The Gallup study’s final conclusion: 34% of respondents in grades 5-12 are hopeful, engaged, and thriving—others fall short in at least one of these dimensions.

Part of what facilitates a hopeful, engaged, and thriving attitude is the ability for a student to see a bright future and feel confident it is attainable. Another important statistic from the Gallup poll is that 42% of the students polled said they were energetically pursuing goals. Life is a journey and it is the most important journey we as individuals will ever take. The sooner young people are exposed to the value of goals in all aspects of their life and are taught how to use a proven goal accomplishment model the sooner they will be “ready for the future.”

Seventeen years ago our company developed a youth leadership process entitled Rising Stars. It focuses on helping young people prepare for a bright future and be contributing members of their community, while exposing them to and teaching them how to use a proven goal accomplishment model. In addition to sharing the S.M.A.R.T.Y. criteria, which many people know is important to consider when building goals, we also focus on the six core components of goal setting.

1. Listing your dreams. Every purposeful journey aims for a destination. Where do you want to go with your life? What do you want to accomplish? What are your overall objectives? What are your dreams? Listing your dreams allows you to develop a master list of things you want to do and become—as well as things you want to achieve and attain.
2. Conducting personal self-evaluations. You can go wherever you choose on your life’s journey, but you can only start from one place. You can only start from where you are today.
3. Developing goal categories. Once a springboard is created to clarify your dreams and you’ve identified your current starting point, the next step requires developing the categories of your life that you’d like to change and improve in order to realize your dreams. Goal categories provide an important step between your dreams and your goals, and they help you translate your general ideas and thoughts into action.
4. Creating goal statements. Goal categories are then translated into specific, measurable, attainable, realistic and time trackable goal statements that are solely yours (S.M.A.R.T.Y.). In our experience the more focused and specific the better.
5. Developing specific action steps. The next step is to identify the actions you need to take in order to achieve your goals. Creating specific action steps will provide the daily, weekly, and monthly activity necessary to make your goals a reality.
6. Prioritizing of your goals and action steps. Making a conscious decision through a prioritization process which goals or action steps are the most important. It is also a necessary step. The prioritization process will never stop, as you will need to continually evaluate what is important to your success now.

No matter your age, goal accomplishment is a life long process. It is rewarding to see young people embrace the concepts and apply them early for success in all areas of their life: school, home, career, health, and community. Goal accomplishment is the backbone of creating hopeful, engaged, and thriving lives.

Tammy A.S. Kohl is President of Resource Associates Corporation. For over 17 years, RAC has specialized in helping young people achieve success through youth leadership development and goal setting. For information visit www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.

In our research, sustainability emerged out of the concept of “going green.” Because of outside pressure from the community and special interest groups and in an effort to meet new regulatory requirements, some industries were forced to change how their processes and products impacted the environment and people. Even through the last 18 months of economic challenges, sustainability has not gone away. Companies have been forced to remain in compliance while figuring out how to make progress with less capital and resources. Therefore, we can assume sustainability is more than just going green … although being green is a big part of it.

To senior management the question is, what does sustainability mean to your business? Leadership teams often lack a full understanding of how to apply the concepts of sustainability to the context of their strategic plan, their operating processes, their employees’ attitudes and skills, and their stakeholders concerns. In our experience, the successful implementation of sustainability will have a measurable and positive impact on the planet, through their people, and the result is improved profitability. Therefore, it is highly likely that sustainability will be defined conceptually as a megatrend, which applies equally to all types of organizations. Organizations that have defined what sustainability means to their business and who have a successful implementation model are seeing significant benefits. Based on the success of early adaptors, sustainability has proven to provide a sound business case of creating value through innovation and employee involvement.

Most organizations need to be presented with measurable reasons why embracing or incorporating a new strategy like sustainability makes sense. Early adaptors like WalMart, IBM, Nike, and GE are measuring value in key business areas. It is our experience that similar outcomes are just as possible in the small and mid-size markets.

The benefits have been shown to include:

• A Stronger Brand
• Greater Pricing Power
• Greater Operational Efficiencies
• More Efficient Use of Resources
• Supply Chain Optimization
• Enhanced Ability to Enter New Markets
• Enhanced Ability to Attract, Retain, and Motivate Employees
• Increased Customer Loyalty
• Reduced Environmental Impact
• Improved Innovation

In our experience, an organization should not tackle sustainability overnight without first understanding its strategic intent and developing a sustainability implementation plan. It’s not difficult, but an organization needs to understand what it is doing, why it’s doing it, and how it’s going to measure it. Most importantly what sustainability requires is, first and foremost, commitment from the leadership of the organization. “You cannot implement these kinds of programs bottom-up, it’s impossible. It’s always top-down, always. Because it is a cultural change, you cannot do it organically.” George Kern, CEO, IWC

After commitment is established, sustainability needs to be defined for your organization. What outcomes do you want to accomplish in what time frame? How will you measure the outcomes? How will you communicate your plan and establish buy-in with your employees and other stakeholders? These questions are important and need to be addressed before implementation begins. The answers to these questions need to be laid over the existing strategic plan. Do these new objectives require any course corrections? If your organization does not have an existing strategic plan, it will be critical to develop one that includes sustainability, as sustainability is not a strategic plan in of itself. Another often over-looked requirement is structure. Since many of the sustainability initiatives require interdepartmental cooperation there needs to be a systems linkage in both innovation and tactical implementation.

As evidenced by the research, sustainability is not going away. If your organization recognizes this fact and positions itself as a sustainable organization you will have a sizeable competitive advantage while also improving our planet.

Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in helping businesses achieve high levels of excellence through sustainability. Learn how at www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.

Your business’ strategic plan is a living and fluid document. It needs to be visited and revisited in order to create the flexibility necessary to make required course corrections while achieving organizational goals. A strong strategic plan identifies critical success factors, and when implemented, those critical success factors will create organizational alignment, surface challenges before they become fires, and be the catalyst for breakthrough performance.

A must have for successful strategic planning is an operational dashboard. Just engaging in the strategic planning thought process and laying out the plan is not enough. The management team needs an operational dashboard to measure and evaluate current outcomes and data by which decisions can be made on a daily basis. A strategic plan that sits in a drawer or on a bookshelf to be revisited a year or two down the road is virtually useless. Taking the critical success factors from the plan and creating a dashboard gives management the business intelligence necessary to make solid decisions and to manage course corrections when they are required.

As important as it is for management to have this working document, it is also important that a version of the dashboard be shared and communicated to all employees. Every contributor in the organization has an interest in the progress and success of the company. The more they know about the organization’s objectives and feel part of the big picture, the more they will take their contribution to the success of the plan seriously. With rare exception, most people want to be part of the solution and not part of the problem.

Communicating the strategy and creating alignment in your organization is one of the most important things you can do beyond formulating the plan. Linking organizational goals with employee goals creates a driving force towards results. Alignment will make it much easier for you to push the organization in the right direction.

Creating alignment is significantly linked to employee’s buy-in to the plan. Spending time to help your employees see how the future success of the organization impacts their career path and their personal success is critical. Communicate the details of the plan in a way that is easy to understand and reinforce your message often. Positive traction towards results is accomplished by frequently communicating and reinforcing the plan. The daily contributions of your employees will actually make the strategic plan a reality. Let them know where you want the organization to go so they can help take it there!

Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in business and management consulting, strategic planning, leadership development, executive coaching and youth leadership. For more information visit http://www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.

We can learn a great deal from businesses that fail and apply that knowledge to actions step that propel a business toward success and away from failure. Here are some important elements of a successful business to consider.

• Develop a plan. You can get where you are going much faster if you have a road map. Developing a plan for your business that includes a vision, objectives, and critical success factors creates a road map. Evaluating potential problems and challenges before they happen often eliminates crisis. Reviewing financial, equipment, and employee needs creates preparation. Developing a marketing, advertising, and customer growth plan ensures focusing on the right activities. Develop a plan and revisit it frequently.
• Execution is key. Developing a plan is the first step to executing your plan. Daily action steps are what make it come to fruition. Do you and your team members know what they need to do, focus on, and accomplish in order to make the business goals a reality? Frequent and consistent communication with your team will help ensure that everyone is working towards the right outcomes.
• Know your customers. Who are your customers and why do they buy from you? What makes your product or service different or better? Creating and growing a loyal customer base is the key to business sustainability. If asked, customers will tell you exactly what they need. Ask frequently and listen intently. As the world changes so do customers requirements of your product or service.
• Evaluate competition. Who is your competition and how do you compare? Competitive research is well worth the time and effort. Know what your business is up against. Understand competitor’s products and services and how potential customers compare those products or services to your company. This knowledge is vital as it allows you to make well-informed advertising and marketing decisions.
• Be able to adapt. Business environments and customers change. The ability to adapt to the ever-changing face of business is just as important as planning. Your plan provides the road map but every once in awhile there will be obstacles located in the middle of the road and a course correction will be necessary. Being able to adapt quickly will allow the course correction to be as seamless as possible.
• Maintain focus. Know where you going and what you want to achieve at all times. Distractions can mean death to a business. It becomes very easy to lose sight of the big picture when a distraction presents itself. Again, count on your plan to provide the road map and make goal-oriented decisions. Distractions have a bad habit to allowing us to race down blind alleys and take our eyes off of the real objectives.

Creating a successful and sustainable business is not always easy; however, the rewards often out weigh the challenges. Put yourself in a position to win at business by giving yourself all the advantages listed above and the results you desire will follow!

Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in helping businesses and individuals achieve high levels of excellence and success. Learn how at www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.

In addition to defined goals there are several other criteria that foster success in sales:

• Sell with questions not answers – Potential customers for your product or service really don’t care what you have to say. Your sales pitch or sales script is really the last thing they want to hear. What potential customers really want are their questions answered. Their questions are indicative of what is really important to them. When you understand what is important to them, you create or uncover their personal buying motive. Spend more time asking questions about what they want or need. Use your product or service knowledge to answer their questions concisely while moving directly into the next question. Remember that it is really about them … not about your knowledge. Help a potential customer make a buying decision through the questions you have asked rather than trying to sell by guessing at which features and benefits you think may be important to them.
• People buy based on emotions – Another powerful reason to sell with questions is because it helps you uncover personal buying motives. Buying motives are typically emotional as rarely do people make buying decisions based on logic. Someone could decide to buy a car but they purchase a Volvo specifically for the safety of their family. Safety is an emotional reason. Most men and women resist the need to go to a new barber or hair stylist. Getting your hair trimmed or styled is a very practical exercise. However for many people the resistance to change is based on the fact that, “no one can do my hair exactly the way Joanne does it.” That response represents a personal and emotional attachment.
• Build relationships not orders – Success in sales is about relationships. Orders are nice but the benefit is short term at best. Creating relationships built around a management philosophy of creating loyal customers means you get to take orders from that customer for life because they keep coming back. And, they keep coming back because of the relationship they have with you and your company. If you promote the sales philosophy of taking orders you are promoting the idea of shopping around, looking for the better price, or the biggest discount. Promoting loyalty mean your customer all ready knows the service or product is great and they truly appreciate the way they are treated and served as a customers. A strong relationship is critical to the long-term success of sales organization.
• Think – Sales is a profession that can never be mastered. There is always something to learn, a new technique to be mastered, and a more thorough way to understand the emotional buying motives of your potential client. Therefore you must always be thinking, learning, and honing your skills. If you truly believe that you have mastered your sales profession then I am here to tell you, you are your biggest obstacle to your sales success. Personal growth and development as a sales professional is key to generating the income you desire.
• Spend your time wisely – Time is money, so allocate your time as if your were actually allocating real dollar bills. Money truly is what you are throwing away every time you don’t manage your time wisely.

2011 is going to be a great year because it is time we take control of our success and economic destiny. Success in sales is exciting but requires dedication and work. How can you take some of the tips above and apply them to your success in sales? Start today—2011 is right around the corner.

Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in helping businesses accelerate results through sales development and sales coaching. For information go to www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.

A key factor that many organizations miss is the fact that they cannot have loyal customers if they do not have loyal employees. Employee loyalty can be defined as employees being committed to the success of the organization and believing that working for the organization is their best option. It is not about employee tenure. It is about wanting to contribute to the success of the organization.

Finding good employees can be challenging and time consuming. However, once you find the right fit and nurture the employee relationship, it can be quite costly to see that relationship go by the wayside. Depending on what research you read the cost to replace a hourly employee can be anywhere from 35% to 50% of their salary, and for a professional staff person, the replacement cost can go as high as 125%.

How can your organization foster employee loyalty?

1. Share your vision and strategic plan.
   Communicating what the organization stands for, where the organization is going, and how that impacts all stakeholders, particularly the employees, is key. Employees want and need to know what they are a part of and how their contribution will make a positive impact on the success of the organization. Give them a reason to be there!
2. Encourage ideas and feedback.
   Create an organizational culture that is open to new ideas and fresh perspectives. Your employees are on the front lines and they can tell you what is working and what might work better. In a recent client engagement where we were working with a cross functional team, a woman who had the least to do with the process made one simple suggestion that ended up saving the organization hundreds of thousands of dollars. Loyal employees make positive contributions!
3. Walk your talk.
   Everything you do and say needs to embody the values and culture of employee loyalty. Recognize and respect your employees. Let them know when they are exceeding goals and objectives, and praise accordingly. If there is a challenge, then give your employee the details straight up. Give employees open and honest feedback and they will reward you with loyalty.
4. Measure Your Company’s Employee Loyalty.
   You cannot manage or improve what you are not measuring. Your organization cannot improve its employee loyalty factor unless you know your starting point. Do you have a system in place to capture that data? If not, create one or find one. Give your employees an opportunity to tell you what is going well and what needs to be improved. Based on the data you will be able to make strategic decisions that will continue to foster employee loyalty. Your people really are your greatest asset!

Creating a loyal customer base can be the measurable difference between you and your competitors. Enhance your ability to accomplish that strategic goal by creating and maintaining loyal employees. Your employees will always be the key!

Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in helping businesses assess, measure and improve their employee and customer loyalty. Learn how at www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.

“Economists say that the great recession, the longest and deepest since World War II, ended 18 months ago and the US economy is growing again. Growth is relative. That doesn’t mean sit and wait for things to improve. Rather retool for the economy that exists today.” – Rosalind Resnick, Entrepreneur Magazine, December 2010

As you review your company’s strategic plan and forecast for 2011, what can you do to ensure that your company will meet those objectives and goals? Ms. Resnick’s comment is absolutely on target, you can sit around and react to your environment, or you can retool your business objectives and take a proactive approach to success for 2011.

There are a number of strategic areas that may be worth focusing more time and effort on in your business as you begin to think about retooling:

• First and foremost, revisit your strategic plan. It is appropriate to focus on the 3-5 year horizon because you need to identify what you want to grow into. However, it is critical to focus on what your business needs to accomplish in the next 12 months. What are the critical success factors that your business needs to focus on in order to accomplish your forecast? Do your employees know what the 12-month plan looks like and do they know what they need to contribute in order for the plan to be successful? If you cannot answer ‘yes’ to any of these three questions, you are not ready for 2011.
• Second, identify what is really working and set a plan in motion to maximize it. Capitalize on your strengths. What product or service is your top seller, and how do you get customers to buy more of it? How do you grow your customer base for that product or service? Knowing your core business strengths allows your organization to maximize on existing opportunities where your company is already excellent.
• Third, try new and different things. After you have identified the core products and/or services of your business, look for new, out-of-the-box opportunities. Outside and uncontrollable distractions often cause us to pull the reins in and focus on what we have always done. Use these changing times to your benefit. Challenge yourself and your employees to look at every process, product line, service, and customer for new opportunities. You will be surprised what your team may find and suggest. At first blush an idea might seem outrageous, but outrageous could mean the difference between status quo and a new level of success.

The last thought to consider is leveraging your uniqueness. The business marketplace is becoming a sea of similarity. Your brand should communicate the value you bring to your customer from the eyes of the customer. Your brand is not really about what you think you do. The brand you should be leveraging is what value your customers say you bring to the table. Find out what your customers really think and start spreading that unique message.

If you did not like the results you generated in 2010, you have two choices. You can continue on your current path and hope for different results, or you can set your goals, maximize your strengths, honestly look for new opportunities, and incessantly market your brand with a voice that is meaningful to your customer. Hope is never a successful strategy, but focused action is … what will make 2011 a successful year for your company?

Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in helping businesses and individuals achieve high levels of excellence and success. Learn how at www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.

In a recent study conducted by Robert Half Management Resources, it was concluded that beyond technical and functional expertise, the following traits were high on an organization’s list of leadership requirements. The survey included 1,400 CFO’s from a random sample of US companies with 20 or more employees. (T&D December 2010)

• Integrity – 33%
• Interpersonal/Communication Skills – 28%
• Initiative – 15%
• Ability to Motivate Others – 12%
• Business Savvy – 10%

Pay attention to any form of business news and it will quickly confirm that integrity in business is becoming a lost art. Companies want quick fixes, fast money, and magic bullets. Companies are not spending the necessary time to create and maintain cultures of integrity, values, and processes, or making the right decisions for the right reasons. Lack of corporate integrity has been the documented cause of organizational demise, severe embarrassment, and financial loss many times within the last nine years.

The examples start with the avalanche of accounting scandals in 2001 and 2002, which included the Enron debacle and companies such as Tyco, Arthur Anderson, and Kmart. Forbes magazine created a Corporate Scandal Sheet listing just accounting imbroglios like the companies listed above. The list was published on August 26, 2002 and sadly is quite long. In the last couple of years, we have seen similar challenges in the financial and mortgage world with AIG, Goldman Sachs, Freddie, and Fannie.

Corporate integrity is not a choice, nor should it be implemented for shear convenience. Integrity is the concept of consistency of actions, values, methods, measures, principles, expectations, and outcomes. In ethics, integrity is regarded as the quality of having a sense of honesty and truthfulness.

Fast Company conducted a study with the objective being to gather perceptions about specific characteristics of leaders. 95% of respondents said “yes” or “absolutely” when asked. Do the ethics of the CEO play a meaningful role in the way business gets done? Respondents go on to say “Good ethics is also good business. It builds the brand, draws customers, and saves money in the long run.” (Fast Track Leadership Survey August 2005)

Organizations must take the time to define their core values. Clearly defined core values create a sense of unity and help the company steer all of their resources in a focused and meaningful direction. It is the spirit that drives the company regardless of its industry or size and helps the organization make appropriate decisions in tough times. Core values provide answers to tough questions and act as a guiding light in situations of conflict. Leaders with integrity must have an unwavering commitment to the organization’s core values and they must be willing to defend them.

There are no quick fixes, or magic bullets. Money needs to be earned. Show your external and internal customers, as well as all of your stakeholders, that your organization stands for something and that is has self-imposed rules that guide all decisions. Leading with integrity sends a powerful message to employees. Your leadership by example is critical to creating an environment and culture of integrity throughout the entire organization. Integrity really does matter!

Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in helping businesses achieve sustainable results through leadership development and executive coaching. For information on creating a leadership succession plan visit www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.

Now is the perfect time of the year to stop and evaluate what you have accomplished, and what accomplishments 2011 will bring. People who experience high levels of achievement and success have clearly defined personal and professional goals with specific action steps and benchmarks. As goals are achieved, confidence and knowledge heightens and expands; therefore, even higher goals become realistic. While there is no guarantee that you will achieve your goals within the given time frames, establishing them helps to ensure you will. The more passionate you are about achieving your goals, the less you will worry about possible problems, details, and day-to-day challenges. Having clearly defined goals allows you to have a sense of control over your action, your life, and your organization.

Developing personal goals that you are committed to as well as a solid plan for your organization will help to minimize setbacks. However, there will always be setbacks so expect them. Look forward to them and use them as springboards to higher levels of success. In adversity, there is opportunity. Successful people are those who have learned to face adversity with anticipation because they know that they are the greatest opportunities for learning. If you want to succeed, you must develop a positive attitude about failure. You only fail when you stop trying. In fact, failure can be your most important learning opportunity. Those that succeed are those who do the things that failures don’t like to do. Failure provides you with a chance to grow, learn, and to become better.

Creating focused and purposeful goals takes time and careful thought. It is not an exercise to be done quickly or taken lightly. It is only when you seriously evaluate what you want to accomplish, do, and become that you begin to see the future you want. Once the vision is in place it becomes much easier to create a goal and actionable plan. Start by asking yourself some seemingly easy, but often tough questions about your future.

• In 2011, what do you want to achieve for your business and for you personally?
• Where do you envision yourself personally in 1, 2, and 5 years?
• What qualities and skills do you need to develop in order to achieve your goals?
• What do you want your career or your business to provide you?
• Where do you see yourself in the next 20 years?

We are embarking on a new year full of opportunities and potential accomplishments, and they are not far beyond your reach. Define what you want and where you want to go. Develop specific goals to make that vision of your future a reality, and then create the specific action steps that will become your road map for success in 2011. There may be bumps in the road, wrong turns, or total course corrections but stayed focused. Your success is not a matter of chance!

Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in business and management consulting, strategic planning, leadership development, executive coaching, and youth leadership. For more information visit http://www.resourceassociatescorp.com/ or contact RAC directly at 800.799.6227.

Once you are able to begin the process of helping people develop positive and possibility attitudes, you create even more possibilities. It’s rather like knowledge and learning. Generally, the more you know and learn, the more you realize there is to learn. The more you focus on possibilities, the more possibilities seem to be possible. High expectation and positive attitudes lead to high performance. High performance leads to higher expectations. Individuals and teams go through four stages of development before they become high performers.

Stage 1: In the beginning, you may find that as people move into uncharted waters and begin to perform tasks and make decisions that are new, they will need a great deal of attention from you. Anytime there is a need for new knowledge or apprehension about the outcomes, people will require direction. Many will have to be shown how to perform a particular task. Others will need explanation, information, and instruction. Most will still look to you for decisions and priorities. Your behavior at this stage should be highly directive. You will need to provide knowledge and model behavior to help people learn, understand, and develop competence. This requires time and patience. That outcome, however, is more time for you because as they become competent, they are more willing to perform functions that once took your time.

Stage 2: As people become more competent in their roles and their attitudes are more positive, the need for highly directive supervision and instruction diminishes. Your role then becomes that of a coach. Coaches still provide direction, suggestions, and input, but begin to elicit more feedback, and decisions are frequently made jointly. As confidence and competence grow, people will begin to make suggestions and provide you with input and ideas. Your behavior needs to be supportive and focused on mutual goal setting, high recognition, and praise for accomplishments.  This two-way process creates a tremendous opportunity to lead people to even higher levels of performance.

Stage 3: As people become more confident about their ability to perform their jobs successfully, you can empower them to make decisions that influence the outcomes. Delegate authority to solve problems and make improvements. Enhance personal responsibility and accountability. Create additional opportunities. Be highly supportive but less directive. People need to feel like they have control over those factors which affect their destiny. As they control more of their activities, you can spend less time managing people and processes and spend more time growing the company. Developing people has immense benefits for the future.

Stage 4: At this final stage, people want to do their jobs and they have developed the competence and confidence to know they can. They can be counted upon to make decisions, implement change, achieve their business goals, and positively impact the success of the organization. They will require very little supervision from you. Provide support, but refrain from over managing that which they know how to do. Instead, their greatest need will be your leadership. They will look to you to provide the direction, the values, and the behaviors that they can emulate to help build their divisions, departments, and people. They will seek new and better ways to do business.

Seek out potential leads in your organization. Create an environment, develop the personal skills, and nurture the innovation that can ensure your competitive advantage. Meeting the challenges that you will face tomorrow will require you to drive leadership qualities throughout your organization because it will require everyone to see beyond traditional methods and expected outcomes. The future belongs to those who create it!

Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in helping businesses and individuals achieve high levels of excellence and success. Learn how at www.resourceassociatescorp.com or contact RAC directly at 800.799.6227