What happened at Darleen's?

A small insurance company I worked with is a case in point for how a Reason for Being (aka mission/vision statement) can really motivate an organization.

This tale begins at a ranch-style home in a suburb of Madison. The home was not far from a lake—heck, nothing in Madison is far from a lake. I was hired to facilitate strategic planning sessions that designed the company’s future, the company’s mission and reason for being.

The seven leaders of the company—including Darleen, the CEO, whose living room we occupied—emphasized that their business had the ability to transform the workers’ compensation insurance industry; they wanted to add medical staff to the insurance team. Today, this is common practice, but back in the day it was truly innovative. This redefined insurance team would help its client company offer injured employees work that could be done while recovering from their work-related injury. This new option would minimize employees’ out-of-work time, which can be debilitating to the workers and increase costs for the company.

Offering work to injured workers that they could actually perform—thus enabling them to return to work more quickly—was a radical idea. In many instances, the workers compensation industry was rife with fraud. Sometimes doctors were unwitting pawns in employees’ schemes to get out of working. Other times, doctors prescribed treatments that made no difference to the employees’ recovery. The doctors would get paid for the bogus treatments that they prescribed, while employers and insurance companies were billed for those fraudulent services.

This was an exciting possibility to Darleen, who had experience with a disability. She suffered with polio at an early age, and the disease left her with a permanent, noticeable limp. However, she was otherwise healthy with an infectious optimism that she could overcome anything. Darleen was also compassionate and supportive of people. She was passionate about helping companies and workers deal with health and safety issues.

The company’s Reason for Being became ”To Transform the Workman’s’ Compensation Industry.” This completely galvanized and energized the company. It gave all the employees a very exciting future to fulfill on and to live into. A team based high performance organization was designed in order to fulfill on this future. 

As a result of this change, the company soared to the forefront of its industry. With this company’s new philosophy of “Return to Work,” the employee was supported in getting back to work in some capacity as soon as possible. As well as being psychologically beneficial to the worker, it helped companies control costs. In seven years, this insurance company went from $7 million in revenue to $250 million, from 7 employees to 200, and from one office to five. Did I mention it also went public? Many companies began emulating my client’s approach in managing workers’ compensation insurance, and the company’s leadership team began talking as if the industry really had been transformed.

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Creating the Reason for Being

Here are some ways that the leadership group can create a powerful and relevant Reason for Being (aka mission/vision statement).  Some of the following thinking and exercises were inspired by an article called “Building Your Company’s Vision,” by Collins and Porras, the authors of "Built to Last."

When the senior leadership gets together to create the company’s mission/vision statement (from here on I’ll refer to it as the Reason for Being) ask them to consider the following and write their answers on paper, preferably flip chart paper with a sticky side that allows for easy posting:

1. What is the purpose of your organization? You want participants to ask themselves what is unique about the organization. What does the organization do that truly matters to customers, employees, and other stakeholders? How does the organization make “the difference?”

2. What would be lost if the organization ceased to exist? Here, you need to dig into the question: if our unique, special organization were not here, what would our customers, the community, and, for that matter, the world is losing? If the group needs a scenario, tell them that the company was bought and the new owner simply mothballed the business. All employees were given a severance. What has the world lost by this organization no longer existing?

3. Repeat this process five more times with slight variations: if the organization ceased to exist, what would be lost for employees, customers, vendors, society, and the world? This question gives participants insight on the impact their organization has on its customers, employees, and communities. Provocative answers rise to the surface. One of my plastics company clients got very excited by the notion that manufacturing could thrive in America. Another one of my staffing company clients got jazzed about ending homelessness and joblessness in America.

4. Ask the team to imagine having enough money to support their perfect lifestyle. What purpose would be so enlivening and fulfilling that employees would work for no money? What purpose would be so worthwhile that they would stay fully engaged and work tirelessly for the organization?

For some people, this question evokes only resignation. “Are you kidding?” they ask. I assure them I’m not. “On drugs?” they insist? Not that, either. Then they say there is no reason on earth beyond money that would keep them in this organization. If there are people like this in your process, I would strongly consider finding new players. When work is just a survival tactic, it limits one’s view of what is possible for the business.

Most people, however, give good thought to this question. It raises interesting issues and insights. One thing I consistently see is that the generation of late-20s to mid-30s has a deep interest making a real difference in the world and their communities. Use insights like this to your company’s benefit.

Ultimately, these questions offer participants different ways of pondering “purpose.” You can see the brains working at this time; sweat pours down their backs.

Once the questions are answered, post participants’ work on the walls. At this point, everyone reads what the others have written. Flit around the room and stop at each posting while the author presents his or her work. Everyone can ask questions and give feedback. At this point, themes should start emerging.

The last part of the exercise is to divide the total group in two. This will make it easier to organize and focus. Each group synthesizes the work and drafts a reason for being that would touch, move, and inspire them and other employees.

Now I get involved. (It’s a good thing I have something to do, given the bucks I am charging.) I work with the two groups’ versions of the reason for being and draw out the common threads. I listen for what binds the company together and gives it power and focus. After I whittle the two versions to the extent I can, I ask for a group of volunteers who will meet after the session to “wordsmith” (edit) the final version of the company’s reason for being. They select a leader and choose a date for a presentation of their work to the entire group for comments and feedback.

The point is not that the Reason for Being is crafted to everyone’s satisfaction. Rather, the Reason for Being must include all the relevant points so the group aligns behind it.

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Foundation a la Brucie

The foundation is elegantly simple. When constructing a building what is need to construct upon to have a strong building? The answer is obvious, you need a strong foundation. What do all religions have? Foundation documents: the Torah, the bible, the Koran and the like are examples. What do we call these documents? The foundation of the faith. What do the Constitution, the Declaration of Independence and the Bill of Rights do for the good old US of A? Why it forms our foundation. Are you getting this? There is a theme here.

Organizations also need a foundation that outlines its goals and purpose. As an organization grows and develops, having mission and vision (or in my words, “Reason for Being”), BHAGS (Big Hairy Audacious Goals) and values can create a “True North” for the organization. (“True North” is a Steven Covey term that relates to the true direction of an organization. It is based on the analogy of a compass.) 

The Reason for Being, BHAGs, and Values of a company can be critical to the overall success of the organization but they’re often forgotten. The corporate Reason for Being is typically created by the senior leadership team, captured on posters, and strategically tacked up around the building. Meanwhile, the Reason for Being, BHAGs, and Values are seen as irrelevant to the organization’s day-to-day operations. In other words, the organization’s behavior is not congruent with its declaration of ideals.

However, at their best the Reason for Being, BHAGs, and Values, a give an organization a future to live into. This potential future galvanizes and focuses the organization. Whether or not goals are met entirely, movement toward them develops teamwork and is valuable to the company.

How exactly can you create the foundation material of an organization? One of the issues with this topic is that each bloodsucking consultant like yours truly and especially the other ones writing this book —God bless our souls because the world would be a boring place without us—has a different idea of what a mission statement, values, BHAGs, etc., should be. The lack of an agreed-upon definition creates lots of confusion. Corporate citizens argue about what a mission is, what a vision is, and what the differences are. Yikes! Save me or stab me with a stick.

So, in the face of all that, let me finally give you the right definitions. KIDDING! There is no “right” way to do this kind of foundational writing—the exorbitant fee charged by the bloodsucking consultant claiming to have the right way notwithstanding. There are only two necessary ingredients to foundational writing: that the work is relevant to the participants and that the participants are prepared to demonstrate, through committed action, their adherence to what they created—no kidding.
Over the next couple weeks, I'll post some tips and thoughts for creating meaningful and relevant Reason for Being, BHAGs, and Values for your organization.

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Bruce Hodes Book Review: The Strategist

The Strategist: Be the Leader Your Business Needs
By Cynthia Montgomery

Typically I do not like what I call “MBA” books. These are business tomes written by professors. They are theoretical and hardly relate to the business world. Typically the case studies are complicated and irrelevant. The Strategist is different. Though written by Cynthia Montgomery, a Harvard professor, the author’s writing style is straight forward, almost conversational. 

A good business book is one which takes a simple idea, spices it up with interesting case studies and then challenges the reader to take on worthwhile and challenging work. This is exactly what the Strategist does. In a thought provoking yet easy to follow manner the author gets the reader to look at the purpose of their organization. She challenges you the reader to think through what really makes up the secret sauce of your organization. The case studies are well-crafted and focused, except for the one on Apple. After putting forth the compelling arguments for crafting an organizations purpose, the book goes on to outline how to create a strategy wheel. The simple presentation along with the focus on implementation and taking action are powerful facets of this book. 

I highly recommend this book to CEOs and executives who are interested in growing their companies and also engaging others in that journey.

Concluding Words for building Performance Oriented Cultures

So there you have it -  four steps towards building a high performance culture - staffing, teams, mission & values, and planning.  Any movement up the slope to establishing these cornerstones will prove valuable. You will also learn by doing. So do not contemplate your next steps – get going! Let us know how you do and what you are learning and developing.

Please leave your comments below or email us.

Mission & Values: the 3rd Cornerstone of Performance Oriented Cultures

Create corporate mission & values that employees are aligned with.
The foundational material—mission and values—of a company can be critical to the overall success of the organization – but they’re often forgotten. The corporate mission and values are created by the senior leadership team, captured on posters, and strategically tacked up around the building. Meanwhile, how does a corporate citizen react to this phenomenon? They see it as “Horse manure!” Whatever is in the mission or values statement is not seen as relevant to the organization’s day-to-day operations. In other words, the organization’s behavior is not congruent with its declaration of ideals.

However, at their best, a mission (or “reason for being”) and values give an organization a future to live into. This potential future galvanizes and focuses the organization. Whether or not goals are met entirely, movement toward them develops teamwork and is valuable to the company. So how do organizations get to this point?

Some of the following thinking and exercises were inspired by an article called “Building Your Company’s Vision,” by Collins and Porras, the authors of Built to Last. In the article, the authors describe how to write a reason for being and values.

When thinking about your company’s mission, think about purpose. Ask participants in your session to consider the following: What is the purpose of your organization? What would be lost if the organization ceased to exist? What kind of organization would you work for regardless if you got a salary or not, etc.

Now onto values. In this process, when I say “values,” I mean the right behaviors that will support the business in its interactions with customers and vendors. They are the conduct and beliefs that will support positive and productive interaction between employees. This conduct will support the organization in delivering its reason for being. When working with your leadership team to create values, know that you only need to create between four and six. Too many and you end up with something like you do when you mix all colors: a sort of a purplish, brownish goop.

Start out by asking the group what values they come to work with. Then ask, “If you did not have to work, would you still demonstrate those values and behaviors just because they are the right ones to have?” Here’s the kicker: “What values, because they are the right ones, would you want your children to adopt for work?”

Typically, I ask for more than a one-word answer. If the value is “integrity,” I ask the group to give me a sentence that describes what integrity means. Everyone then writes their four to six values on flipcharts and posts them on the walls.

Afterward, participants present their values and the group can ask questions. Typically, the group discovers that their values are in the same ballpark, and they find comfort and reassurance in that fact. This is good news.

The next step begins when you split the larger group into smaller groups of five to seven people to develop the organization’s values. Ask the groups: “Given our reason for being, what are the four to six behaviors and values that will truly support the business, employees, and customers? What are the ‘right’ values to have, even if they are not advantageous in some business situations?”

These do not have to incorporate or include any of the team’s individual values. They do, however, need to align with them. What this means is that organizational values and individual values cannot go head to head and oppose each other. If a company values diversity and I’m a skinhead who values white supremacy above all else, that could be a problem. However, if one of my personal values is teamwork and the company value is collaboration, clearly there is synergy and alignment.

To learn more about CMI's business planning process click here.

The 4 Cornerstones of a High Performance Culture

If culture was a pyramid there would be four cornerstones: staff, teams, purpose & values, and strategic planning. At the apex of the pyramid would be a work culture that attains performance beyond expectations. the cornerstones would be defined by the following.

1. Staffing your organization with the best employees.
2. Teams that are high performance teams
3. Corporate mission and values that everyone is aligned with
4. A complete and implemented Strategic Business Plan

Only a pyramid with all four of these cornerstones will create a foundation stable enough for an ongoing high performance culture. What follows is an explanation of how to create these four cornerstones.  These will appear in the next couple weeks of posts.

To learn more about building a high performance culture click here.

Sailing True to North

There you have it: simple yet powerful ways to create the foundational material of your organization including a discussion of the dark side of these endeavors, as well as lots of encouragement and examples of what positives can happen when this is done in a real and authentic way.

So, stay in the light and honor what you come up with. Let the written Reason for Being, Values and BHAGs be your organization’s “true north.” With this foundation you will be able to find your way in these challenging and chaotic business waters.

Happy sailing and let us know how you are doing.

For more about CMI and Bruce Hodes click here.

Get a Brand New BHAG

I like the sound of it. What is a BHAG anyway? Big Hairy Audacious Goal. BHAGs have been adopted by the business world. It is a term you hear frequently. Some have left the hair off and just refer to BAGs. Personally. I like leaving the hair in. It is a jealousy thing. A BHAG is a five- to ten-year result. BHAGs have got to light the organization up. On the face, they need to be worthwhile.

A BHAG has got to be something that fulfills on a “missing” within the organization that would be most positive when attained. It is unreasonable, yet still possible. A BHAG is not predictable, and yet its attainment would be worthwhile and gratifying. Collins and Porras say that the BHAG should have a 70% chance of happening. I have seen value for organizations in simply rolling around in this BHAG territory. It allows a Leadership Team to be audacious and put some positive, bold future results in front of the organization.

To begin the BHAG process, what you do is sit around in loin cloths and smoke a peace pipe with some very special type of tobacco. As the smoke wafts to the top of the corporate wigwam, you imagine what the company could produce and be. For real now—come back! You are actually sitting in your business-casual uniform in a generic conference room at the company or some other meeting place.

The first part of creating the BHAGs for your business is to ask individuals to speculate on what they would consider to be worthwhile goals for their organization. Ask them to consider goals that are not probable and by their very nature would require people within the organization having to live out of the Reason for Being and Values of the organization. These are the ones that were recently created. See? It is all coming together.

Again, these are charted and posted for discussion. Again, in larger groups they are synthesized and shared. A facilitator then gets involved and works with the group until there are 1–4 BHAGs . A group is created to wordsmith and fine-tune with a leader and a time frame is generated for the wordsmiths to get back with the group. This process is similar to the one utilized for creating the Reason for Being and the corporate Values.

A personal example of a BHAG and its usefulness for me personally is writing a book. When I first articulated this goal, it seemed impossible. It was not really impossible but it sure seemed that way. However I could see that engagement with this BHAG—whether it happened or not—would be beneficial.

Engagement with my BHAG would push me along. I would have articles for publishing, my blog and my newsletter. This BHAG would engage me in improving my writing. It would force me to take the next steps in developing myself as a consultant. Now I think of myself as a writer and author and so do others. This is a new development. There is still a slight chance that I will not fulfill on this BHAG, however the very engagement of it has sent my life into a completely different trajectory.

Now, Onto Values

Business people, me included, are resigned and cynical about company values being inauthentic. Ask BP. I’ll bet they have values. Enron and Arthur Anderson did, too. So, those are the horror stories of companies and organizations run amok. That is the ugly side.

I have also seen our clients—based on their articulated values—do the right thing over and over again. I have done the right things because I was standing for a value. This country has done the right thing—countless times—standing for its values of free speech and individual rights.

In this process, when we say values we mean behaviors that we expect from ourselves and others. This is conduct that will support the organization in delivering on the Reason for Being and are also, independently, the right behaviors and beliefs to have. You are only looking for 4–6. Too many and you end up with something like you do when you add all colors: sort of a purplish, brownish goop.

Start out by asking the group what values they come to work with. Then ask if they did not have to work they would still demonstrate those values and behaviors just because they are the right ones to have. Also add what values, because they are the right ones, would you want your children to adopt for work.

Typically I ask for more than a one word answer. If the value is “Integrity,” then I ask the group to give me a sentence that describes what integrity means. Everyone then writes their 3–6 values on flip-charts and posts them on the walls. Participants then present their values and the group can ask questions. Typically, the group discovers that their values are in the same ball park. There is comfort and reassurance for the group in that fact. This is good news.

The next step begins when you split the group— typically into groups of 5-7 people. Ask the groups: Given our Reason for Being, what are the 4-6 behaviors and values that will truly support the business, employees and customers? What are the right values to have, even if they are not advantageous in some business situations? These do not have to incorporate or include with any of the individual values. They do need to align.

The groups then present what they created. There is dialogue and comments. Then, similar to what was done in the Reason for Being session, organize the participants into two groups and ask them to synthesize all this input and come up with the organizations values. It can be based on what has been generated before or something new and organic.

Again, I now get directly involved demonstrating my unbelievable value. We distinguish and demonstrate commonalities between the two versions. Compile one version that contains or incorporates what the groups have created. A group is then formed to wordsmith and generate the final cut of the values. The leader of the group and their “by when” date are established. This methodology is simple, easy, and works.

For more on values click here.

Companies Need to Know Their “Reason to Be”

Let’s outline how to approach this. When thinking about the mission, think about purpose. Begin the exercise with the following questions. This can be done prior to the session. Ask participants who are coming to the “Reason for Being” session to consider the following.

1. What is the purpose of your organization? 
2. What would be lost if the organization were not in existence? What possibility would be lost if the organization went out of existence? 

Begin the “Reason for Being” session by asking each participant to consider the following: Ask them to imagine that they have enough money to support their perfect life style. Then what reason for being and company purpose would be so enlivening and engaging that the participant would work at the company for no money? What purpose would be so worthwhile that they would stay fully engaged and working tirelessly for the organization?

With certain people I have seen this question only evoke resignation. They come back with there is no reason on earth beyond money that would keep me in this organization. They then add: “Are you kidding and on drugs?” This resignation is not a good sign for their participation.

With most people, this question makes them think. The question raises interesting issues and insights. One thing that I consistently see with the generation of late-twenties to mid-thirties is their deep interest in engaging in something that will make a real difference in the world and their community.

Again, how this can be incorporated into the reason for being is the challenge. Individual answers are flip charted and posted on the walls. Then everyone reviews. Participants ask questions of each other and give feedback.

Next, the large group divides into smaller groups of five to seven. The question presented is: “If the organization ceased to exist what would be lost?” If the group needs a scenario, tell them that the company was bought and the new owner simply mothballed the company. All employees were given a severance and are ok. What has the world lost by this organization no longer being in existence? The answers are again noted and the process is repeated five more times with related questions.

I have seen this exercise get the group to real depth and insight about the impact the organization has on its customers, employees, and communities. Provocative answers rise to the surface. Ask the groups to report on what they see from this exercise. Results again are flip charted, posted and read. Questions and comments are raised. At this point, themes are emerging.

The last part of the exercise is to form new groups. At this point I typically go for two groups. The groups synthesize the work that has been done and come up with their company’s Reason for Being that would touch, move and inspire them and other employees. Here is where I get involved.

It’s a good thing I have something to do given the very big bucks that I am charging. I work with the two versions to draw out the similarities and commonalities. After I have combined it to the extent that I can, I then ask for a group of volunteers who want to form and wordsmith the final version of the company’s reason for being. They will create the final draft. A leader and a date are selected when they will present their work to the entire group for comments and feedback.

The point here is not that it is word smithed to everyone’s satisfaction. The Reason for Being has to include all the relevant points so that the group aligns behind it and engages the rest of the organization in embracing and demonstrating what it says.

For more on The Reason for Being click here.

Of Course I’m Right

Some of my thinking comes from the article “Building your Company’s Vision” by Collins and Porras, the authors of Built to Last. In it they describe how to write a reason for being, values and BHAGs. I have added spice. One of the issues with this topic is that each bloodsucking consultant—God blesses their souls because the world would be a boring place without them— has a different definition for what a mission statement, values, BHAGs etcetera, should be.

The lack of an agreed-upon definition creates lots of confusion. Corporate citizens argue about what a mission is, what a vision is and what the differences are. Then we get into what the heck a BHAG is. Yikes! Save me or stab me with that stick.

So, in the face of all that, let me finally give you the right definitions.

KIDDING! There is no right way to do this kind of foundational writing—the exorbitant fee charged by the bloodsucking consultant claiming to have the right way notwithstanding. The necessary ingredients in this exercise is that it be relevant to the participants and that they are prepared to demonstrate through committed action their adherence to what they have created— no kidding. Relevance is important, and in my way of thinking it is the only thing that is important.

Another way of thinking about this is the story about the sculptor. In this story the sculptor claims to see the piece of art that they are creating within the stone. There is this aspect to creating the mission and reason for being. It is like the Reason to Be, Values and BHAGs of the organization already exist. It has not been clearly articulated or distinguished, so that what needs to happen is that the participants work together to reveal something that already exists.

For more information about writing a company mission and vision visit the CMI Business Planning website. 

What Happened at Ralph’s

This tale begins at a ranch-style home in a suburb of Minneapolis not far from a lake. Heck nothing in Minneapolis is far from a lake. Seven key employees were attending the session. We were sitting around Ralph’s, the CEO’s, living room and were hammering out what mattered to them as a company. We were specifically working on the mission and reason for being for the firm. One of the things we discovered was that the whole decision to get into the Workman’s Compensation insurance business was because it gave leverage to the ability of this business to transform that industry.

This was an exciting possibility to Ralph. He had experience with a disability and was passionate about helping companies and workers deal with health and safety issues. The “Reason for Being” of this company became the transformation of the workman’s compensation insurance industry. This meant something to the whole group.

To support the Reason for Being, it was decided that this company was going to organize itself into real work teams. This was, at the time, a radical design and construct for the insurance industry. The “work team” design supported and leveraged the company’s ability to transform and impact their industry. It brought underwriters, nurses and sales people together working to impact the cost and quality of their workman’s compensation insurance. The design was chosen specifically to improve the service delivered to injured workers and their companies.

At the time, this company was in the forefront of their industry. Offering work to injured workers they could actually do so that they could get back to work as soonas possible was, at the time, a radical idea. In seven years, the company went from seven million to 250 million in revenue. The company went from seven employees to 200. The organization grew from one office to five. In addition, the company went public.

The success of the company had an impact on the industry. Many companies emulated their approach in managing this type of insurance. At some point the leadership of the company even began to talk as if the Workman’s Compensation industry had indeed been transformed. What was interesting was that when this occurred the vision seemed to change for Ralph and the leadership team.

In the years after the event at the suburban ranch house, this company became very corporate. It now occupied a turquoise-glass encased tower. Ralph’s corner office was all windows overlooking a park and manmade lake.

I remember the founder telling me how much he was worth. This became one of his major conversational themes. It seemed that the company, at that point, lost the magic and became just another corporation. This organization became average and ordinary—where before it was special and driven. The point is: that having a vision can drive and motivate people. However, if it is not authentic and relevant the momentum can be lost.

Here is good news. There are simple ways to facilitate leadership groups to help them come up with a purpose, values and BHAGs. Here is more good news. Whether or not this foundational material is important and relevant is to up to you and the top leaders of the company. For purpose and values to take hold within a company and shape behaviors and attitudes, employees must perceive and understand that the leadership group is actively demonstrating the Reason for Being, Values and BHAGs.

For other examples of CMI's successful clients visit our website.

Posters, Plaques, Horse Manure & Resignation?

Why the “Posters, Plaques, Horse Manure & Resignation” in this title? When I thought about the topic of mission, values and BHAGs, the above indicates my initial reaction. “Posters and Plaques” are because this is what typically happen to mission and values. They are created by the senior leadership team and then put on posters that are then put up around the building. Nice chatzkes, like plaques, coins and little statuettes, are created and emblazoned with the mission and values. These are then put on every desk throughout the organization. That can mean a lot of chatzkes.

“Horse Manure” is in the title because this is how many a corporate citizen reacts to this topic. Why? Because the connection between whatever is in the mission or values statement is not seen as being relevant to what is going on within the day-to-day operations of the organization. The behavior of the organization and what is described in the organization’s mission or values statement and their BHAGs are not seen as congruent.

Resignation is in the title because it reflects my fear that this article will not make a difference. I fear that leadership teams will still go and write these empty mission and value statements. I am scared that they will continue to be empty rollouts of these pronouncements. My biggest concern is that the mission and values will continue to be irrelevant to day-to-day operations of the business.

Enough of this tirade. It is a downer. But then it does not have to be this way. Let me be extremely positive about the mission, values and BHAGs as a potentially positive aspect of organizational life. I have seen many examples of companies and organizations where the values and mission of the organization form their heart and soul. Hey, get over yourself and your surprise and disbelief at what I am saying. I am anything other than complicated.

At its best, a Mission/Reason for Being, Values and BHAGs give an organization a future to live into. It is the thing that galvanizes and focuses the organization. A small insurance company is a case in point. This is their “Reason for Being” story and how it can galvanize and motivate an organization. It is also a morality tale of how, when a vision is delivered on, there can be implications.

Learn more about Mission/Reason for Being, Values and BHAGs by visiting the CMI Business Planning Website.

Posters, Plaques, Horse Manure & Resignation vs BHAGs, Values & Reason for Being

Mission, Values, Initiatives and Goals

What are their true purpose in an organization?  Follow my blog over the next couple months to read all about this topic.

Read more of my writing at: http://www.cmibusinessplanning.com/news.html