and then the bubble burst. The results were also the same: billions in value lost, thousands of jobs affected and the ripple effect was felt throughout the economy.

There is plenty of blame to go around for these events, both by investors who got caught up on the hype and CEOs who were trying to get rich, or at least richer than they already were. It was a quest to have the biggest paycheck, the biggest yacht, the biggest plane and the biggest house. The reckless CEOs were trying to use get-rich-quick methods that are dangerous to everyone.

There are four common ways to grow a company:

  • Going public through an IPO
  • Mergers and acquisitions
  • Debt financing
  • Self-funded organic growth

IPOs cost a lot of money to launch and even more money to maintain. The second and third methods are all about leverage. Overvalued stocks and overleveraged companies were major contributors to the tech and real estate busts. Too many CEOs were borrowing more and more money to fund the next great merger or open more locations. When tough times hit and the money dried up, they had lived well beyond their means and a harsh reality set in.

Despite these recent economic failures, many companies are still playing with borrowed money, overleveraging themselves and putting their entire company at risk. You have to understand the leverage game and the risks that come with it. The best way to grow a company is to create an environment that fosters growth and to focus on building long-term relationships.

This isn’t to say that you won’t make a strategic acquisition here and there or occasionally borrow money to fund needed expansions. The key is to do it in moderation and understand how too much debt can hurt your ability to grow. Making a mistake with debt can spell doom for your company and everyone in it.

Your responsibility as CEO goes far beyond yourself. Investors obviously are counting on you, but so is everyone that works in your organization. For some of your vendors, you might be their largest account. If you suddenly went out of business, how would it affect them? Would you create your own mini “bust” that rippled through the local economy, even on a micro scale?

In today’s world, you need to take a hard look at how you are leading your company. One wrong move could cut you off from the credit you need to fund your leveraged growth. With no money, the organization often collapses under the weight of its own debt.

It’s OK to be satisfied with what you have and not play the high-risk game of leveraged growth. Growth is good but not when it requires an “all-in” risk that can ruin your organization and the lives of the people who work there. Remember, more often than not, slow and steady wins the race.

Fred Koury is president and CEO of Smart Business Network Inc. Reach him with your comments at (800) 988-4726 or fkoury@sbnonline.com.

Core management philosophies are the DNA of a business. Having a crystal-clear set of core management philosophies is pivotal to a company’s growth and sustained success. They have a profound impact on an organization because they help define and describe the business model of the organization. Your company’s philosophies must drive every decision and action at all levels. Companies that invest the time and rigorous effort to detail their core management philosophies perform commandingly in the marketplace and leave their competition behind.

To understand better what core management philosophies are and how they impact an organization, let us consider the example of Southwest Airlines, which has carefully developed a set of such philosophies that have been central to the company’s success. Southwest’s core philosophies are high-value to customers, operational excellence and a progressive culture. These three philosophies work hand-in-hand and permeate every aspect of the company. They are the Southwest’s DNA.

To provide high value to customers, Southwest offers a number of features: low fares, quality service, on-time departures and arrivals, high frequency of flights and consistency. Southwest does not compete with other airlines — it competes with your car. Its customers ask themselves, “Is it cheaper to fly or drive between two cities?” Southwest is in the business of getting people to their destination reliably without fanfare. It has trained its customers to expect only a bag of peanuts and half-a-can of soft drink. When customers receive exactly what they expect, they rate Southwest high in customer service. Consistency is what endears Southwest to its customers. Consistency is the magic recipe.

To keep costs low and deliver consistency, Southwest focuses on the philosophy of operational excellence. It keeps its operations simple, and optimizes the use of its biggest capital investment, its aircraft. The airline keeps its fleet staffed with new airplanes, uses only one type of airplane to standardize operations (prior to the acquisition of AirTran last year), and limits in-flight services.

Southwest makes sure its planes spend more time flying than on the ground. To optimize the use of its assets, it provides short-haul flights (long-haul flights cause large gaps of idle time), minimizes gate-time turn-around, and uses less-crowded regional airports so planes can get in and get out quickly — no need for them to be in holding patterns to land or waiting on the runway to take off.

A company that does not rank its culture as a large part of its DNA needs to rethink that position. Southwest’s focus on its culture is legendary. It goes through extraordinary lengths to value and respect its employees. Employees in return understand and value the company’s management philosophies.

I don’t advise arguing with any airline gate agent, but especially don’t argue with a Southwest gate agent. Even if you are upset, she or he is likely to ask you to step aside as passengers board the plane. The agents know their No. 1 goal is to make sure the flight leaves on time. They cannot risk delaying 120 passengers to satisfy one. They do care about your specific complaint, but they understand their priorities.

As you study Southwest’s approaches, you begin to understand the degree to which they have developed their core management philosophies and how well they use it. Other airlines have tried to mimic Southwest’s model by offering “lite” versions. They have not succeeded because their core management philosophies have not been well developed. That is the biggest lesson from Southwest. Carefully select your core management philosophies, your DNA and pay rigorous attention in implementing them through every aspect of your business.

Quoted in The Wall Street Journal, Barron’s and WorldNews, Ravi Kathuria is a recognized thought leader. Featured on the “BusinessMakers” show, CBS Radio and “Nightly Business Report,” he is the author of the highly acclaimed book, “How Cohesive is Your Company?: A Leadership Parable.” Kathuria is the president of Cohegic Corp., a management consulting, executive and sales coaching firm, and president of the Houston Strategy Forum. Reach him at (281) 403-0250 or feedback@cohegic.com

Saturday, 30 June 2012 20:00

Chris Beckett, founder and CEO, Pacific Drilling

Written by

Oil Field Services, Finalist

In 2008, Chris Beckett left a career with an established offshore drilling contractor to build an ultra-deepwater drilling company — from scratch.

Despite the huge challenges and personal risk of this decision, Beckett believed in the possibilities of a company created without the legacy problems common to companies developed over time through mergers and acquisitions.

His willingness to think beyond the established convention has helped put Pacific Drilling in a unique position in the offshore drilling industry.

Bucking the traditional model of building a management team exclusively from oil services industry veterans, Beckett purposefully developed a management team that includes subject matter experts from a variety of professional backgrounds.

By doing so, he hoped to find the best solutions and processes for Pacific Drilling, not just the customary way of doing things.

Beckett empowers his employees to make suggestions and take ownership of processes and projects. To date, Pacific Drilling has experienced employee turnover below the average for its peer companies.

Beckett’s model has led the company to phenomenal success. The company has gone from 16 employees in 2008 to more than 700 employees in 2012 and from two operational drill ships in 2011 to four in 2012 with two more on order.

Beckett, CEO, remains excited about the future of the company and believes there is opportunity to grow the fleet to 10 to 12 ships in the near future. He believes that with the technology and experience in ultra-deep-water drilling, Pacific Drilling will be a preferred provider in the offshore drilling environment as customers look to capitalize on different regions previously not accessible by other competing offshore drilling companies.

How to reach: Pacific Drilling, www.pacificdrilling.com

Saturday, 30 June 2012 20:00

Darron Anderson, CEO, Express Energy Services LP

Written by

Oil Field Services, Finalist

It was all going so well for Darron Anderson. Investors bought the business that he had built into a success. Anderson felt disconnected from the company’s operations. He needed a new challenge and found it in Express Energy Services LP. This was a company that was growing and it seemed as if the sky was the limit.

But as COO, Anderson wasn’t the man in charge. And the people who were in charge were on a shopping spree, acquiring companies left and right. The company was growing too fast and by 2008, it was ready to burst. When the price of gas dropped and the on-shore rig count fell by 50 percent, bankruptcy protection became the only viable alternative.

There was a silver lining in the dark cloud, however. The CEO who had made all those acquisitions left and Anderson was elevated to CEO. He quickly brought in a public relations firm to communicate to stakeholders about the bankruptcy filing. He also reached out to clients, service providers and employees to let them know that he had a plan for the future and things were going to get better.

Anderson convened a strategy session and set out to downsize the business to a more manageable level. He wanted to shed the “gunslinger” label the company had acquired and establish a reputation for more sound financial decisions.

He wanted to be more open with his team and work with them to make Express Energy a great place to work. He emphasized safety training and the identification of systems that would make it easier for people to do their jobs. Soon, Express Energy was on the rise once again.

How to reach: Express Energy Services LP, www.eeslp.com

Oil Field Services, Award Recipient

As CEO of Oil States International Inc., Cindy Taylor leads by example, demonstrating her high standards and dedication to transparency.

Key to Oil States’ success has been her ability to leverage the talents of the many people within the company. Taylor believes in “distributive leadership,” which requires the retention of experienced, qualified personnel and employment of new talent as times change. These two groups are blended together to achieve the most favorable result.

Taylor also focuses on the well-being of the more than 7,900 employees at the oilfield services company, striving to maximize shareholders’ value and build and maintain long-term relationships on trust and integrity.

Taylor manages the company as if everyone on the team is family. She has had little to no turnover at the executive level during her tenure as CEO. Most of executive management has been with Oil States for more than 10 years.

This has led to specialization and a unique commitment from all team members. Taylor has developed a team of experienced individuals who understand and practice the company’s commitments and are focused to achieving a common goal.

Taylor has a busy schedule as a CEO and mother of three boys but still finds time and resources to give back to the community. She is especially active in local community organizations that impact children and their development.

Her community involvements include board positions and fundraising support for organizations such as St. John’s Catholic Church, the facilities advisory committee to the Columbia Brazoria Independent School District, West Columbia Little League, West Columbia Youth Basketball Association, Boy Scouts of America, United Way of Brazoria County, the Brazoria County Chapter of the American Red Cross and Texas Children’s Hospital.

How to reach: Oil States International Inc., www.oilstatesintl.com