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| CONTENTS: |
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| Section 1 |
- Topical Topics |
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The Leader’s Mindset . . .
Observations and experiences over many years suggest to me that truly effective leaders tend to see the world differently than most other folks. They’re not quite like others around them and they surely stand out, although not necessarily in an obvious way.
In this short article, I’d like to share a few of my observations and invite you to exchange ideas on the relevant findings. Perhaps we could share some impressions that might assist us to differentiate leadership effectiveness through a comparative consideration of the philosophies that underlie the behaviours?
Here are three main areas where differences between leaders and others seem to me to stand out:
- Effective leaders tend to be optimistic – they have a clear and compelling expectation that the circumstances can be better than at present;
- Leaders who can influence others constructively are usually inner-directed yet outwardly-focused – they know what is important to them while still being highly aware of what is important to others;
- Leaders seem to be happy people, maintaining a practical balance between having meaning and purpose in their lives while enjoying the pleasures that are offered in ‘real time’.
There is of course a seemingly infinite variety of minor differences, (frequently facets of these three factors) which can be attributed as either causes and/or consequences. Let’s try to stay as ‘elegant’ as possible in our considerations.
Are these simply ‘warm fuzzies’? After all there’s no mention of ‘success’, of ‘goal achievement’, of ‘charisma’, ‘status’ or ‘reputation’ – all being the outcomes or consequences of leadership in the popular imagination. My argument is that these popular characteristics are simply that – the outcomes of effective leadership when expressed in organizational contexts. They’re not leadership – just some of the rewards.
Leaders are optimists . . .
As Sir Winston Churchill said, “I’m an optimist - there doesn’t seem to be much point in being anything else”. Good leaders aren’t so much driven as they are expectant; not in relentless pursuit of some specific objective but rather they’re apparently confident that some acceptable objective is attainable.
This may well be premised on the basic belief that life isn’t really a journey with a fixed destination in mind (this has always struck me as very depressing!) but more of a dance where the objective is to enjoy the action, not to ‘arrive’ at a particular point on the dance floor when the music stops.
Having no compelling ‘destination’ in mind opens up all kinds of possibilities and options that might slip by unnoticed. It also allows us to identify and respond to the circumstances of those around us. If we can be open-minded and relinquish a little control over the process then there are many more potential outcomes that could improve our general and collective condition. This enhances both success and our optimism.
Many people see life as a compendium of experiences, the achievement of progressive goals, standards, and the accumulation of intellectual, emotional and material ‘possessions’. Leaders look at it differently – not nearly as mechanistically. They perceive life as being ‘organistic’ - an emerging or unfolding, just as bodies grow or as photographic plates develop, creating patterns and sense out of seeming chaos.
It’s true that leaders, like us, add experiences through assimilation, retention and association but for them this is just the initiation of the process. As soon as a pattern begins to appear they are content to allow it to take on an impetus of its own – they do not force it. Expectations thus are flexible, based in a sense of wonder, and not at all the tyrants that they can be when we allow them to be the sole definition of, or to dictate the quality of our experiences. Permitting our expectations to determine our level of satisfaction in life can focus us negatively and deny the insights that might otherwise appear to enhance our overall life experience.
Inner Directed – Externally Focused . . .
I can identify completely with this term which was coined by Robert E. Quinn of the University of Michigan. The pressures of the world encourage an awareness of events outside of our self. As Maslow suggested we are, each one of us, very concerned with issues of survival (preservation), security, inclusion and status.
There’s continuous change surrounding and impacting upon us, some of it threatening at some level. This can cause us to be hyper-alert and perhaps unduly influenced. The result is that frequently we become defensive and reactionary. We are dictated to by our experiences leading to self definitions that are more concerned with how we might respond rather than how we might contribute to outcomes.
Not so in the case of the leader! Leaders appear to have it ‘backwards’ – starting from a point of inner security and self awareness which creates within them a sense of personal ‘purpose’ and which enables them to be quietly and confidently alert to what is happening around them. They have a sense of inner-direction and are, at the same time, externally aware.
For a leader, such self awareness is crucial. Leaders are able to develop the vision for the group and not allow their personal vision to intervene. In this way they demonstrate that they are secure in their own perspectives so that whatever might be needed by others poses no threat to their basic needs. They operate from a position of strength.
With this perspective, they’re able to provide focus to others in ways that make sense and without undue self concern. It becomes evident that they know what it is that they want and that’s taken care of already. Now they can invest time and attention to others – helping to realize the needs of the group.
Leaders are happy . . .
There’s a basic human need that’s as elusive as it is universal. We all lust after happiness yet few have defined it and even fewer have reasoned it through in the context of their lives. The urge is very strong and the need is invariably ‘now’, but we tend to seek it in the past or expect it in the future – rarely in the present, the only time we can do anything constructive about it.
When it comes to positioning themselves, most people are off-balance, out-of-kilter or even unaware of the two constituent elements. These are a sense of meaning or purpose for our life and, concurrently, the experience of pleasure, enjoyment and/or satisfaction.
Many submit to a masterful ‘con game’ in our society which is to defer gratification and other rewards (pleasure, enjoyment and satisfaction) until we’ve not only established but have also accomplished some externally imposed purpose. In grade school it’s ‘work hard and pass your exams and then you’ll make it to high school where all will be better’.
Then at high school we anticipate the ‘rewards’ of college, then grad school, then our first real job, and even the promise of a management position. This continues until we awaken to the realization that retirement or death is the ultimate reward. It is just like the clown, wearing out-sized shoes, who is trying to pick up a football - every step taken to become closer pushes the ball further away. We’re in the ‘rat-race’ and when (and if) the reward eventually arrives, our long-tern expectations are such that we ask, “Is that all there is?” We’ve been royally cheated of enjoying the journey along the way.
Conversely, we can take our pleasures now, but this smacks of being irresponsible and self centered. We don’t amount to anything of substance through this choice but we could have a ‘ball’ in the process. Then there’s always the possibility too that we’ve given up on both meaning and pleasure, assuming either or both to be unattainable. This leads us to what Quinn describes as ‘slow death’ – not an attractive proposition.
The leader seeks both meaning and pleasure continuously and in equal proportion. The point of balance is doing things that we know will make a real difference yet which will give us pleasure at the same time. The resultant relaxation of stress and anxiety feed the quiet confidence that is the hallmark of the quintessential leader.
Is this attainable . . . ?
It’s not a demanding list, and it’s certainly within the grasp of most of us. This mindset could well be transitory and even situational, in which case it can surely be extended by a simple act of willpower. If we accept the definition of a leader as ‘one who focuses the desire for change within others and facilitates the creation of a sustainable new reality’, it is clear that the leader’s mindset must be an essential factor and critical to the process.
Shakespeare said, “This above all; to thine own self be true . . .” and there are no words that are a greater truth for the leader. If one has not ‘got it together’ for one’s self, how credible can you be in the eyes of others?
I welcome your questions, comments and suggestions. We all learn through open dialogue and your experiences will undoubtedly gain much value when shared. Please contact me at david@andros.org.
A Note to our Readers . . .
Previous series of articles on the topics of
- Tomorrow’s Leaders – a model for SME organizations
- The Leadership Crucible – the ‘making’ of leaders
- Leadership Characteristics – a comprehensive catalogue of leader qualities
- Succession Planning – the strategic argument, principles and strategies, and
- Managing Change – every person’s guide to painless processes
have been summarized as discussion guides for those who lead and manage through mentoring and coaching. If you would like to secure a copy for your own use, please contact us.
It is a pleasure to share ideas with you and we’d welcome your questions, suggestions and comments. They’ll assist us to refine and expand the essential value of these initiatives.
Thanks in anticipation for your participation.
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Timely Insights . . .
· Master Management – the Primer:
In the past several years I’ve made frequent references to Robert E. Quinn of the University of Michigan. He is, in my opinion, one of the leading thinkers on the art and science of leadership today. His books “Deep Change” and “Building the Bridge as you Walk upon It” are required reading for the leadership development programs that I conduct, including POLARIS.
Readers may not be aware of an earlier and crucial text that he co-authored with Sue Faerman, Michael Thompson, Michael McGrath and Lynda St.Clair, entitled “Becoming a Master Manager – a competing values approach” - now in its fourth edition.
If ever there was a ‘primer-for-all-seasons’ for every practicing manager, this is it! Using a well structured yet eminently provocative approach, the text explores in very practical ways the many roles that managers are called upon to play – Mentor, Facilitator, Monitor, Coordinator, Director, Producer, Innovator and Broker. Then all facets are integrated in a progressive and stimulating finale. My response to having read the book for the first time was, “Let’s go and make it happen!”
Now, that’s a testimonial if ever I heard one!
Talent Management
There are few organizational challenges more demanding, more complex and yet more critical than managing the organization’s talent. Few leaders really understand just how important this is until facing a setback, and talent migration is indeed headline material as news releases over the past couple of months will attest.
John O. Burdett, in a recent article, has outlined a succinct approach that will assist every organizational leader to address the essential questions. Using the basic premise that talent management is a system, not a series of stand-alone processes, he presents a useful schematic which competently demonstrates the relationships between related components. He then explores ten key pointers, elaborating on each through a list of pivotal questions that need to be answered if success in this ‘mission-critical’ area is to become a reality.
For a copy of the article “Making Talent Management Work” send me an email. For additional details on John Burdett’s excellent ideas on leadership visit his website at www.orxestra.com.
Leading Virtual and Remote Teams
Increasingly, those organizations who strive to stay at the leading edge of innovation and excellence in demanding market places will need to harness the power of the virtual work team. Such teams thrive on spontaneity and ‘light-speed’ responses to business and other social issues but they cannot be led and managed in conventional ways. New strategies and techniques are required to address the opportunities and obstacles that are peculiar to this emerging practice.
On October 30th and 31st at the Toronto Hilton Hotel, 141 Richmond Street West, an eclectic line-up of presenters will tackle this important subject. Thanks to the insight of Federated Press this emerging challenge will receive the practical scrutiny it so richly deserves.
If you’d like more details please call 1-800-363-0722 / 1-416-665-6868 or fax 1-416-665-7733.
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| Section 2 |
- Talk Back |
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Coach's Corner . . .
A selection of frequently-asked questions.
Dear Coach:
A number of months ago I hired a ‘whiz kid’. I couldn’t believe my luck in identifying such a ‘find’ and I was absolutely sure that I’d located the key to our future success. It seemed too good to be true – and guess what, it was!
In the past weeks I’ve discovered that he’s not able to live up to his self-professed reputation, and worse, that several of his initial ‘claims’ are basically untrue. He hasn’t actually lied but he’s led me to some assumptions that have put me out on a limb. I made the strongest of cases with my boss in order to hire him, and now my reputation is on the line. What should I do?
Response:
This is a toughie because, as I expect you know, you’re feeling bad because you did it to yourself. The ‘whiz kid’ may well have allowed you to lead yourself with your enthusiasm, but can you really fault him for this?
The short term answer is that you need to do some damage control and attempt to make your original dream an actual reality. Longer-term, your need is to strive for more objectivity in your selection processes. I’m going to focus on the first of these in this response but recommend to you my practical selection tool “Selecting the Best – a guide to effective selection techniques” for your future benefit.
Let’s consider how you can handle this difficult situation right now. It’s going to be very tempting to lay all the blame on the ‘whiz kid’ for leading you astray. This however won’t help him, you or the organization and it certainly won’t add any merit points to your career record. It is, though, an opportunity for you to demonstrate some outstanding leadership and management skills.
My first suggestion is to act immediately. The longer you let this weigh on you the worse it will appear. Also, it’s likely visible to your superiors already and they’re probably wondering what you will do about it. In all probability, they’ve ‘been there’ and are curious as to what your response to this challenge might be. Plan and take action now!
Can you make the ‘whiz kid’ a partner in a recovery strategy? He’s waiting for you to do something and perhaps expecting the worst of outcomes. If possible, do not do what everyone is expecting. Instead, talk to him about realities – the gap between where you are and where you’d hoped to be.
For this kind of conversation to work, he needs to feel safe. Should you blame him in any way, this will not happen. I agree there’ve been negative consequences from his ‘silence’ while you enthused at the time of his hiring, but this wouldn’t be a good basis for building a go-forward plan that’ll work.
Your job, as his supervising manager, is to get results through him by making him successful. If you can achieve this (so he actually becomes the success you’d originally hoped for) everyone will win. More to the point, you’ll recover from possible failure and have proven you can handle setbacks.
Safety is more than simply avoiding blame. It comes through increasing self-competence and confidence, and this is what you will have to encourage within him. You could start by stating that you’d over-estimated the degree and speed of his ‘promised’ contribution but that you’re still confident that he has all the potential you’d originally noted.
Your mindset is critical in all this. You must master your own stories before you can carry out the plan convincingly. Search the records for the potential success indicators that you’d noticed, perhaps subliminally, at the outset. There must have been some clear, convincing signals that triggered you at the time of hiring. They’ve likely been overshadowed by the disappointing results since, but they’re still there and you can build upon them.
Together you will build a developmental action plan (actions to be taken, with needed resources and time frames) and also a spontaneous coaching program that will lead him to the success you both want. Make sure he understands that he’s fully accountable for making the plan work – and this will be challenging – but that you are there to support him every step of the way.
To give you an instant ‘boost’ in this developmental action plan, focus on his ‘strengths' more so than on his ‘competencies’. They’re already there and can be deployed immediately. Strengths, in turn, will leverage existing competencies and deliver better results - now.
Far better this than to give up without trying. It’s said that great managers hire ordinary people and make them great. This is your chance to prove that you’re a great manager!
Good luck!
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Commentary . . .
“Nice” – a life lesson
I was struck recently by a small incident that occurred while I was waiting in the reception area of a client. I’d arrived twenty minutes early and my appointment was still otherwise engaged. There was nothing to do but wait – and observe. As I sat quietly in a corner with an unread article on my lap (I always carry a few around for such contingencies) I witnessed a ‘life lesson’ in its unfolding. It gave me something to think about and I thought you might find it instructive too. An energetic, highly focused young gentleman approached the receptionist. His body language screamed, “I’m a man with a mission; attend to me and watch me make my mark!” Placing his rather voluminous briefcase on her desk, he stated that he had an appointment with a specific person and informed her that he and this person would be meeting in the Boardroom. He clearly knew what needed to happen! Through this brief exchange he made no eye contact with the receptionist - he didn’t even really acknowledge her presence. His eyes were firmly fixed on the entrance to the offices, as if he expected his host to appear instantly if not sooner. The receptionist quietly stated that the Boardroom was already being used for a management meeting, but that she would inform the host of his arrival. Switching his attention to her for the first time, he objected, “I was advised that we’ll be meeting in the Boardroom!” The inference seemed to be that the problem was hers to fix. She smiled sweetly and suggested that he take a seat and she’d see what she could do. He took his briefcase off her desk (where it had disrupted some of her files) and sat down heavily in an adjacent chair. Some five minutes later, after a prodigious amount of restlessness on his part, his host appeared and greeted him. He sprang to his feet with the same energetic focus he’d shown on entry. After pumping the hand of his host he moved purposefully to the office entrance, placing his arm on the other person’s shoulder. Just as they were going through the door, I noticed the receptionist signal the host with an almost imperceptible raise of her eyebrow and a slight shake of her head. In less than ten minutes the host and visitor reappeared, with the host very much in command and the young gentleman visibly shaken. He was gently but firmly escorted to the main entrance and clearly dismissed. For a few seconds he stood, obviously bemused, outside the entrance before leaving for his car. Things had definitely not worked out as he’d expected and he was at a complete loss in understanding “Why?” Meanwhile his host was in quiet but intense conversation with the receptionist – both smiling broadly. It was at that point that my own host appeared. As you can imagine, I watched the receptionist attentively – she just smiled at me! What did I learn from this? Allow me to share a few related thoughts: - Positive impressions are like seeds. A smile, a thank you and a genuine laugh can be compared to seeds: you plant them and forget about them, but under the surface, they're growing and expanding.
- Negative impressions are like germs. At first you may not see the impact that rude gestures and remarks have, but they are silently infecting you and everyone around you.
- Things change, people change. Treat everyone you meet as if they are the most important person in the world. You never know what could happen in the future. Today's intern, assistant or receptionist could become extremely important to your success in the future. Condescend to no one.
- “Nice” must be automatic. You can't turn on nice when it benefits you, no matter how good an actor you think you are, because others can smell that kind of manipulation a mile away.
- “Nice” needs to become a habit, our default behavior – a way of life.
There, that was a dose of common-sense, wasn’t it? So let’s make it common practice!
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A Point of View . . .
This section is a Guest Column.
Those with different and interesting viewpoints are invited to state a case on a related topic. Articles are most welcome.
A Lesson in Objectivity . . .
Recently, I had the opportunity to participate in a conference of psychologists and psychometrists which was organized by SHL – a firm that specializes in the development and distribution of profiling tests.
Now, there’s nothing more ‘mystifying’ than watching fifty or more behavioural scientists and practitioners enthuse over the intricacies of rigorous job analysis or behavioural prediction.
Factor identification, statistical analysis, Chi and T-score compilations and the like, go right over the heads of most people. For these specialists however they are close to being the Holy Grail itself.
Now, I’m as pragmatic as the next guy, and I agree fully that we need to be disciplined in our thinking when it comes to making critical decisions about putting the right person in the right job. I have to admit though that I’ve rarely considered using hard science in quite this way.
It’s standard practice, especially among fore-sighted organizations, to use objective profiling techniques in the selection and development of senior leader / manager persons, but until you look behind the curtains to discover how such profiling tools are developed you’ll have no appreciation of the science involved.
Many who use profiling tools perhaps see the process as more as an art than a science, with a good deal of ‘black box’ thinking involved. Such persons may have confidence in the interpretation and application but rarely have considered the rigor that goes into tool design and development.
Let me tell you that it’s there – and it’s truly substantial!
Perhaps if we were to understand just how solid it really is, we’d appreciate and use it to better effect?
Well, that’s my opinion anyway!
David
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| Section 3 |
- On the Horizon |
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Opportunities & Challenges . . .
Gurteen’s 50 Lessons . . .
May I welcome you to an exciting initiative from Gurteen Knowledge and Fifty Lessons?
Each month Gurteen Knowledge offers a free video “Lesson of the Month” from Fifty Lessons. By sharing important business lessons on film, executives communicate in the most compelling method of all: one-to-one storytelling. Contributions are edited into short, powerful, highly engaging lessons that can be applied to decision-making across the entire range of business challenges.
This month is “The Benefits Of An Entrepreneurial Economy” by Sir Stelios Haji-Ioannou, founder of easyGroup.
Remember to review the Summary, Ideas for Action and Questions to Ask. It will take you just a few moments to gain a fresh perspective – well worth the investment!
Try it – you’ll like it! http://gurteen.50lessons.com
Ask us too about a free summary of Robert R Quinn’s book “Deep Change”. It’s yours for the asking.
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Failing Your Way to Success . . . Carol Kinsey Goman, Ph.D.
(Originally published in the September 2006 Issue of Link & Learn)
In a recent television interview, Whoopie Goldberg described how she got her first one-woman show in New York: Whoopie was performing her nightclub act and (the director) Mike Nichols was in the audience. He came backstage and offered to create a show for her in a Broadway theater. Whoopie said she didn't know if that was such a good idea. What if she were lousy? Mike asked if she'd ever been lousy before and Whoopie said "Sure!" His response was, "Then it's no big deal. You'll just be lousy on Broadway."
To me, that reply was brilliant!
Fear of failure is one of the biggest obstacles to success. Yet every major achievement is preceded by many failures. It's the lessons you learn from your mistakes, how well you apply those lessons to future endeavors, and how quickly you bounce back, that matter in the long run.
Great leaders know this is true. Tom Watson, Sr., the founder of IBM was often quoted as saying, "The way to accelerate your rate of success is to double your failure rate." One of my clients, a savvy executive in a Fortune 500 company agrees: "I tell my folks to make at least 10 mistakes a day. If they're not making that many mistakes each day, they're not trying hard enough."
But, oh my, how we human beings hate to fail. So sometimes we need a little encouragement to overcome that fear. Here's where leaders can step in . . .
The general manager of an insurance company, concerned that her salespeople were so afraid of failure that they hesitated to take even well calculated risks, took action at a sales meeting. She put two $100 bills on the table and related her most recent failure, along with the lesson she had learned from it, then she challenged anyone else at the meeting to relate a bigger failure and "win" the $200. When no one spoke up, she scooped up the money and said that she would repeat her offer at each monthly sales meeting. From the second month on, the manager never again got to keep the $200, and as people began to discuss their failures, the sales department became more successful, quadrupling their earnings in one year.
"Failure is not a crime. Failure to learn from failure is," said Walter Wriston, the former chairman of CitiCorp. But it can be difficult for people in an organization to have a genuine discussion about failure that doesn't include blame or rationalization. To facilitate this kind of productive conversation, the United States Army developed the After Action Reviews. AARs are now used by organizations around the world to help employees learn from their mistakes, prevent future errors, and find new solutions to problems.
Basically, the AAR process assembles people who were involved in a planned project or event and asks them to answer these questions:
- What was the desired outcome?
- What was the actual outcome?
- Why were there differences between what we wanted and what we achieved?
- What did we learn? (What would we do differently next time?)
Organizations looking to increase innovation are also finding ways to encourage and even reward mistakes. DuPont's Textile Fibers Division awards a quarterly "failure trophy." The failed efforts must have been ethically sound, recognized as failures quickly, and learned from thoroughly. DuPont realizes that insight and knowledge come as much from failure as they do from success. Understanding what doesn't work may be at least as important as understanding what does, especially if these errors are revealed early in a project when few resources have been committed and other approaches can be tested.
The heart of creativity is trial and error. Thomas Edison's early attempts to come up with the right filament for the light bulb were dismal failures. He tried a thousand different materials - with no success. A colleague asked him if he felt his time had been wasted, since he had discovered nothing. "Hardly," Edison is said to have retorted. "I have discovered a thousand things that don't work."
What about you? Had any good failures lately?
About the Author:
Carol Kinsey Goman, Ph.D., speaks on leadership, collaboration, and change to association, government, and business audiences around the world. Carol coaches executives, facilitates management retreats, helps change teams develop strategies, and delivers keynote speeches and seminars to association and business audiences around the world. She can be reached by phone: 510-526-1727, email: CGoman@CKG.com, or through her website: www.CKG.com.
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Your Development
How well are you doing with your personal development? Will you be ready for the opportunities and challenges that tomorrow will undoubtedly bring?
Would you like some help with
- professional / objective assessment?
- ongoing self development?
- personal, one-on-one coaching
We have a talent for bringing out the very best in people. We help them to focus, to build self and general confidence based on committed results and we contribute to competence and resiliency.
We are Polaris – the finest self-navigation program for emerging leaders / managers. You can reach us at info@polarisprogram.com or by calling (519) 766-1178 anytime.
Perhaps Polaris would be the right program for you? We’d welcome the opportunity to demonstrate this powerful program and to contribute to the strengthening of your profile and/or management team.
Please contact us for details.
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Reach Out!
Harness the power of a sparkling new thought every week. By subscribing to our "Reach Out" service you'll receive a short, high impact, motivating and often provocative quotation every Tuesday morning. It will lend focus to your week, stimulation for your thinking, insights into your whole life and perhaps even solace for your soul.
Best of all, it's free! Take a moment for yourself and make room for a little refreshment.
http://www.reachoutdirectory.com
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| Section 4 |
- Secure Site |
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A New Polaris Program . . .
will begin on October 25th/26th, 2006.
There are a very few openings for this leading-edge personal development program which is winning plaudits across the board. Please call us for details of qualifications required and registration processes.
Polaris participants are invited to use their assigned usernames and passwords to access the extended curriculum and knowledge base at http://www.polarisprogram.com/members.php
Review Sessions . . .
Polaris program participants are invited to review the modules for
Work Out 5
- Personal Organization - Focusing Resources
- Obstacles & Setbacks – Communicating with Intent
- Integrity & Ethics – Consistency and Commitment
Work Out 12
- Implementation – Reinforcement and Learning II
- Building Relationships – Mentoring and Coaching
- Beyond Self – Positive Organizational Culture
Preparatory assignments . . .
Work Out 6 (October 4th)
- preparatory materials are on the web site and have also been sent by e-mail. The agenda for this session will comprise:
- Personal Organization – Personal Branding & Profiling
- Obstacles & Setbacks – Assertiveness and Conflict Management
- Integrity & Ethics – Codes and Transparency
Please set time aside for your preparatory work, and call your coach with any questions and comments.
Use your RED time well!
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Be kind to yourself - and to someone else! |
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Stay well, live long and prosper.
David Huggins and Amanda Levy
Andros Consultants Limited
http://www.andros.org
Helping individuals and organizations be their best
http://www.ebooks4business.ca
Distinctive business books for the discerning mind
http://www.polarisprogram.com
Realizing tomorrow's potential - today!
Shameless Marketing Tip:
With close to thirty years of experience in identifying and resolving
professional and business issues, we've developed a wealth
of expertise that could benefit you. An exploratory consultation
carries no obligation. Let's talk! Contact us at info@andros.org
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Contact us to learn more.
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