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	<title>Cohegic</title>
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	<link>https://cohegic.com/</link>
	<description>Management Consulting, Executive Coaching, Sales Coaching</description>
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		<title>Changing One Firm&#8217;s Corporate Culture of Individualism</title>
		<link>https://cohegic.com/changing-corporate-culture-individualism/</link>
		
		<dc:creator><![CDATA[Ravi Kathuria]]></dc:creator>
		<pubDate>Sun, 19 Nov 2023 16:32:44 +0000</pubDate>
				<category><![CDATA[Cohegic Chronicles]]></category>
		<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[Organization Design]]></category>
		<category><![CDATA[Alignment]]></category>
		<category><![CDATA[Strategy]]></category>
		<guid isPermaLink="false">https://cohegic.com/?p=2204</guid>

					<description><![CDATA[<p>In many companies, the organization design and corporate culture do not align with the strategies the company wants to implement. </p>
<p>This causes several problems and limits the company's performance. </p>
<p>The post <a href="https://cohegic.com/changing-corporate-culture-individualism/">Changing One Firm&#8217;s Corporate Culture of Individualism</a> appeared first on <a href="https://cohegic.com">Cohegic</a>.</p>
]]></description>
										<content:encoded><![CDATA[<div id="cs-content" class="cs-content"><div class="x-section e2204-e1 m1p8-0 m1p8-1"><div class="x-row e2204-e2 m1p8-3 m1p8-4 m1p8-5 m1p8-6 m1p8-9"><div class="x-row-inner"><div class="x-col e2204-e3 m1p8-m"><span class="x-image e2204-e4 m1p8-p m1p8-q"><img decoding="async" src="https://cohegic.com/wp-content/uploads/2023/11/Cohegic_Chronicles_2023-11-18.png" width="1106" height="116" alt="Image" loading="lazy"></span></div></div></div></div><div class="x-section e2204-e5 m1p8-0 m1p8-2"><div class="x-row x-container max width e2204-e6 m1p8-4 m1p8-5 m1p8-7 m1p8-a m1p8-b"><div class="x-row-inner"><div class="x-col e2204-e7 m1p8-m"><div  class="x-columnize" ><p>In companies, we often miss the obvious. We are so caught up in the way we have done things, we miss the big picture.</p>

<h3>Growth Challenge</h3>
<p>The CEO of a large technical consulting firm with hundreds of partners was struggling to generate growth. The firm was profitable, but it had reached a plateau in growing revenues.</p>
<p>The CEO engaged me to understand his firm and implement my Cohegic MethodTM to help him generate faster growth.</p>

<h3>Assessment</h3>
<p>As I studied the firm, I found the partners had excellent relationships and reputation in the marketplace. They were confident and knowledgeable, experts in their own sub-areas. They were also proud. Each partner believed — a little too much — in their own capabilities and ability to control their destiny.</p>
<p>Partners had their individual practices and teams. They did business development, found clients, serviced them, and managed their own P&amp;L. It did make the company profitable. The partners were working as hard as they could. It was not possible to wring more growth from the existing structure and culture.</p></div><div class="x-row e2204-e9 m1p8-3 m1p8-5 m1p8-8 m1p8-c m1p8-d"><div class="x-row-inner"><div class="x-col e2204-e10 m1p8-m"><hr class="x-line e2204-e11 m1p8-u"></hr><div class="x-text x-content e2204-e12 m1p8-v"><p style="text-align: right;"><span style="color: #808080;">Page 1 of 4</span></p></div></div></div></div></div></div></div></div><div class="x-section e2204-e13 m1p8-0 m1p8-2"><div class="x-row x-container max width e2204-e14 m1p8-4 m1p8-5 m1p8-7 m1p8-a m1p8-e"><div class="x-row-inner"><div class="x-col e2204-e15 m1p8-m"><div  class="x-columnize" ><h3>Strategy For Growth</h3>
<p>How would you generate more growth? Could you generate growth under the current structure?</p>
<p>The Cohesion Facet of the Cohegic Method<sup>TM</sup> requires that the organization design and corporate culture are in cohesive alignment with the goals and strategy of the organization. I could see this was lacking within the company. It would require fundamental changes.</p>
<p>As I thought about the goal to achieve growth, I remembered — You have to make the whole greater than the sum of the parts. I decided to make it the main thrust of the strategy to achieve the growth goal.</p>

<h3>Cohesion</h3>
<p>The Cohegic Method requires every strategy to be linked to a goal. Often, companies develop strategies in a vacuum without linking them to a goal. These strategies then wither on the vines. You will see ahead, why this seemingly simple linkage is critical for change management.</p>

<h3>Engine Facet</h3>
<p>The Cohegic Method’s Engine Facet covers:</p>

<ul>
 	<li>Work Processes &amp; Systems</li>
 	<li>Organization Design &amp; Skills</li>
 	<li>Corporate Culture</li>
</ul>
<p>The Engine Facet of this company was not compatible with where the company wanted to go.</p>
<p>The corporate culture was driven by individualism. The partners were lone wolves. They ate what they killed. They (and their teams) operated as individual units, separate from the other partners, often competing internally with other partners for prospects and internal resources. The senior partners threw their weight around and bullied the other teams.</p>
<p>The company’s organization design and corporate culture were not going to produce greater growth. In fact, they were the obstacles to growth.</p>
<p class="text-showcase">
&nbsp; <br/> 
<span style="font-size=300%">“</span>Unless the culture of individualism was replaced,<br />
the company could not create value<br />
greater than the sum of the parts.”
&nbsp; <br/> &nbsp; <br/>  &nbsp; <br/>
</p>


<h3></h3>
<h3>Skills Development &amp; Rewiring Habits</h3>
<p>Along with that, there was another big issue.</p>
<p>The partners were technical experts, they were not business development experts. Over the years the partners had built strong relationships, however, the relationships were at the middle management level in client organizations. They were not comfortable presenting to senior executives. Their selling skills and perspectives would need to be upgraded.</p>

<h3>Recommendation</h3>
<p>To generate growth, I recommended to the CEO, management team, and senior partners, they needed to pursue larger projects. They would need to sell to executives higher up in the client organizations and deliver projects that brought together expertise across several partner teams. These projects would command premium pricing and be longer in duration. They could become the growth avenue for the firm.</p>

<h3>Pushback</h3>
<p>The pushback was immediate, “Who would sell those projects?”</p>
<p>Large projects take time to sell and involve greater risk. Partners have one intense focus — Billability. They are operational and tactical in focus. Business development of a large project takes time, and it can erode billability in the short term.</p></div><div class="x-row e2204-e17 m1p8-3 m1p8-5 m1p8-8 m1p8-c m1p8-f"><div class="x-row-inner"><div class="x-col e2204-e18 m1p8-m"><hr class="x-line e2204-e19 m1p8-u"></hr><div class="x-text x-content e2204-e20 m1p8-v"><p style="text-align: right;"><span style="color: #808080;">Page 2 of 4</span></p></div></div></div></div></div></div></div></div><div class="x-section e2204-e21 m1p8-0 m1p8-2"><div class="x-row x-container max width e2204-e22 m1p8-4 m1p8-5 m1p8-7 m1p8-a m1p8-g"><div class="x-row-inner"><div class="x-col e2204-e23 m1p8-m"><div  class="x-columnize" ><h3>New Team</h3>
<p>I recommended they create a Sales Origination Team (SOT) that would pursue high-dollar projects. The team would be staffed by:</p>

<ul>
 	<li>Professional sales executives</li>
 	<li>High-profile subject-matter experts</li>
 	<li>Administrative staff</li>
</ul>
<p>Some of the partners would be candidates for roles in the SOT.</p>

<h3>Resistance to Change</h3>
<p>The recommendation was not accepted well. Several partners raised objections,</p>

<ul>
 	<li>“We have never done it this way!”</li>
 	<li>“This will not work.”</li>
 	<li>“Our clients will not like this!”</li>
</ul>
<p><span>“</span>We are so caught up<br />
in the way we have done things,<br />
we miss big opportunities for growth.”</p>
<p>Senior partners were afraid to lose their autonomy. They were rulers of their fiefdoms. If the change was implemented, they would be forced to be part of an organization and have to work together.</p>
<p>I pointed out that unless the culture of individualism was replaced and partners worked together, the company would not create value greater than the sum of the parts.</p>
<p>The wolves would need to hunt as a pack to take down bigger prey.</p>

<h3>A Choice to Make</h3>
<p>I stressed to the CEO and the management team that their organization design and culture, which are part of the Cohegic Method’s Engine facet, did not match the high-growth goal and associated strategy. They had a choice, either discard the goal, or make the necessary Engine changes.</p>
<p>The CEO was under pressure from the private equity investors to drive growth. The investors wanted an exit and to sell the firm in three years to the next round of investors. To increase the valuation, they needed growth. The CEO chose to press for the changes.</p>

<h3>Creating the Team</h3>
<p>I decided they needed someone from within the organization to lead the SOT as opposed to bringing in someone from the outside. It would increase the chances of success.</p>
<p>I interviewed many of the firm’s partners and then identified a senior partner who was a strategic thinker. He recognized the cultural and structural problems. He was respected and influential in the firm and had a stellar reputation outside the firm. The idea was he would sell the concept and get buy-in within the organization. This senior partner was also a strong individual. He would be able to withstand attacks against the concept and make sure the execution of the idea was carried out without internal hindrances.</p>
<p>The Sales Origination Team (SOT) was created. It was staffed within four weeks, primarily from people within the company since it was expedient to use internal resources. We hand-picked partners and other team members who were more mature and experienced than the average partner. People who could, with the proper sales coaching, think beyond the obvious and engage the client executives in a larger discussion.</p>

<h3>Implementing the Steps</h3>
<p>Then we developed the Sales Strategy, Marketing Strategy, Value Proposition Strategy, and Delivery Strategy.  We also developed a compensation plan for members of the SOT, and updated the plan for the partners and teams that were not part of the SOT.</p>

<h3>Sales Process</h3>
<p>The Cohegic Method requires work processes to be derived and aligned with the strategy.</p></div><div class="x-row e2204-e25 m1p8-3 m1p8-5 m1p8-8 m1p8-c m1p8-h"><div class="x-row-inner"><div class="x-col e2204-e26 m1p8-m"><hr class="x-line e2204-e27 m1p8-u"></hr><div class="x-text x-content e2204-e28 m1p8-v"><p style="text-align: right;"><span style="color: #808080;">Page 3 of 4</span></p></div></div></div></div></div></div></div></div><div class="x-section e2204-e29 m1p8-0 m1p8-2"><div class="x-row x-container max width e2204-e30 m1p8-4 m1p8-5 m1p8-7 m1p8-a m1p8-i"><div class="x-row-inner"><div class="x-col e2204-e31 m1p8-m"><div  class="x-columnize" ><p>We developed a new and detailed Sales Process that was cohesively aligned with the Sales Strategy.</p>

<h3>Sales Coaching</h3>
<p>Since the team did not have professional sales experience, I took the team through Sales Coaching with the goal to rewire their techniques, habits and mindsets. Selling to senior executives is very different from selling to middle management. Also, the size and scale of the projects meant the sales approach had to be different from what they were accustomed to. They needed to learn a new way of selling.</p>

<h3>Sales Metrics</h3>
<p>In many companies, sales metrics are lagging indicators. These traditional metrics do not provide strategic insight into the sales pipeline. We developed sales metrics that would measure the leading indicators to tell us in detail whether the sales strategy was succeeding. It is important to pick the right metrics.</p>

<h3>Results</h3>
<p>Once the initial resistance wore off, the creation of this team began to generate a lot of energy and excitement. The team was unshackled from billability pressures and was able to fully devote themselves to business development.</p>
<p>In less than three months, they started landing projects that were twice the size of what a partner was bringing in on average. More importantly, their pipeline grew much larger. It took seven months for them to win the first large project that was nine times larger than the average project. After that, there was no looking back.</p>
<p>The creation of the new Sales Origination Team paid off and allowed them to pursue projects with a greater scope.</p>
<p>Milestones were met quicker.</p>
<p>Relationships were built faster.</p>
<p>Revenues doubled and the perception of the company in the marketplace grew dramatically.</p>
<p>It was a huge win!</p>

<h3>Your Organization?</h3>
<p>Where does your organization stand? Are your organization design and corporate culture in cohesive alignment with your goals and strategies?</p>
<p>If you would like advice and guidance on how the Cohegic Method<sup>TM</sup> can help your company perform at the next level, please contact Cohegic to set up a meeting with me.</p></div></div></div></div><div class="x-row x-container max width e2204-e33 m1p8-3 m1p8-5 m1p8-8 m1p8-c m1p8-j"><div class="x-row-inner"><div class="x-col e2204-e34 m1p8-m"><hr class="x-line e2204-e35 m1p8-u"></hr><div class="x-text x-content e2204-e36 m1p8-v"><p style="text-align: right;"><span style="color: #808080;">Page 4 of 4</span></p></div></div></div></div><div class="x-row e2204-e37 m1p8-3 m1p8-5 m1p8-8 m1p8-c m1p8-k"><div class="x-row-inner"><div class="x-col e2204-e38 m1p8-m"><hr class="x-line e2204-e39 m1p8-w"></hr></div></div></div><div class="x-row x-container max width e2204-e40 m1p8-3 m1p8-5 m1p8-8 m1p8-c m1p8-l"><div class="x-row-inner"><div class="x-col e2204-e41 m1p8-m m1p8-n"><div class="x-text x-content e2204-e42 m1p8-v"><h2>RAVI KATHURIA</h2>
<p>Quoted in The Wall Street Journal, Barron’s, Forbes, and WorldNews, <a href="https://cohegic.com/about-ravi/" target="_blank" rel="noopener">Ravi Kathuria</a> is a recognized thought leader.</p>
<p>Featured on the BusinessMakers show, CBS Radio, and Nightly Business Report, he is the author of the highly acclaimed book, <a href="https://cohegic.com/book/" target="_blank" rel="noopener">How Cohesive is Your Company?</a></p>
<p>Kathuria is the president of Cohegic, a management consulting, executive and sales coaching firm, and president of the Houston Strategy Forum.</p>
<p>A thought provoking and vivacious speaker, he has captivated audiences at conferences, events and corporate meetings.</p>
<p style="text-align: right;"></p></div></div><div class="x-col e2204-e43 m1p8-m m1p8-o"><a class="x-image e2204-e44 m1p8-q m1p8-r m1p8-s" href="https://cohegic.com/about-ravi/" target="_blank"><img decoding="async" src="https://cohegic.com/wp-content/uploads/2023/11/Ravi_2023-03-30.jpg" width="268" height="269" alt="Image" loading="lazy"></a><a class="x-image e2204-e45 m1p8-q m1p8-r m1p8-t" href="https://cohegic.com/book/" target="_blank"><img decoding="async" src="https://cohegic.com/wp-content/uploads/2016/06/HowCohesiveIsYourCompany.jpg" width="152" height="225" alt="Image" loading="lazy"></a></div></div></div></div></div>
<p>The post <a href="https://cohegic.com/changing-corporate-culture-individualism/">Changing One Firm&#8217;s Corporate Culture of Individualism</a> appeared first on <a href="https://cohegic.com">Cohegic</a>.</p>
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		<title>Self-Induced Pressure</title>
		<link>https://cohegic.com/self-induced-pressure/</link>
		
		<dc:creator><![CDATA[Ravi Kathuria]]></dc:creator>
		<pubDate>Sun, 21 Jun 2020 04:00:59 +0000</pubDate>
				<category><![CDATA[Executive Coaching]]></category>
		<category><![CDATA[Single-Post]]></category>
		<guid isPermaLink="false">https://cohegic.com/CWP/?p=2174</guid>

					<description><![CDATA[<p>Life puts a lot of pressure on us, but many times our self-induced pressure is a lot higher. Strive for the best, but make sure your own expectations do not become your nemesis.</p>
<p>The post <a href="https://cohegic.com/self-induced-pressure/">Self-Induced Pressure</a> appeared first on <a href="https://cohegic.com">Cohegic</a>.</p>
]]></description>
										<content:encoded><![CDATA[<div id="cs-content" class="cs-content"><div class="x-section e2174-e1 m1oe-0"><div class="x-row x-container max width e2174-e2 m1oe-1 m1oe-2"><div class="x-row-inner"><div class="x-col e2174-e3 m1oe-3"><div  class="x-columnize" ><p>Life puts a lot of pressure on us, but many times our self-induced pressure is a lot higher.</p>
<p>Let me share an analogy that I heard just last night.</p>
<p>When there are a lot of rocks and pebbles on a dirt road, a good, strong shoe will allow you to walk over it comfortably.</p>
<p>However, if in a good, strong shoe, there is even one stone inside, then even on a smooth, paved road it is very difficult to walk.</p>
<p>We can often face the challenges outside, but it is the weaknesses within that undermine us completely.</p>
<p>Self-induced pressure is one such stone that can cause us great problems. We do not even realize the amount of pressure we put on ourselves and how it affects our decision making, our success and our peace-of-mind.</p>
<p>In my career, I have coached may executives, and I have seen this phenomenon many times.</p>
<p>Let me share a couple of examples.</p>

<h4>Compensation</h4>
<p>I was coaching a successful CEO who was leading the company well, but he was putting a lot of pressure on himself because he was distressed about his compensation.</p>
<p>The board had decided the annual bonus for Ken, but he was expecting at least three times the amount. The company had a very successful year.</p>
<p>Ken was unhappy because he felt the board was not valuing him enough. He thought they were overlooking the progress he had made and were shortchanging him.</p>
<p>I looked at the revenues and profits for the company, and the CEO’s compensation, and Ken was justified in thinking the bonus should be higher.</p>
<p>The problem was not that he was right, the problem was that he had become emotional and egoistic. In the board meeting, he had gotten a little ahead of himself, and then a couple of board members decided to dig their heels in. They wanted to send a message, and Ken didn’t like the message.</p>
<p>Ken felt slighted. How could the board disregard his value? He was upset, he was furious. It was an epic battle of egos. Ken was upset enough that he wanted to turn in his resignation. He was generating a lot of pressure on himself. It was difficult for him to climb down.</p>
<p>Hasn’t that happened to all of us. Sometimes, we are wrong, but we don’t want to admit and accept it. At other times, we are right, and because we are right, we get stuck in a stubborn cycle.</p>
<p>The problem is, in our righteousness, the decisions we take cause more harm than good. Ken was willing to walk away from all the hard work he had put into the company. That did not make sense.</p>
<p>Watch yourself, build a little self-awareness. It is important to understand the situation. Recognize if you are making the situation more difficult for yourself. Watch if your ego won’t let you accept a compromise or a solution that is less than what you want.</p>
<p>So many times, we let our ego get the better of us. Our mind can be our biggest friend or our biggest enemy.</p>
<p>You might be wondering what happened to Ken. Well after a lot of conversations, I walked Ken back from the edge of the precipice. He realized in his anger he was going to make a big mistake. He took the bonus they gave, and then waited for the right time.</p>
<p>Seven months later, he got an opportunity. With a calmer, less emotional mind, and an amenable board, he renegotiated a bonus scheme that would compensate him to his expectations.</p>
<p>Become self-aware. Learn to manage your mind. That way you will find more success. And, yes, seek an executive coach if you need help to calm your mind.</p>

<h4>Investments</h4>
<p>Self-induced pressure can destroy our peace-of-mind and our relationships.</p>
<p>Aaron was the CEO of a small real estate company. He was looking to aggressively grow the company, so he decided to increase his investments significantly. However, the following year the financial crisis hit.</p>
<p>Aaron’s investments were never at risk, but the rate of return was not going to be anywhere close to what he had projected. This bothered him to no end.</p>
<p>He became irritable and was short with his staff. He blamed his team for not stopping him, though the fact was he made all the decisions. The team did the research, but the final investing decision was his. He began to question his timing and judgement.</p>
<p>That was not all, it affected his relationships at home. It became a problem.</p>
<p>Aaron was unhappy about the financial crisis. He was caught in the cycle of could-haves and should-haves. Only if he had waited a year to invest, he could have picked up the properties at a lower price.</p>
<p>There is no end to that thinking. Aaron put so much pressure on himself he was risking his relationships.</p>
<p>Aaron had to realize, life does not go according to plan. He was disciplined enough where he did not take undue risk. His company could still handle. That was not the problem, the problem was his own expectations. He had fantasized about how the investments would fare and they were not performing anywhere close to his vision. It was eating him on the inside.</p>
<p>Finally, Aaron realized he needed to step back. He needed to accept the situation and live with his investments and wait for the economy to pick up. Which it did and his company did fine. All his complaining and regret was a waste. All it did was torture him.</p>
<p>We all need to learn what our mind can do to us. If we do not manage our mind, we can lose a lot more than we originally lost.</p>

<h4>Self-Induced Pressure</h4>
<p>We must watch for self-induced pressure. When we put a lot of pressure on ourselves our emotions take over and then it becomes difficult for us to break through the vicious cycle.</p>

<h4>Risking Your Peace-of-Mind</h4>
<p>Generating or creating pressure on yourself can have major repercussions. We could lose a lot more if we are not careful. We can take actions and decisions that can be harmful.</p>
<p>The biggest damage we do to ourselves is we lose our peace. We ruin our life for ourselves. We can have a great life, be successful, and yet if we put excessive pressure on ourselves it can compromise our state of mind.</p>
<p>Your peace of mind is your most valuable asset. Letting self-induced pressure steal your peace of mind is a huge mistake.</p>

<h4>Transform Your Thinking</h4>
<p>We always want the best from life. But sometimes, it’s our own expectations that cause the most damage. We trap ourselves in our own expectations. Strive for the best, but make sure your own expectations do not become your nemesis.</p>

<h4>Self-awareness</h4>
<p>So how do we reduce self-induced pressure? Become self-aware.</p>
<p>You need to realize how your mind thinks. You need to watch yourself and start recognizing the pressure you put on yourself.</p>
<p>Will your pressure disappear overnight? No, of course not. Like anything else, you have to form a habit of thinking differently.</p>
<p>Should you stop yourself from aspiring higher. No, not at all. Though, always remember aspirations are there for you, you are not there for your aspirations. Let me say that differently, you and your peace-of-mind are much more important than your aspirations. Aspire but do not let aspirations become such a huge burden that they debilitate you. Be vigilant. Be the boss of your aspirations.</p>
<p>Passion is far superior than obsession!</p>
<p>— By Ravi Kathuria, Author, <a href="https://cohegic.com/book/">“How Cohesive is Your Company?”</a></p></div></div></div></div></div></div>
<p>The post <a href="https://cohegic.com/self-induced-pressure/">Self-Induced Pressure</a> appeared first on <a href="https://cohegic.com">Cohegic</a>.</p>
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		<title>5 Steps for Leading Your Company During the Coronavirus Crisis</title>
		<link>https://cohegic.com/5-steps-for-leading-your-company-during-the-coronavirus-crisis/</link>
		
		<dc:creator><![CDATA[Ravi Kathuria]]></dc:creator>
		<pubDate>Sun, 31 May 2020 13:43:01 +0000</pubDate>
				<category><![CDATA[Executive Coaching]]></category>
		<guid isPermaLink="false">https://cohegic.com/CWP/?p=2167</guid>

					<description><![CDATA[<p>Coronavirus and the economic conditions are forcing tectonic changes in companies and industries. How should you manage this change? I discuss five steps, the last one is absolutely critical for you to consider.</p>
<p>The post <a href="https://cohegic.com/5-steps-for-leading-your-company-during-the-coronavirus-crisis/">5 Steps for Leading Your Company During the Coronavirus Crisis</a> appeared first on <a href="https://cohegic.com">Cohegic</a>.</p>
]]></description>
										<content:encoded><![CDATA[<div id="cs-content" class="cs-content"><div class="x-section e2167-e1 m1o7-0"><div class="x-row x-container max width e2167-e2 m1o7-1 m1o7-2"><div class="x-row-inner"><div class="x-col e2167-e3 m1o7-3"><div  class="x-columnize" ><p>Coronavirus and the economic conditions are forcing tectonic changes in companies and industries. As a leader, how should you manage this change?</p>
<p>I discuss five steps, the last one is absolutely critical for you to consider.</p>

<h5>Focus, Focus, Focus</h5>
<p>You must drive intense focus during these times. And, no, focus on cost cutting is not sufficient. That is a tactical focus. You need intense strategic focus.</p>

<h5>1. Clear DNA</h5>
<p>Is your business DNA as crisply defined as it needs to be? In such times, having a crystal-clear business DNA can be a savior. So, revisit your business DNA, dust it up, clean it up and let it be the North Star for the company. Otherwise, in the confusion, the company will make decisions and take actions that can cause irreversible damage to the company’s core fabric and its long-term prospects.</p>

<h5>2. Strategic Plan</h5>
<p>During normal times, people in the company focus on different aspect of what drives the business. Everyone has their pet projects, and their own interpretation of what is important to the customer and how to create value.</p>
<p>Well, now is not the time to have different interpretations. Everyone must be on the same page, and it should be crystal-clear what the organization must accomplish.</p>
<p>Sharpen your strategy to the point where it is like a laser. Develop a clear strategic plan — with short-term objectives, metrics, and targets. Making sure people stay focused will help them deal with the stress of Coronavirus. Otherwise, they will drift in their activities and it will lead to poor productivity.</p>
<p>In times of stress, guarding productivity is your biggest challenge as a CEO.</p>

<h5>3. Infrastructural Changes</h5>
<p>Carefully think about the infrastructural changes you might need to make. This is not business as usual.</p>
<p>Redesign your sales process. Understand how customers are changing and re-understand what is important to customers. Do not make assumptions, because mistakes at this time will be very expensive.</p>
<p>How should you change the internal operational work processes? How can you drive efficiency? Do your software systems need to be simplified so it lends to more efficiency?</p>
<p>How should the customer service process change? How can you provide an extra level of service during this time of need to customers without incurring more costs? What are the creative ways to keep customers close to you?</p>

<h5>4. Work-place Culture</h5>
<p>Driving change and focus during normal times is difficult because you face resistance and people have their own agendas.</p>
<p>Never waste a crisis, as the saying goes. Use this as an opportunity to drive change and streamline the organization. Drive cultural changes that have thwarted you in the past.</p>

<h5>5. Managing Stress &amp; Anxiety</h5>
<p>This is the most important point.</p>
<p>A recent report shared, a third of all Americans are now showing signs of clinical anxiety and depression due to the Coronavirus situation.</p>
<p>Recognize, everyone is under stress — your team, your customers, and your suppliers, and — you. First start with you. As the leader, you are under tremendous stress. Recognize that. Accept that. Work on reducing your stress and anxiety. Recognize your team is under stress. Take steps to help them become peaceful.</p>
<p>Make sure stress and anxiety are on your radar. If you do not address this, because it is under the covers, none of the previous four points are going to help.</p>
<p>Make sure you and your people feel secure.</p>

<h5>Questions and Comments</h5>
<p>If you have questions and comments, please let me know. Please subscribe to the YouTube/Facebook/LinkedIn channels for more videos and articles. Thank you.</p>
<p>— By Ravi Kathuria, Author, <a href="https://cohegic.com/book/">“How Cohesive is Your Company?”</a></p></div></div></div></div></div></div>
<p>The post <a href="https://cohegic.com/5-steps-for-leading-your-company-during-the-coronavirus-crisis/">5 Steps for Leading Your Company During the Coronavirus Crisis</a> appeared first on <a href="https://cohegic.com">Cohegic</a>.</p>
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		<title>Leadership — Deal-Maker CEO</title>
		<link>https://cohegic.com/leadership-deal-maker-ceo-video/</link>
		
		<dc:creator><![CDATA[Ravi Kathuria]]></dc:creator>
		<pubDate>Thu, 23 Apr 2020 18:26:59 +0000</pubDate>
				<category><![CDATA[Executive Coaching]]></category>
		<guid isPermaLink="false">https://cohegic.com/CWP/?p=2156</guid>

					<description><![CDATA[<p>For an executive to step down from the CEO role or not pursue it because they do not have the skills or the appetite for it is rare. And, that is what creates challenges in so many companies.</p>
<p>The post <a href="https://cohegic.com/leadership-deal-maker-ceo-video/">Leadership — Deal-Maker CEO</a> appeared first on <a href="https://cohegic.com">Cohegic</a>.</p>
]]></description>
										<content:encoded><![CDATA[<div id="cs-content" class="cs-content"><div class="x-section e2156-e1 m1nw-0"><div class="x-row x-container max width e2156-e2 m1nw-1 m1nw-2"><div class="x-row-inner"><div class="x-col e2156-e3 m1nw-3"><div  class="x-columnize" ><h4>Deal-Maker CEO</h4>
<p>I knew a CEO who was a great deal maker. This was a very successful and rich man.</p>

<h5>Great Functional Skills</h5>
<p>He liked making deals, and spending time with clients. He would like to get on a plane and meet with customers all over the world. He was a great salesman.</p>

<h5>CEO Duties</h5>
<p>He had a team of nine direct reports, all very senior executives with deep experience. The thing he did not like to do was manage the organization.</p>

<h5>Office Politics</h5>
<p>The problem was this team did not work well each other. There was a lot of office politics and there was no one to manage it because the CEO was always travelling.</p>
<p>When I asked him about it, he said, “I am not a baby-sitter, they are all adults, I expect them to fix the issues.” The issues never did fix themselves. The in-fighting became a huge problem.</p>

<h5>Lacked Skills/Interest</h5>
<p>As I understood the CEO, I realized he lacked the skills to manage the team, and he did not like the task of rolling up his sleeves and working on the organization.</p>
<p>It’s like parents who want to determine how their kids grow up but are never around to make it happen.</p>
<p>The CEO saw selling as glamorous, he was good at it. Operations and dealing with office challenges was not for him.</p>

<h5></h5>
<p>And, needless to say, he was not willing to step down from the role of the CEO and become the head of sales. That did not fit with his self-esteem.</p>
<p>He also did not want to appoint a president/COO. He wanted to hold on to the direct power.</p>
<p>After a few months, the CEO was let go. The team was reorganized, and a new CEO was brought in from the outside.</p>

<h4>CEO Prestige</h4>
<p>In the corporate world, being the CEO, being the boss comes with great power and prestige.</p>
<p>For an executive to step down from the CEO role or not pursue it because they do not have the skills or the appetite for it is rare. And, that is what creates challenges in so many companies.</p>

<h5>Am I good for the Role?</h5>
<p>We have executives in roles they should not be in. Every CEO who wants to be a good leader and set an example, must first ask themselves, am I the best person to be in this role. Do I have the skills? Am I willing to accept all the duties that are required, or am I going to shirk away from my responsibilities?</p>
<p>Am I dreaming? Fair enough.</p>

<h5>Board Responsibilities</h5>
<p>That is where the board must step in. They need to understand what the requirements of a CEO’s role are and then make sure the current CEO can fulfill those requirements.</p>
<p>Even Fortune 500 boards make mistakes on appointing executives as CEOs who should be doing other impactful roles in the organization.</p>

<h5>Value Other Roles</h5>
<p>The CEO role is a very important role, but the board should make sure the other roles are given enough importance, so executives can find the best seat on the bus that matches their skills and more importantly creates the maximum value for the organization.</p>

<h5>Right Culture</h5>
<p>I knew of a company where an executive who reported to the CEO was paid more than the CEO because of the value being created. The CEO was the one who set it up that way.</p>
<p>The board must setup the right culture where this is possible.</p>

<h4>Startup CEO</h4>
<p>If you are the founder, ask yourself if you are the best person to be CEO. Perhaps there is another role that suits you better. Make sure you do not become the reason why your idea and company do not succeed.</p>

<h4>Hire a Coach</h4>
<p>If you are a CEO, hire a coach to help you and your team determine the best roles that create maximum value for the individual and the organization.</p>
<p>— By Ravi Kathuria, Author, <a href="https://cohegic.com/book/">“How Cohesive is Your Company?”</a></p></div></div></div></div></div></div>
<p>The post <a href="https://cohegic.com/leadership-deal-maker-ceo-video/">Leadership — Deal-Maker CEO</a> appeared first on <a href="https://cohegic.com">Cohegic</a>.</p>
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		<title>Leadership — Amateur or Professional?</title>
		<link>https://cohegic.com/leadership-amateur-or-professional-video/</link>
		
		<dc:creator><![CDATA[Ravi Kathuria]]></dc:creator>
		<pubDate>Sun, 19 Apr 2020 17:39:56 +0000</pubDate>
				<category><![CDATA[Executive Coaching]]></category>
		<guid isPermaLink="false">https://cohegic.com/CWP/?p=2148</guid>

					<description><![CDATA[<p>Are you an amateur or a professional leader? </p>
<p>I have seen many executives, including CEOs, who have twenty years of experience but are still executing at the same level for twenty years. They have not gained proficiency in leadership.</p>
<p>The post <a href="https://cohegic.com/leadership-amateur-or-professional-video/">Leadership — Amateur or Professional?</a> appeared first on <a href="https://cohegic.com">Cohegic</a>.</p>
]]></description>
										<content:encoded><![CDATA[<div id="cs-content" class="cs-content"><div class="x-section e2148-e1 m1no-0"><div class="x-row x-container max width e2148-e2 m1no-1 m1no-2 m1no-3"><div class="x-row-inner"><div class="x-col e2148-e3 m1no-5"><h2  class="h-feature-headline h3" ><span><i class="x-icon-lightbulb-o" data-x-icon-o="&#xf0eb;" ></i>Do you consider yourself as an amateur or a professional leader? </span></h2></div></div></div></div><div class="x-section e2148-e5 m1no-0"><div class="x-row x-container max width e2148-e6 m1no-1 m1no-2 m1no-4"><div class="x-row-inner"><div class="x-col e2148-e7 m1no-5"><div  class="x-columnize" ><h4>Difference between an Amateur and a Professional?</h4>
<p>Can you tell me what is the difference between an amateur and professional sports player? I know, you are probably thinking a professional gets paid.</p>
<p>What I am asking is the difference in their level of playing. Amateurs and professionals play the same game, same rules. Then what separates a professional — what is a professional doing that an amateur does not do?</p>
<p>Working with the same ingredients, what does a professional chef do that an amateur chef does not do? What does a professional investor do that an amateur does not?</p>

<h4>Definition of a Professional</h4>
<p>The dictionary definition of a professional is someone who is proficient, skilled, trained, specialist, an expert, and one who is systematic!</p>

<h4>Are you an Amateur or Professional Leader?</h4>
<p>Now, ask yourself, are you an amateur or a professional leader?</p>
<p>I have seen many executives, including CEOs, who have twenty years of experience, but are still executing at the same level for twenty years. They have not gained proficiency in leadership.</p>
<p>So many executives treat leadership as something that happens by default. They are being amateurs when they do not ask themselves, am I proficient as a leader? What do I need to do to become a great leader? Do you ask yourself that?</p>

<h4>Amateur versus Professional Leaders</h4>
<h5>Leading versus presiding</h5>
<p>Amateurs preside. Professional leaders lead — actively and proactively. They understand their role, their responsibilities, their obligations as a leader, and their calling.</p>

<h5>Self-awareness</h5>
<p>Amateurs are clueless, they do not understand themselves. Great leaders have self-awareness. I did a detailed video on self-awareness, please watch it.</p>

<h5>Systematic versus Instinctual</h5>
<p>Amateurs act on instinct. Professionals add a systematic, structured approach to support their instincts and intuitions.</p>

<h5>Connect all Elements</h5>
<p>A leader must use a systematic method to connect all the strategic elements in the business, so everyone can see the logical flow and connect with it. Otherwise, such a leader will cause confusion and become a hindrance.</p>
<p>Do you have a systematic approach to leadership, or do you wing it and hope it is good enough? Every amateur swings at the ball and hopes it is good enough.</p>

<h5>Functional versus Holistic</h5>
<p>An amateur leader leads on the basis of his/her functional expertise. A chief financial officer who becomes CEO views the organization as a financial problem. A chief marketing officer who becomes CEO sees it as a marketing problem. Such leaders develop a skewed focus.</p>
<p>A professional leader appreciates and values all aspects of the business, and stiches them all together.</p>

<h5>Grow, Learn.</h5>
<p>Become a professional leader. Learn. Grow your leadership skills. Hire a coach to help you become a professional leader.</p>
<p>All the best. Thank you.</p>
<p>— By Ravi Kathuria, Author, <a href="https://cohegic.com/book/">“How Cohesive is Your Company?”</a></p></div></div></div></div></div></div>
<p>The post <a href="https://cohegic.com/leadership-amateur-or-professional-video/">Leadership — Amateur or Professional?</a> appeared first on <a href="https://cohegic.com">Cohegic</a>.</p>
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		<title>Article: Leadership &#8211; Self-Awareness</title>
		<link>https://cohegic.com/article-leadership-understanding-yourself/</link>
		
		<dc:creator><![CDATA[Ravi Kathuria]]></dc:creator>
		<pubDate>Tue, 07 Apr 2020 22:57:15 +0000</pubDate>
				<category><![CDATA[Executive Coaching]]></category>
		<guid isPermaLink="false">https://cohegic.com/CWP/?p=2110</guid>

					<description><![CDATA[<p>Being self-aware is one of the most important characteristics of a leader. Few executives possess the ability to see their own actions and thoughts in a dispassionate manner. Become a great leader, become self-aware.</p>
<p>The post <a href="https://cohegic.com/article-leadership-understanding-yourself/">Article: Leadership &#8211; Self-Awareness</a> appeared first on <a href="https://cohegic.com">Cohegic</a>.</p>
]]></description>
										<content:encoded><![CDATA[<div id="cs-content" class="cs-content"><div class="x-section e2110-e1 m1mm-0"><div class="x-row x-container max width e2110-e2 m1mm-1 m1mm-2 m1mm-3"><div class="x-row-inner"><div class="x-col e2110-e3 m1mm-5"><h2  class="h-feature-headline cs-ta-center h3" ><span><i class="x-icon-lightbulb-o" data-x-icon-o="&#xf0eb;" ></i>YOU WILL NOT BE A GREAT LEADER 
— UNTIL YOU UNDERSTAND YOURSELF </span></h2></div></div></div></div><div class="x-section e2110-e5 m1mm-0"><div class="x-row x-container max width e2110-e6 m1mm-1 m1mm-2 m1mm-4"><div class="x-row-inner"><div class="x-col e2110-e7 m1mm-5"><div  class="x-columnize" ><p>Many executives who find themselves in leadership positions, assume they must be good or even great leaders. However, leadership is a difficult challenge that requires constant vigil. It is similar to participating in the bull riding sport at the annual Rodeo. The belligerent bull represents the ever-changing circumstances leaders face, and the body of the rider represents the executive's sense of where he or she is. To ride the bull and to be a great leader, you have to manage circumstances and be acutely self-aware.</p>

<h3>Leadership Journey</h3>
<p>How well are you progressing on your leadership journey? How well have you grown as a leader in the last year? If you haven't asked yourself that question, you are shortchanging your organization, team and yourself. If you believe you know all there is to know about leadership, you probably are in more need of learning than any other leader. Intellectual brilliance is no guarantee against being dead wrong.</p>

<h3>Becoming Self-Aware</h3>
<p>Leadership is as much about you as it is about others. It is the mechanism through which you may ultimately transform yourself. If you fail to keep discovering more about who you are, you will fail to keep improving as a leader. Being self-aware is one of the most important characteristics of a leader. Few executives possess the ability to see their own actions and thoughts in a dispassionate manner. As a result, they never realize how they are being swayed by their emotions of greed, fear, jealousy, insecurity, hubris and ego. We have emotions and past experiences buried multiple layers deep in our minds. In many cases, we never realize why we react to circumstances in ways completely contrary to the values we subscribe to.</p>
<p>Many CEOs who stoutly claimed integrity as one of their core values in public presentations, could not prevent themselves from cheating their companies and shareholders. In those situations, their emotions overcame their intellect. It is worth repeating, leadership is as much about you as it is about others. Unless you understand the layers within yourself, you will be a superficial leader at best.</p>
<p>Some basic questions to start with: How much of your own Kool-Aid are you drinking? What aspects of your personality prevents others from contributing fully to your initiatives? Which areas of work you refuse to let go even though they are not your strengths? How honest have you been about your weaknesses, and how are you working to address them? How willing are you to accept responsibility for your actions and thinking, and how open are you to changing yourself? How aware are you of the unintended consequences of your actions, thinking and directions?</p>
<p>Leadership is about connecting with others at a fundamental level. If you are a superficial leader, you might be able to push your subordinates to perform their tasks, however, you won't be able to find a way to motivate them to follow you and stay with you through difficult times. Their association with you will be strictly opportunistic.</p>

<h3>Passion not Obsession</h3>
<p>You must have passion, not obsession. It is a fine line. When you are blindly in love with yourself, your position, company or product, that’s when you are most likely to commit a big, fatal mistake.</p>
<p>Like the Rodeo rider, be aware of yourself, otherwise the metaphorical bull of circumstances will throw you off its back.</p>
<p>— By Ravi Kathuria, Author, <a href="https://cohegic.com/book/">“How Cohesive is Your Company?”</a></p></div></div></div></div></div></div>
<p>The post <a href="https://cohegic.com/article-leadership-understanding-yourself/">Article: Leadership &#8211; Self-Awareness</a> appeared first on <a href="https://cohegic.com">Cohegic</a>.</p>
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		<title>Sales Training PDF</title>
		<link>https://cohegic.com/sales-training-pdf/</link>
		
		<dc:creator><![CDATA[Ravi Kathuria]]></dc:creator>
		<pubDate>Sun, 05 Apr 2020 01:57:17 +0000</pubDate>
				<category><![CDATA[Sales-Training-Coaching]]></category>
		<guid isPermaLink="false">https://cohegic.com/CWP/?p=2097</guid>

					<description><![CDATA[<p>Downloadable Sales Training and Coaching PDF Brochure.</p>
<p>The post <a href="https://cohegic.com/sales-training-pdf/">Sales Training PDF</a> appeared first on <a href="https://cohegic.com">Cohegic</a>.</p>
]]></description>
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<p>The post <a href="https://cohegic.com/sales-training-pdf/">Sales Training PDF</a> appeared first on <a href="https://cohegic.com">Cohegic</a>.</p>
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		<title>Executive Coaching PDF</title>
		<link>https://cohegic.com/executive-coaching-pdf/</link>
		
		<dc:creator><![CDATA[Ravi Kathuria]]></dc:creator>
		<pubDate>Sun, 05 Apr 2020 01:28:04 +0000</pubDate>
				<category><![CDATA[Executive Coaching]]></category>
		<guid isPermaLink="false">https://cohegic.com/CWP/?p=2083</guid>

					<description><![CDATA[<p>A downloadable pdf executive coaching brochure.</p>
<p>The post <a href="https://cohegic.com/executive-coaching-pdf/">Executive Coaching PDF</a> appeared first on <a href="https://cohegic.com">Cohegic</a>.</p>
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<p>The post <a href="https://cohegic.com/executive-coaching-pdf/">Executive Coaching PDF</a> appeared first on <a href="https://cohegic.com">Cohegic</a>.</p>
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		<title>Executive Coaching</title>
		<link>https://cohegic.com/executive-coaching-page/</link>
		
		<dc:creator><![CDATA[Ravi Kathuria]]></dc:creator>
		<pubDate>Sat, 04 Apr 2020 23:53:48 +0000</pubDate>
				<category><![CDATA[Executive Coaching]]></category>
		<guid isPermaLink="false">https://cohegic.com/CWP/?p=2053</guid>

					<description><![CDATA[<p>Executive coaching: Traits of a good executive coach. How Cohegic and Ravi Kathuria's coaching is better.</p>
<p>The post <a href="https://cohegic.com/executive-coaching-page/">Executive Coaching</a> appeared first on <a href="https://cohegic.com">Cohegic</a>.</p>
]]></description>
										<content:encoded><![CDATA[<div id="cs-content" class="cs-content"><div class="x-section e2053-e1 m1l1-0"><div class="x-row x-container max width e2053-e2 m1l1-1 m1l1-2 m1l1-3 m1l1-4"><div class="x-row-inner"><div class="x-col e2053-e3 m1l1-i"><h1  class="h-custom-headline h1" ><span>Do You Need an Executive Coach?</span></h1><div id="" class="x-text" style="" ><p>What is your strategy to deal with the business challenges and stressful environments?</p>
<p>What is your plan to grow yourself?</p>
</div></div></div></div></div><div class="x-section e2053-e6 m1l1-0"><div class="x-row x-container max width e2053-e7 m1l1-1 m1l1-2 m1l1-3 m1l1-5"><div class="x-row-inner"><div class="x-col e2053-e8 m1l1-i"><h1  class="h-custom-headline h1" ><span>Why use an Executive Coach?</span></h1><hr  class="x-gap" style="margin: 50px 0 0 0;"><h2  class="h-custom-headline h2" ><span>A Coach is Your Mirror
</span></h2></div></div></div><div class="x-row x-container max width e2053-e12 m1l1-1 m1l1-2 m1l1-3 m1l1-6"><div class="x-row-inner"><div class="x-col e2053-e13 m1l1-i"><div id="" class="x-text text-showcase" style="" ><p >“To be a top-notch leader you must<br />
clearly understand<br />
the layers within yourself.”</p>
</div></div><div class="x-col e2053-e15 m1l1-i"><div id="" class="x-text" style="" ><p><img fetchpriority="high" decoding="async" src="https://cohegic.com/wp-content/uploads/2020/04/Coaching_MirrorReflection-300x204.jpg" alt="" width="400" height="272" class="alignright wp-image-2103" srcset="https://cohegic.com/wp-content/uploads/2020/04/Coaching_MirrorReflection-300x204.jpg 300w, https://cohegic.com/wp-content/uploads/2020/04/Coaching_MirrorReflection-1024x696.jpg 1024w, https://cohegic.com/wp-content/uploads/2020/04/Coaching_MirrorReflection-768x522.jpg 768w, https://cohegic.com/wp-content/uploads/2020/04/Coaching_MirrorReflection-100x68.jpg 100w, https://cohegic.com/wp-content/uploads/2020/04/Coaching_MirrorReflection-974x662.jpg 974w, https://cohegic.com/wp-content/uploads/2020/04/Coaching_MirrorReflection.jpg 1275w" sizes="(max-width: 400px) 100vw, 400px" />Leadership is as much about you as it is about others. Great leaders understand themselves clearly. They understand their strength and weaknesses, aspirations and fears. They understand what drives them and what depletes their energy.</p>
<p>Every executive has weaknesses and strengths. Great leaders recognize their weaknesses and find ways to manage them. They understand their strengths and build a sound strategy to leverage those strengths.</p>
<p>Ravi Kathuria has a great gift to connect with people. He has a great sense of intuition and uses that to understand executives and help them discover aspects that they may have never realized. He can guide you on strategy and execution but also read your feelings and emotions in a way you never could.</p>
<p>Ravi helps unravel the underlying drivers that may be pulling an executive in a certain direction and helps them find the right path that is consistent with their deeper values and desires.</p>
</div></div></div></div><div class="x-row x-container max width e2053-e17 m1l1-1 m1l1-3 m1l1-7"><div class="x-row-inner"><div class="x-col e2053-e18 m1l1-i"></div><div class="x-col e2053-e19 m1l1-i Column_CreamBackground  Column_20Padding"><div id="" class="x-text text-quote" style="" ><p>&ldquo;Ravi is an excellent coach who brings out the best in you not only as a professional but also as an individual. He leads you through self-discovery, focuses you on your ultimate goals and enables you to move towards those with a clear vision and determination.&rdquo;</p>
</div><div id="" class="x-text text-quote-person" style="" ><p>&mdash; Marianna Leybovich, CTO, LenSec</p>
</div></div></div></div></div><div class="x-section e2053-e22 m1l1-0"><div class="x-row x-container max width e2053-e23 m1l1-1 m1l1-2 m1l1-3 m1l1-8"><div class="x-row-inner"><div class="x-col e2053-e24 m1l1-i"><h2  class="h-custom-headline h2" ><span>A Coach Helps You Unwind


</span></h2></div></div></div><div class="x-row x-container max width e2053-e26 m1l1-1 m1l1-2 m1l1-3 m1l1-9"><div class="x-row-inner"><div class="x-col e2053-e27 m1l1-i"><h2  class="h-custom-headline h3" ><span>Unwinding Stress and Anxiety is Crucial. 


</span></h2></div><div class="x-col e2053-e29 m1l1-i"><div id="" class="x-text text-showcase" style="" ><p >“We do not realize how devasting chronic stress is to our well-being. We live with it, while like a cancer it eats us from within.”</p>
</div></div><div class="x-col e2053-e31 m1l1-i"><div id="" class="x-text" style="" ><p><img decoding="async" src="https://cohegic.com/wp-content/uploads/2020/04/Coaching_ElectricGround-300x212.jpg" alt="" width="400" height="282" class="alignright wp-image-2046" srcset="https://cohegic.com/wp-content/uploads/2020/04/Coaching_ElectricGround-300x212.jpg 300w, https://cohegic.com/wp-content/uploads/2020/04/Coaching_ElectricGround-1024x723.jpg 1024w, https://cohegic.com/wp-content/uploads/2020/04/Coaching_ElectricGround-768x542.jpg 768w, https://cohegic.com/wp-content/uploads/2020/04/Coaching_ElectricGround-100x71.jpg 100w, https://cohegic.com/wp-content/uploads/2020/04/Coaching_ElectricGround-974x688.jpg 974w, https://cohegic.com/wp-content/uploads/2020/04/Coaching_ElectricGround.jpg 1275w" sizes="(max-width: 400px) 100vw, 400px" />Stress for a day or two is bad enough, but we carry stress for years and even decades, that stress turns into anxiety and we lose control over the anxiety. We must guard against chronic stress.</p>
<p>The corporate and business world is a stressful environment. We spend most of our time at work. Even when we are with our loved ones, our mind can be consumed by work. Stress undermines our relationships, health and well-being.</p>
<p>An executive coach is like an “electric ground.” You can “ground” all your concerns and vent in confidence. Get things off your mind and chest.</p>
<p>Ravi Kathuria has the skills and abilities to serve as a friend while being a business mentor. He has the gift to help you relax. He is sensitive and empathetic. His book on spirituality is about finding peace and calm in the stress-filled modern world where work, finances, and relationships, can all be quite challenging.</p>
</div></div></div></div><div class="x-row x-container max width e2053-e33 m1l1-1 m1l1-3 m1l1-a"><div class="x-row-inner"><div class="x-col e2053-e34 m1l1-i"></div><div class="x-col e2053-e35 m1l1-i Column_CreamBackground  Column_20Padding"><div id="" class="x-text text-quote" style="" ><p>“I've been in business for 15 years and met a lot of business coaches during that time that do not come close to Ravi's abilities. After the first appointment itself I saw more value in Ravi than all previous coaches combined. I can't say enough good things about Ravi. He's the ONLY person I refer for business coaching.”</p>
</div><div id="" class="x-text text-quote-person" style="" ><p>&mdash; BJ Farmer, CEO, CITOC Inc.</p>
</div></div></div></div></div><div class="x-section e2053-e38 m1l1-0"><div class="x-row x-container max width e2053-e39 m1l1-1 m1l1-2 m1l1-3 m1l1-b"><div class="x-row-inner"><div class="x-col e2053-e40 m1l1-i"><h2  class="h-custom-headline h2" ><span>A Coach Helps You Reach The Next Level



</span></h2></div></div></div><div class="x-row x-container max width e2053-e42 m1l1-1 m1l1-2 m1l1-3 m1l1-c"><div class="x-row-inner"><div class="x-col e2053-e43 m1l1-i"><h2  class="h-custom-headline h3" ><span>A coach can see the potential in us that we often miss. 


</span></h2></div><div class="x-col e2053-e45 m1l1-i"><div id="" class="x-text text-showcase" style="" ><p >“Never come back from battle with bullets in your pocket. Let us achieve all we are capable of achieving.”</p>
</div></div><div class="x-col e2053-e47 m1l1-i"><div id="" class="x-text" style="" ><p><img decoding="async" src="https://cohegic.com/wp-content/uploads/2020/04/Coaching_NewHeights.jpg" alt="" width="300" height="388" class="alignright wp-image-2104" srcset="https://cohegic.com/wp-content/uploads/2020/04/Coaching_NewHeights.jpg 1275w, https://cohegic.com/wp-content/uploads/2020/04/Coaching_NewHeights-232x300.jpg 232w, https://cohegic.com/wp-content/uploads/2020/04/Coaching_NewHeights-791x1024.jpg 791w, https://cohegic.com/wp-content/uploads/2020/04/Coaching_NewHeights-768x994.jpg 768w, https://cohegic.com/wp-content/uploads/2020/04/Coaching_NewHeights-1187x1536.jpg 1187w, https://cohegic.com/wp-content/uploads/2020/04/Coaching_NewHeights-100x129.jpg 100w, https://cohegic.com/wp-content/uploads/2020/04/Coaching_NewHeights-974x1260.jpg 974w" sizes="(max-width: 300px) 100vw, 300px" />As we face our daily problems, we sometimes overlook the incredible capability and potential that lies dormant within us. A coach can guide us, help us bring to life those latent abilities and help us rise to a level that we never thought possible.</p>
<p>A coach can be the ultimate cheer leaders as long as he/she guides honestly and stays consistent with your deeper values and yearnings.</p>
<p>Ravi Kathuria is a business thought leader. He can help you discover opportunities that can provide substantial growth for your business and your career.</p>
<p>Ravi’s business book is the story of a CEO who grows his business and grows personally to become the leader his organization needs and the business demands.</p>
</div></div></div></div><div class="x-row x-container max width e2053-e49 m1l1-1 m1l1-3 m1l1-d"><div class="x-row-inner"><div class="x-col e2053-e50 m1l1-i Column_CreamBackground  Column_20Padding"><div id="" class="x-text text-quote" style="" ><p>“I very much appreciated your down to earth and no-nonsense style and would be happy to recommend you as a coach that can assist any organization in working better and being more efficient.”</p>
</div><div id="" class="x-text text-quote-person" style="" ><p>&mdash; Omar Kulbrandstad, Chairman & CEO, RigNet (Inc. 500)</p>
</div></div><div class="x-col e2053-e53 m1l1-i Column_CreamBackground  Column_20Padding"><div id="" class="x-text text-quote" style="" ><p>“Ravi is a good read of talent, personality, and alignment and can help senior managers understand how to work with our teams in the face of trying business conditions.”</p>
</div><div id="" class="x-text text-quote-person" style="" ><p>&mdash; Shawn Doherty, President, ERM Southwest</p>
</div></div></div></div></div><div class="x-section e2053-e56 m1l1-0"><div class="x-row x-container max width e2053-e57 m1l1-1 m1l1-2 m1l1-3 m1l1-e"><div class="x-row-inner"><div class="x-col e2053-e58 m1l1-i"><h2  class="h-custom-headline h2" ><span>Why is our Coaching better?




</span></h2></div></div></div><div class="x-row x-container max width e2053-e60 m1l1-1 m1l1-2 m1l1-3 m1l1-f"><div class="x-row-inner"><div class="x-col e2053-e61 m1l1-i"><h2  class="h-custom-headline h3" ><span>Both Business and Personal Transformation



</span></h2></div><div class="x-col e2053-e63 m1l1-i"><div id="" class="x-text" style="" ><p><img loading="lazy" decoding="async" src="https://cohegic.com/wp-content/uploads/2020/04/Coaching_Business_Personal-300x209.jpg" alt="" width="400" height="278" class="alignright wp-image-2045" srcset="https://cohegic.com/wp-content/uploads/2020/04/Coaching_Business_Personal-300x209.jpg 300w, https://cohegic.com/wp-content/uploads/2020/04/Coaching_Business_Personal-1024x712.jpg 1024w, https://cohegic.com/wp-content/uploads/2020/04/Coaching_Business_Personal-768x534.jpg 768w, https://cohegic.com/wp-content/uploads/2020/04/Coaching_Business_Personal-100x70.jpg 100w, https://cohegic.com/wp-content/uploads/2020/04/Coaching_Business_Personal-974x677.jpg 974w, https://cohegic.com/wp-content/uploads/2020/04/Coaching_Business_Personal.jpg 1270w" sizes="auto, (max-width: 400px) 100vw, 400px" />Ravi Kathuria’s coaching is not just personal coaching but business coaching. The coaching is focused on the business aspects. It is about making his clients more effective and productive executives.</p>
<p>Ravi helps you put together a plan around the six key facets of business and personal growth that are derived from his highly appreciated Cohegic Method.</p>
<p>Ravi’s coaching is based on his organizational depth and breadth experience. A rich perspective gained as a result of coaching executives at different levels in the organization. A cross-functional perspective gained as a result of coaching executives across different functions in the organization.</p>
<p>Ravi’s coaching is direct and candid. It is laser focused on producing results.</p>
<p><a href="https://cohegic.com/cohegic-method/"><img loading="lazy" decoding="async" src="https://cohegic.com/wp-content/uploads/2017/09/CohegicMethod_Diagram_2015_01_24-2_360x270-300x225.jpg" alt="" width="450" height="338" class="aligncenter wp-image-780" srcset="https://cohegic.com/wp-content/uploads/2017/09/CohegicMethod_Diagram_2015_01_24-2_360x270-300x225.jpg 300w, https://cohegic.com/wp-content/uploads/2017/09/CohegicMethod_Diagram_2015_01_24-2_360x270-100x75.jpg 100w, https://cohegic.com/wp-content/uploads/2017/09/CohegicMethod_Diagram_2015_01_24-2_360x270.jpg 360w" sizes="auto, (max-width: 450px) 100vw, 450px" /></a></p>
</div></div></div></div></div><div class="x-section e2053-e65 m1l1-0"><div class="x-row x-container max width e2053-e66 m1l1-1 m1l1-2 m1l1-3 m1l1-g"><div class="x-row-inner"><div class="x-col e2053-e67 m1l1-i"><h2  class="h-custom-headline h3" ><span>About Ravi Kathuria





</span></h2></div></div></div><div class="x-row x-container max width e2053-e69 m1l1-1 m1l1-2 m1l1-3 m1l1-h"><div class="x-row-inner"><div class="x-col e2053-e70 m1l1-i"><h2  class="h-custom-headline h3" ><span>Executive Coach, Business and Spiritual Author




</span></h2></div><div class="x-col e2053-e72 m1l1-i"><div id="" class="x-text" style="" ><p><img loading="lazy" decoding="async" src="https://cohegic.com/wp-content/uploads/2018/02/RaviKathuria_FullLength_Narrower_300x.jpg" alt="" width="210" height="602" class="alignleft wp-image-1548" srcset="https://cohegic.com/wp-content/uploads/2018/02/RaviKathuria_FullLength_Narrower_300x.jpg 314w, https://cohegic.com/wp-content/uploads/2018/02/RaviKathuria_FullLength_Narrower_300x-105x300.jpg 105w, https://cohegic.com/wp-content/uploads/2018/02/RaviKathuria_FullLength_Narrower_300x-100x287.jpg 100w" sizes="auto, (max-width: 210px) 100vw, 210px" /></p>
<p>A recognized business thought leader, Ravi Kathuria is an expert in helping teams drive clarity and cohesion. Quoted by the Wall Street Journal, Barron’s, WorldNews, NPR, and featured on PBS Nightly Business Report, CBS Radio, TEDx, and the BusinessMakers show, Kathuria served as a monthly columnist for SmartBusiness Magazine.</p>
<p>Founder and president of Cohegic, a management consulting, executive coaching and sales coaching firm, he has worked with hundreds of executives across industry sectors, and helped companies crystallize their business DNA; clarify their management philosophies; link their vision, goals and strategies; improve culture, and drive performance.</p>
<p>Ravi Kathuria’s brilliance in understanding people is based on his thirty years of experience but more importantly on his deep intuition. His positivity, disarming style and intuition are immense gifts. They will relax you, but his intense business focus will make sure you make progress where it matters.</p>
<p>Founder of the Houston Strategy Forum, Kathuria has hosted the who’s who of top CEOs and executives. He has facilitated insightful, highly interactive discussions between speakers and the audience. A thought provoking and vivacious speaker, Kathuria has captivated audiences at conferences and corporate meetings with his humor and wit.</p>
<p>Both of Ravi’s books are centered on eye-opening coaching relationships. In his business book, the coach helps a CEO execute a business transformation, but also recognize the importance of a personal transformation. In his spiritual book, the coach helps a CEO deal with a gut-wrenching, personal situation, but in an interesting twist, the coach learns a difficult lesson too.</p>
<p>You could not find a better coach to help you enhance your management and leadership skills.</p>
<p>Call Ravi today to regain control of your business, career, and life.</p>
</div><div id="" class="x-text" style="" ><p><a href="https://cohegic.com/executive-coaching-pdf/">Downloadable Executive Coaching PDF Brochure</a></p>
</div></div></div></div></div></div>
<p>The post <a href="https://cohegic.com/executive-coaching-page/">Executive Coaching</a> appeared first on <a href="https://cohegic.com">Cohegic</a>.</p>
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		<title>Article: Driving Revenues</title>
		<link>https://cohegic.com/driving-revenues-article/</link>
		
		<dc:creator><![CDATA[Ravi Kathuria]]></dc:creator>
		<pubDate>Mon, 03 Feb 2020 20:43:22 +0000</pubDate>
				<category><![CDATA[Sales]]></category>
		<guid isPermaLink="false">https://cohegic.com/CWP/?p=2030</guid>

					<description><![CDATA[<p>You must understand and proactively exercise your revenue levers to drive revenues higher.</p>
<p>The post <a href="https://cohegic.com/driving-revenues-article/">Article: Driving Revenues</a> appeared first on <a href="https://cohegic.com">Cohegic</a>.</p>
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										<content:encoded><![CDATA[<div id="cs-content" class="cs-content"><div class="x-section e2030-e1 m1ke-0"><div class="x-row x-container max width e2030-e2 m1ke-1 m1ke-2"><div class="x-row-inner"><div class="x-col e2030-e3 m1ke-3"><div id="" class="x-text text-showcase" style="" ><h1>The Levers For Maximizing Revenues Immediately</h1>
</div><div id="" class="x-text text-showcase" style="" ><p>“You must understand and proactively exercise<br />
your revenue levers.”</p>
</div><div  class="x-columnize" ><p>To fight a war, a country may have at its disposal an arsenal of resources and avenues: air force, army, navy, cyber warfare, public relations, war propaganda, etc. When, where and how each is leveraged determines the outcome of each battle and ultimately the war. The successful overall war strategy must include integrated battle plans that exercise the right combination of levers.</p>

<h3>Integrated Approach</h3>
<p>Similarly, to drive revenues a company has several levers at its disposal. However, companies often do not develop and follow an integrated approach to driving revenues. Responsibility for revenue generation falls solely within the sales department's purview. Too often, individual salespeople independently develop their own approach to drive their own sales.</p>
<p>Revenue levers can have either a long-term or short-term effect. Developing new products/services is an example of a longer-term revenue lever. Companies are better at managing longer-term levers, but they often do a poor job of leveraging or optimizing a mix of short-term levers.</p>

<h3>Short-term Levers</h3>
<p>Some businesses do excel at optimizing short-term levers. Consider the case of a flea market vendor. She arranges her wares in a calculated manner, first to attract attention, and second to highlight her best-selling items. If during the day, she notices the customer's interest shifting to different items, she reconfigures her layout of items to maximize sales.</p>
<p>Larger retailers follow a similar approach. The store layout and items displayed during the Christmas holiday season are quite different than what you will find before Valentine's Day.</p>
<p>Other industries that have developed the art and science of leveraging short-term levers include airlines, hotels, and internet retailers. Airlines and hotels constantly vary prices and promotions to match seasonal demand patterns and adjust prices on a daily basis to match demand against existing inventory. Since airlines and hotels have a perishable commodity (an empty seat on a flight is revenue lost forever), how well they manage their immediate revenues has a huge impact on their annual performance.</p>
<p>Internet companies like Amazon constantly adjust their top-of-list item displays based on each customer's shifting buying interests to "capture the moment" where they have the customer's "eyeballs."</p>

<h3>Types of Levers</h3>
<p>The levers for your company may include focusing on a mix of products/services to emphasize in the marketplace, targeting certain market and customer segments, leveraging specific marketing and sales messages, offering specific promotions and pricing, and other creative mechanisms based on your particular situation.</p>
<p>For example, movie studios target different market segments during different seasons. During the summer and winter holidays, they release movies targeting kids and families.</p>
<p>There are other examples of levers. One software company insisted customers buy all their software modules integrated as one system. The integrated system was suitable for larger customers with deeper pockets, but smaller customers could not afford it and did not need all the modules. As a result, smaller customers migrated to other solutions. After it recognized the alarming trend, the company decoupled its modules allowing smaller customers to buy the individual modules they needed. A small change in product configuration helped the company impact revenues immediately.</p>
<p>Ask yourself &mdash; 
<ul>
<li>How well do you leverage your short-term revenue levers? </li>
<li>How nimble is your strategy to maximize immediate revenues? </li>
<li>Do you manage your short-term revenues actively or passively? </li>
</ul>

You must take the time to identify and understand each short-term revenue lever. Then, dynamically and opportunistically choose and exercise the right combination of levers to drive revenues immediately.</p>
<p>— Ravi Kathuria, Author, <a href="https://cohegic.com/book/">"How Cohesive is Your Company?"</a></p></div></div></div></div></div></div>
<p>The post <a href="https://cohegic.com/driving-revenues-article/">Article: Driving Revenues</a> appeared first on <a href="https://cohegic.com">Cohegic</a>.</p>
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