Think of things that no one else thinks of

In my previous blog, I suggested a few pointers on how to think 'out-of-the-box.' This week, I am going to elaborate a little more on innovative thinking with a slight twist. How can you think of things that no-one else thinks of? 


The answer is by deliberately taking a different approach to the issue from everyone else. There are dominant ideas in every field. The innovative thinker purposefully challenges those dominant ideas in order to conceive new possibilities.


Albert Szent-Gyorgyi, who discovered Vitamin C, said, “Genius is seeing what everyone else sees and thinking what no-one else has thought.” If you can identify the standard viewpoint then survey the situation from a different viewpoint you have an excellent chance of gaining a new insight. When Jonas Salk was asked how he invented the vaccine for polio he replied, “I imagined myself as a virus or cancer cell and tried to sense what it would be like.”


Ford Motor Company consulted Edward de Bono, who put forward the concept of lateral thinking, and asked the question, "How can we make our cars more attractive to consumers?" De Bono approached the problem from another direction and re-phrased the question, "How can Ford make the whole driving experience better for their customers?" And, he came up with a suggestion that Ford should buy up car parks in all the major city centers and make them available for Ford cars only. His remarkable idea was too radical for Ford who saw themselves as an automobile manufacturer with no interest in the car parks business.


The spectators at the Olympic Games in Mexico City in 1968 were amazed to see a young athlete perform a high jump with his back to the bar. Until then, every high jumper 'rolled' over the bar with his or her face down. Dick Fosbury introduced an entirely new approach, the 'flop', leaping over with his back close to the bar and his face up. Fosbury was ranked 48th in the world in 1967; yet in 1968 he caused a sensation when he won the Olympic Gold Medal with his unprecedented technique and a leap of 2.24metres. What he introduced was literally a leap of the imagination - and it revolutionized high jumping. Nowadays all the top jumpers use his method. He thought what no-one else thought and conceived a new method.


How can we force ourselves to take a different view of a situation? Instead of looking at the scene from your view try looking at it from the perspective of a customer, a product, a supplier, a child, an alien, a lunatic, a comedian, a dictator, an anarchist, an architect, Leonardo da Vinci and so on. Apply the ‘What if?’ technique. Challenge all the common assumptions. If everyone else is looking for the richest region, look for the wettest. If everyone else is facing the bar then turn your back on it.


If you had to study a valley, how many ways could you look at it? You could look up and down the valley; you could scan it from the riverside or stand and look across it from each hillside. You could walk it, drive along the road or take a boat down the river. You could study a satellite photo. You could peruse a map. Each gives you a different view of the valley and each perspective adds to your understanding of the valley. Why not do the same with any problem? Why do we immediately try to frame a solution before we have approached the problem from multiple differing perspectives?


The great geniuses did not take the traditional view and develop existing ideas. They took an entirely different view and transformed society. Picasso took a different view of painting; he saw cubes, shapes and impressions instead of accurate images. Einstein imagined a new approach to physics; a world where time and space were relative. Darwin conceived a different view of the origin of species; he saw how they might have evolved rather than been created. Each of them looked at the world in a new way. In a similar fashion, Jeff Bezos took a different view of book retailing with Amazon.com, Stelios took a new perspective on flying with Easyjet, Swatch transformed our view of watches and IKEA changed the way we buy furniture.


If we can attack problems from entirely new directions then we can think of things that conventional thinkers miss. It gives us unlimited possibilities for innovation.

__________________________________

Surya M Ganduri, PhD. PMP. is the founder and president of eMBC, Inc., an international firm specializing in strategic and executive leadership development processes that Help People Succeed in an Evolving World. His company is dedicated to helping organizations and individuals manage strategic change, innovation, cultural transition, and goal achievement. Surya has over 26 years of business experience in management consulting, leadership development, executive coaching, process improvements, organizational development and youth leadership. Contact Surya at s6ganduri@eMBCinc.com. For more information, visit www.eMBCinc.com or contact eMBC, Inc., directly at (630) 445-1321.

Thinking 'Out-of-The-Box'

How many times have you been advised to "think-out-of-the-box"?

How many times have you wondered why you are unable to "think-out-of-the-box" more often?

We are all products of our environment and our backgrounds usually prevent us from viewing situations with the unique eyes of our personal experience.

However, successful leaders who think "out-of-the-proverbial-box" do so by applying their own kinds of action-oriented logic to problems to help them find new wisdom; discover opportunities or see the facts in different ways.

In short, truly creative types act differently, in ways that can be called "Logical Action-Steps". You can multiply your creativity and creative leadership skills just by applying these strategies to all of your problems, situations and decisions.

Logical Action-Step One: Achieve Understanding not Mere Reasoning

You want to find the basic or underlying meanings of the problems facing your group. You could reason-out what is happening, by using your linear thinking skills to negotiate, analyze or plan your response. 

Creative thinkers would aggressively investigate by:

- Intensely searching for answers,

- Through disillusioning or transforming their pre-conceptions,

- Looking within, around and beneath the conditions,

- Recognizing and deeply understanding their core assumptions

Logical Action-Step Two: Seek the Strategist's Viewpoint

If you're like most knowledge-workers, you probably have a fairly extensive network of friends, colleagues, and associates. Your social network has been built over time through your individual experiences, efforts and encounters.

Strategists release the latent energies of their social networks through collaborative inquiries into finding new solutions, handling challenges and exploiting opportunities for transformation. Thus by being the strategist you actively look for ways to create, leverage and extend synergy throughout your group.

You would want to set-up an environment or atmosphere of synergism where your team interacts and has processes or policies which encourage interactions in such a way that the total impact of the group's efforts add up to be more than the mere sum of their individual contributions.

Logical Action-Step Three: Engage in First-Person Research

Creative leaders make it a point to evaluate the progress of their own personal development - such as, the stages of growth and the legitimacy of each stage; they also assess their behavior and preferences.

Do you regularly or completely write down or record your thoughts, feelings and ideas? How much effort do you devote to keeping a journal, a diary or notes on your inner self?

Are you the type of person who looks for and analyzes the contradictory desires inside yourself or do you tend to notice a distinction between your desires and intentions?

What do you use to practice consciousness development or strengthening activities? In what ways do you structure your time to engage in meditation, martial arts, crafts or improvisational theater kinds of activities?

Logical Action-Step Four: Empower Their Shifts to Change

You can add power to your group through practicing techniques which enable people to discover the ideas, approaches and solutions hidden within them.

Effective leaders transform interpersonal activities into creative exercises. They orient their followers to focus on reflecting, learning, thinking, questioning, resolving, creating, discussing, debriefing, playing and interacting.

You would involve and join your stakeholders - partners, associates, peers, suppliers, constituents and others who might have a part or vested interest in your venture - to build a shared vision with as broad a group of your stakeholders as possible.

Logical Action-Step Five: Capitalize on Wise Synergism

Perhaps you have heard of the principle of master-mind - it's where two or more people harmonize their thinking around a specific project or problem for the express purpose of forming a mind that is greater than the sum of its parts.

Great inventors and leaders like Thomas Edison, George Washington, Alfred Nobel and many others used their mastermind groups to generate fantastic innovations, policies and achievements for all humankind.

You can leverage the collaborative activities of your team through the strategist's approach to leadership. You can expand the time horizon of your strategies to encompass a range from 3 to 21 years.

The benefits that strategic leaders provide is that their groups enjoy opportunities to:

- Share their reflections on your mission and vision

- Openly disclosure, support and confront any differences between the organization's and their personal values

- Conduct corporate and personal performance appraisals

- Creatively resolve paradoxes or contradictions in productivity versus inquiry, autonomy versus control, and quality versus quantity

- Interactively develop self-amending and self-correcting structures

"I am personally convinced that one person can be a change catalyst, a "transformer" in any situation, any organization. Such an individual is yeast that can leaven an entire loaf. It requires vision, initiative, patience, respect, persistence, courage, and faith to be a transforming leader."  - Stephen R. Covey

Are you ready to leverage, empower and energize your creative leadership? Are you willing to be that catalyst, agent of change or provocateur who inspires others to contribute to the growth of your organization?

Ensure the success of your team with the above five "Logical Action-Steps" - your teammates and organization will be so glad you did. Get out of the comfort zone and start implementing your logical action-steps. Please do not hesitate to contact me if you need further help in team development.

__________________________________

Surya M Ganduri, PhD. PMP. is the founder and president of eMBC, Inc., an international firm specializing in strategic and executive leadership development processes that Help People Succeed in an Evolving World. His company is affiliated with Resource Associates Corporation, a network of 600+ associates that are dedicated to helping organizations and individuals manage strategic change, innovation, cultural transition, and goal achievement. Surya has over 26 years of business experience in management consulting, leadership development, executive coaching, process improvements, organizational development and youth leadership. Contact Surya at s6ganduri@eMBCinc.com. For more information, visit www.eMBCinc.com or contact eMBC, Inc., directly at (630) 445-1321.

Bad Attitudes can lead to Good Innovation - so hire some rebels!

How can you build a team that is innovative, dynamic and capable of finding breakthroughs for tough problems? How can you avoid repeating dreary routines and find sparkling new ideas instead? One way is to make sure that among your solid citizens you have a good sprinkling of rebels.

The bad attitudes that we see manifested in so many ways in our society really have some upsides. Do we benefit from rebellious employees who challenge assumptions and rudely assert a different point of view? Should we seek to employ more people who are unruly and disrespectful?

What we need is not a lack of respect but a lack of deference. In the modern innovative organization, leaders need to earn the respect of their employees because of the values they stand for and not because of their position in the hierarchy. A lack of deference should be encouraged so that anyone can challenge anyone else’s ideas regardless of their status.

Dissatisfaction with the status quo 

"Innovation comes from angry and driven people," says Tom Peters, business author and speaker. The innovator is not happy with his lot. He is impatient for change. And this can be a problem for successful companies. The natural satisfaction that people derive from success can lead to complacency, which is the enemy of innovation. This is why the innovative leader always engenders a healthy dissatisfaction with the status quo. It is all very well telling shareholders that the company is making steady and satisfactory progress but the internal message needs more of an edge. "We are doing well but there is much more to be done. We cannot afford to rest on our laurels."

Often the innovator has to be obsessive to the point of apparent irrationality in pursuit of their dream. They appear insubordinate in opposing convention. James Dyson (best known as the inventor of the Dual Cyclone bag-less vacuum cleaner, which works on cyclonic separation), Richard Branson (a British industrialist, best known for his Virgin brand of over 360 companies) and Stelios Haji-Ioannou (a Greek Cypriot entrepreneur best known for setting up EasyJet, a low-cost airline)  were all seen as obstinate, angry rebels before they achieved the success that changed their status to visionaries. You have probably seen it yourself – the programmer with the worst attitude is the one who produces the most brilliant code.

Channeling the energy of mavericks

How can you harness the energy of your mavericks? How can you turn negative energy into positive? The answer is to throw down a challenge. Rebels can be very critical so turn the situation around and ask them how they would do things better. Don’t get into an argument with them. Take their ideas on board. Praise them for good proposals. Encourage them to find new and better ways to do things. Thank them for their criticisms but insist that they make positive suggestions too.

Rebels can achieve amazing things. In 1994 John Patrick and David Grossman were determined to galvanize the lumbering giant IBM into a response to the opportunity of the internet. Initially IBM, with its investment in mainframe computers and corporate systems failed to see that the internet was going to revolutionize their world. In this respect they were in good company – even Microsoft missed the importance of the internet at first. Patrick and Grossman saw that here was a trend that their employers could not afford to miss so they launched a subversive internal campaign. They found a network of enthusiasts and activists. They launched a ‘manifesto’ and circulated it by email. They gave demonstrations of the internet’s capabilities to senior executives. They took risks, broke the rules and exceeded their authority. Eventually their pleas were heard, the super tanker turned and IBM became leaders in e-commerce and web services.

When you interview candidates don’t fall into the trap of liking those that respectfully agree with you. Recruit someone with attitude, someone who is prepared to disagree with you and challenge your views. Give candidates hypothetical problems and see if they come up with inventive ideas or routine answers. Look for people with unusual interests and hobbies. Creative people do creative things in their spare time. Bland people watch TV.

Conclusion

Every revolution starts with a rebel. So if you want innovators in your team, look for people with some particular bad attitudes – the ones with rebellious, contrary and divergent views. These are people who some might label as troublemakers. They are not negative or cynical – on the contrary they are passionate about their ideas. They do not defer to authority, they are dissatisfied with the status quo, they are impatient for change and they are angry about the obstacles put in their way. With a profile like that they should certainly stand out from the crowd!

__________________________________

Surya M Ganduri, PhD. PMP. is the founder and president of eMBC, Inc., an international firm specializing in strategic and executive leadership development processes that Help People Succeed in an Evolving World. His company is affiliated with Resource Associates Corporation, a network of 600+ associates that are dedicated to helping organizations and individuals manage strategic change, innovation, cultural transition, and goal achievement. Surya has over 26 years of business experience in management consulting, leadership development, executive coaching, process improvements, organizational development and youth leadership. Contact Surya at s6ganduri@eMBCinc.com. For more information, visit www.eMBCinc.com or contact eMBC, Inc., directly at (630) 445-1321.

Turning a Bad Attitude, ‘He Hate Me’ into Great Results

Do you remember, Rod Smart, a leading rusher in 2002 for the Las Vegas Outlaws of the now defunct XFL pro football league? "He Hate Me" was his nickname. Looking for an edge, the XFL allowed players to put nicknames on their uniforms. Smart put ‘He Hate Me’ on the back of his number 32 jersey, and now the name lives in lore even though XFL has been out of business for years.

When I first read his story, I thought to myself, "That's a Leadership lesson!" It's because the statement ‘S/He Hates Me’ made by any team-mate and leadership often go hand-in-hand.

Clearly, leadership is not about winning a popularity contest; it's about getting results - not just average results but more results faster continually. To lead people to get the latter, you often must challenge them to do ‘not what they want to do’ but ‘what they don't want to do’.

That's where "He Hate Me" comes in. Strong feelings, hatred and anger are often triggered when you move people from being comfortable getting average results to being uncomfortable doing what's needed to get great results. Having people resent you, even hate you, comes with the territory of being a leader. In fact, if you are not getting a portion of the people you lead angry with you, you may not be challenging them enough.

This does not mean you let their anger fester. You absolutely must deal with it. After all, you can't motivate angry, resentful, "He Hate Me" people to be your cause leaders.

Here is a four-step process to help you deal with angry people you lead: (1) IDENTIFY. (2) UNDERSTAND. (3) VALIDATE. (4)TRANSLATE.

(1) IDENTIFY: Recognize that if you don't face up to the anger of the people you lead, that anger will eventually wind up stabbing you in the back.

Many leaders could care less about people's anger. They say in effect: "People should do what I tell them to do. PERIOD. Their feelings are irrelevant." If 'my-way-or-the-highway' is your way of leading, don't engage in this process. Such leadership is far less effective than the leadership that motivates people to be your ardent cause leaders.

Making motivation happen involves first understanding if people are angry with you or not. Often, people won't tell you they are angry. They'll try to hide it from you either out of embarrassment, trepidation, or wanting a sense of control.

Here are ways you can recognize that people are angry with you. The first is that you can see it on their faces or their body language. The second is that you can tell it in a drop off in their performance. The third is that you hear from other people they are angry. The fourth is they actually tell you they are angry.

(2) UNDERSTAND: Understand the causes of their anger. This may not be as simple or as easy as you think. They may be angry, but they may not want to talk about why they are angry or even admit to you that they are. Don't back them in a corner. Don't make judgments. Don't get angry yourself. Get interested. Don't say, for instance, "You're angry ..." Instead, ask open-ended questions like, "Are you angry with me?" - A question that seems on the surface only slightly different but that will make a big difference in the consequences of your interactions with them.

Once you and they have identified that they are angry, come to an understanding as to the actual reasons why. Drill through superficial reasons to the bedrock of why. They may say they are angry because you are giving them more work to do. But digging further, you may find out that they believe the supposed extra work will set them up for failure, and they might lose their jobs. So, they are really angry not simply for work-load reasons but for job security reasons.

(3) VALIDATE: Validate their anger. Their anger is real and important to them. It's who they perceive themselves to be (at the moment they feel angry) in their relationship with you. Many people embrace their anger. They may see it as the one thing that they can control in an environment in which they feel out of control. If you try to ignore that anger or belittle it, they will feel you are belittling them.

Tell them that you know they are angry and that you want to find out why. Avoid saying things like, "I know you're angry ... but ...” That "but" can harden them against you. Saying, "Help me understand why you feel angry about what I'm doing." can get you farther than the "but." This is not to condone their anger nor approve of it but simply to come to an agreement with them that it exists and that you intend to do something about it in a way that will be mutually beneficial.

(4) TRANSLATE: Their anger is your opportunity, an opportunity to translate their anger into your results. Their anger is great raw material for results, as you will see below.

People get angry for many reasons. * Their time is being wasted. * Their individual worth is not respected. * They feel threatened. * Their efforts are not appreciated. * They are not given voice or choice in their work. * Their values are not recognized or given credence. * Their leaders cannot do their jobs well. * Their leaders focus on their own needs. * Their leaders don't understand and acknowledge their needs. * Their leaders don't provide clear direction. * They are being overworked. * They are being set up to fail.

Here is a process for translating their anger into your results: The key to this process is that people's anger usually stems from an unresolved problem. A. With their help, identify the problem. B. Come to an agreement with them as to the causes of that problem. C. Help them find a solution. D. Challenge them to take action to solve the problem. E. Link that action to increases in results.

You can apply this process to any of the aforementioned reasons people get angry. As an example, let's apply it to the first reason. Often, a key challenge in getting others to take new action is their complaining you are wasting their time.

1. Draw up two lists, one composed of the aspects of their job they believe waste their time, and the other of the aspects they feel are crucial.
2. Come to an agreement with them on which aspects are truly a waste of their time and which aren't. Without such agreement, they may remain angry with you. For instance, they may feel that their having to complete a particular report or aspects of that report wastes their time. If you think that such reports are absolutely essential, you cannot continue this process unless you convince them that the reports are essential or that you will change them to make them essential.
3. Once you come to that agreement, work on each aspect in the "waste of time" list by applying this analytical tool: Decide if you want to leave it alone, change it, or eliminate it. There is no fourth choice!
4. If you have chosen to change it, have them suggest actions they will take to do so. Note the sequence here. Your first step in changing an aspect is to elicit from them what needs to be changed and the actions required to affect the change. If need be, you can always veto their choice. But if you first let them make that choice, you may find that they have delineated actions that tap a new vein of results. At the very least, they will be committed to those actions, since they go right to the heart of solving the problem of their anger.
5. Link those actions to increases in results. For instance, now that they have reduced, eliminated or changed a particular aspect of their job that was a problem for them, how will that translate into money saved/earned?

Be advised: You may be confronted by "professionally angry" people who will be angry and stay angry no matter what you do. Just being you or just being a leader or just being you as a leader gets them angry, and nothing you can do or say seems to change that. But keep working the four-step process. It's your best way of remedying even the "professionals" anger.

__________________________________

Surya M Ganduri, PhD. PMP. is the founder and president of eMBC, Inc., an international firm specializing in strategic and executive leadership development processes that Help People Succeed in an Evolving World. His company is affiliated with Resource Associates Corporation, a network of 600+ associates that are dedicated to helping organizations and individuals manage strategic change, innovation, cultural transition, and goal achievement. Surya has over 26 years of business experience in management consulting, leadership development, executive coaching, process improvements, organizational development and youth leadership. Contact Surya at s6ganduri@eMBCinc.com. For more information, visit www.eMBCinc.com or contact eMBC, Inc., directly at (630) 445-1321.

The Value of a Coaching Relationship

Sometimes people confuse coaches with traditional consultants. Unconsciously, people ask coaches to give advice. The role of a coach is not to provide answers or solutions. It is to help you develop the potential that lies within yourself, so that you increase your capability to overcome all obstacles and achieve all of your goals.

Sometimes people expect coaches to serve as mentors. They want their coach to go before them and show them the way. However, the coach’s role is not to lead you. Rather it is to help you discover for yourself where you are today and where you want to be in the future. Once you chart your own course, your coach will accompany you on the journey and provide ongoing support, guidance, and encouragement.

Coaching relationships vary considerably. One of the advantages of individual coaching is that it can be tailored to the needs of the personality and the person being coached. Nevertheless, all effective coaching relationships have some common characteristics.

Effective coaching is focused. The coach will be focused on you and your goals. The spotlight will be on results not on extraneous issues. Coaching is not therapy. Your past will only be relevant when it affects your future goals. The coach will be committed to helping you get where you want to go, rather than helping you understand where you’ve been.

The purpose of coaching is not to create potential, as you possess all of the potential you need, but rather to reveal and release it. In the safety and confidentiality of the coaching environment, you will uncover your deepest desires, identify your strengths, and unmask constraints that prevent you from moving forward. Only then will you be better able to take the right actions necessary to achieve your goals.

The coaching relationship creates a safe space for you to mentally expand. Because safety and trust are established, creativity is unlocked, possibilities are discovered, and momentum is initiated. The coach will transparently offer you the benefits of their unique style, skills, life experiences, intuitive sense, and other strengths. Because the coaching sessions will be authentic, they will flow effortlessly and create great value.

Coaching will address and impact your whole life. You will achieve the greatest satisfaction when your personal life and your professional life are in balance and in harmony. The coaching relationship is about listening and responding, not advising or fixing. When you immerse yourself in the coaching experience, creative energy is released and transformation is the results. The pace may seem slow at first, but results come fast. And the results last because they are created on a strong foundation. Coaching will not simply help you solve challenges and accomplish goals, it will transform the way you solve and accomplish them. It will not simply improve your life—it will transform the way you live.

Success is the continual achievement of your own predetermined goals, stabilized by balance, and purified by belief. With a coach’s support, you will set goals in harmony with your values and beliefs and in alignment with your purpose. There is no quick and easy way to learn how to ride a bike. Similarly, coaching is not a quick fix—it’s a process. As you move ahead with your life, testing and measuring, trying and failing, and trying and succeeding, perhaps a coach should be in your corner offering encouragement and support as you discover on your own the solutions to any challenges that confront you.

__________________________________

Surya M Ganduri, PhD. PMP. is the founder and president of eMBC, Inc., an international firm specializing in strategic and executive leadership development processes that Help People Succeed in an Evolving World. His company is affiliated with Resource Associates Corporation, a network of 600+ associates that are dedicated to helping organizations and individuals manage strategic change, innovation, cultural transition, and goal achievement. Surya has over 26 years of business experience in management consulting, leadership development, executive coaching, process improvements, organizational development and youth leadership. Contact Surya at s6ganduri@eMBCinc.com. For more information visit www.eMBCinc.com or contact eMBC, Inc., directly at (630) 445-1321.

Getting Back in the Game

In her Careers column for the US News & World Report of May 2010, Kimberly Palmer, writer and columnist provides five key investment strategies for making ones’ return to work after a brief hiatus. At the top of her list is Coaching and she explains how Coaching can help make the job-hunting process less daunting.

In a slow economy, heading back into the working world after a break or career transition is a particularly difficult jump. Ms Palmer points out that this challenge of returning to work has spawned a mini-industry aimed at making the transition a little easier. Of all these services and offers, she urges candidates to get coached and seek help in determining what type of new career they would find satisfying.

Another one of her strategies is to hire resume help – an objective third party who is experienced in writing resumes can often be more effective at distilling valuable expertise and presenting it in a compelling way.

What we are essentially recommending here is that as part of coaching, you prepare a customized Personality and Job Search Profile. It will materially enhance the effective presentation of you to the hiring managers. It also will help you better focus your job search. From your strengths and areas of potential vulnerability, you can infer important characteristics about a job and work environment that you ought to seek … or ought to avoid.

Once you uncover your natural talents and pick a job/career that combines them well, you will greatly increase the odds that you will wind up both very satisfied and very successful in your work. Then you can engage a professional resume writer to update your resume that effectively and honestly communicates that you are the best candidate for the job - because you know who you are. In our business as career coach, we collaborate with Lauren Young, a professional creative writer and owner of the company Freshly Baked Communications who specializes in producing effective resumes utilizing the Personality profiles that I mentioned earlier.

The way to make this happen is to get your natural talents tested in our Attribute Index assessment program, and get your resume professionally updated by a creative writer who can incorporate information from your Personality profile. Follow this link to find out more about our programs and services for career changers and people making an original career selection. You can also learn more about Lauren and her company, Freshly Baked Communications at www.FBC-Chicago.com.

A pro-active job searcher goes to the action and goes prepared to present his or her case for who he/she is and what he/she is seeking.

__________________________________

Surya M Ganduri, PhD. PMP. is the founder and president of eMBC, Inc., an international firm specializing in strategic and executive leadership development processes that Help People Succeed in an Evolving World. His company is affiliated with Resource Associates Corporation, a network of 600+ associates that are dedicated to helping organizations and individuals manage strategic change, innovation, cultural transition, and goal achievement. Surya has over 26 years of business experience in management consulting, leadership development, executive coaching, process improvements, organizational development and youth leadership. Contact Surya at s6ganduri@eMBCinc.com. For more information visit www.eMBCinc.com or contact eMBC, Inc., directly at (630) 445-1321.