Our mission at the EERC is to provide practical, pioneering solutions to the world’s energy and environmental challenges. But that mission only comes to life when employees can see where they fit into it. For teams across the organization, having a clear sense of purpose helps turn day-to-day work into something more meaningful.
That’s where team mission statements come in. When teams take time to define what they do and why it matters, it creates a shared understanding of their role within the EERC. These statements help connect individual efforts to the bigger picture, making it easier for teams to stay aligned with one another—and with the organization’s broader goals.
By encouraging teams to reflect on and articulate their own missions, EERC leadership is helping departments strengthen those connections. The result is a clearer sense of ownership, stronger collaboration across teams, and a renewed focus on how each group contributes to the EERC’s overall impact.
“At the core of the EERC are our people,” said Charlie Gorecki, EERC CEO. “They’re our greatest asset and investment. Our leadership team recognizes this and is fully committed to prioritizing our people.”
The first step to creating that connection began at a recent Coffee Talk–style town hall, where three EERC leaders shared how their teams developed their own mission statements—bridging the gap between individual roles and the organization’s broader purpose.
“For a long time, I felt that my team and I were disconnected from the research,” said Kari Suedel, Assistant Director for Communications and Graphics. “I’ve never personally provided a solution to the world’s energy or environmental challenges, so I felt that the mission didn’t apply to us.”
To change that perspective, Kari challenged her team to create a mission statement for the Graphics and Communications department. Through several collaborative brainstorming sessions, the group came up with this:
Combining clear and concise messaging and innovative design, we develop compelling narratives and graphics that amplify the EERC’s scientific contributions on a global scale.
The statement now hangs prominently in their shared office and serves as a daily reminder of why their work matters.
Kari was not alone in this effort. During the Coffee Talk, employees also heard from Scott Ayash, Director of Research Management, and Christin Fine, Director of Environment, Health, and Safety, who shared their own approaches to building and applying team mission statements.
“My team’s process was slightly different,” Scott said. “I drafted what I thought was a perfect mission statement and was planning to roll it out to my group, until I got advice from others saying – absolutely not.” After some laughs, Scott explained how the team collectively shaped the final result. “Instead of me giving my team their mission statement, we brainstormed together and then they anonymously submitted draft statements. After some revision, the team voted on the one that resonated most. “It ended up being far better than what I wrote,” Scott continued. “More importantly, the team felt real ownership over it.” His team’s statement is direct and clearly defines the role research managers play in advancing EERC’s work:
Research managers perform project and proposal management activities and integrate people, ideas, and resources to advance EERC research.
That sense of ownership has translated into stronger alignment and engagement within Research Management, helping the team stay grounded in their role supporting EERC research efforts.
Christin, on the other hand, took a different approach to creating her team’s mission statement. “I threw some Halloween candy on the table and told my team we’re not leaving until we figure this out,” she said. “It worked well for us.” Once her team established a mission statement, Christin emphasized using it as an everyday tool rather than a static document. She regularly references it during hiring to ensure new team members align with the group’s values and goals. The mission statement also serves as a checkpoint for ongoing work, helping the team assess whether their activities directly support their purpose:
To serve in the support of research without compromising on the safety and health of our people, community, and environment.
As leaders of administrative and operational teams, Kari, Scott, and Christin all acknowledged the challenge of connecting their work to a mission centered on technical research. “At the end of the day, we’re still problem solvers,” said Scott. “This is just another challenge that needs solving—it’s what we do best.”
By reframing how their teams support research and impact, these leaders are helping employees see how their daily work contributes to the EERC’s mission. As the organization continues to navigate a changing workplace, teams and individuals are encouraged to reflect on what drives their work and how it connects to the broader mission—reinforcing a simple but powerful truth: meaningful work starts with engaged people, and at the EERC, our people are the priority.