November 2008
The developmental digest for emerging leader/managers devoted to growth and excellence
CONTENTS:	Section 1 - Topical Topics   - Leadership for Tomorrow   - Timely Insights Section 2 - Talk Back   - Dear Coach   - Commentary   - A Point of View Section 3 - On the Horizon   - The Positive Workplace     Bend it like Barak!   - Opportunities and Challenges   - Reach Out Section 4 - Secure Site
Section 1	- Topical Topics
	Leadership for Tomorrow We can’t get there from here . . . This is my not-so-subtle way of saying that we need to change our current perspectives or we’re likely to continue in a leadership deficit position into the foreseeable future. Unless we change, it simply isn’t going to improve. We are already experiencing market and financial pressures in the world, mainly due to irresponsible past practices. However, today, in the US, there’s fresh optimism with the election of Barack Obama and his promises of change. Whether or not he’ll be able to deliver on his promises remains to be seen, but I’m sure, as many others appear to be, that he’ll give it his very best shot. Agreed, he’s starting out with major impediments – a multi-billion dollar deficit, two substantial wars and a serious lack of investor confidence. The decisions he’ll make and the actions he’ll influence are going to have a major impact on our life style – even for those of us north of the border. For certain, achieving success is going to demand all the wisdom he can muster; we all earnestly pray that he’s going to be equal to the challenges ahead. Here on the business front, we have a directly comparable situation. Our problem though is that press coverage, and the resultant public opinion, have not raised awareness to the same extent. Most business practitioners are not even alerted to the problem and very few of us are actually excited or passionate about it. Yet the consequences are just about as serious and as pervasive as those facing President-Elect Obama! Our equivalent of the multi-billion dollar deficit is the substantial devaluation of deliberate leadership development. Our needs for leaders are expanding geometrically yet the available supply of leadership talent is diminishing rapidly. Due to a very short-term focus, there are too many who either do not understand the consequences or who are choosing to ignore them. Our ‘substantial war’ equivalent is the loss of too many potential leaders through waste and neglect, specifically by the numerous attempts to impose inappropriate strategic thinking that has resulted in unnecessary confrontation and even sabotage. It seems to me that there are far too many bright, young and aspiring leaders who are ‘writing off’ the system and, along with it, their mentors. The lack of investor confidence has its parallel in the unpredictable perspectives of new, information-rich but wisdom-poor people who are moving into the top business leadership positions before they are fully mature and properly seasoned – and we simply don’t know how to communicate with them effectively. Who can guess at the decisions they’ll be making? A need for action . . . It’s almost too late – but not quite! We have to wake up and smell the coffee. Leadership is the ‘brain’ of our future business and we won’t be able to function properly without it. External forces like technology, regulation and resource availability can hurt us as much as they can help us. Every change opportunity is a crucial decision point. Here’s where I believe we have an advantage over Barack Obama – the vast adaptability and potential in people. To find it and, more importantly to tap into it, we have to raise our sights. For too long we’ve been looking at the issue from the wrong angle. Please, let me explain. Prevailing executive practice has centered on identifying future leaders from those who are the best performers – the high achievers. This is not sensible or defensible. High achievers are not necessarily potential leaders – they’re likely just well suited to their current roles/jobs. We’ve all discovered that the best salesman doesn’t always become the most effective sales manager; should you promote him or her, you’ll lose twice over! The qualities that lead to exceptional performance in particular roles and responsibilities may or may not be those of a competent, confident and caring leader. Research shows that there’s little correlation. Many potential leaders will be performing at just average levels in routine, non-leadership roles. We have to be able to identify the leaders of tomorrow using leadership criteria not just current performance / job-related factors. So let’s begin with a brief review of leadership theories – do you remember these from your basic management training? The ‘Great Man’ theory which says that leaders are born not made Trait theory tells us that leaders have a special combination of natural, instinctive characteristics or traits Behavioral theory makes the claim that leadership skills can be acquired through training and learning Situational theories assert that in each situation there’s a style and/or strategy that’s uniquely appropriate. As a behaviourist, I believe that there’s truth in each of the approaches. Making the right choice . . . Firstly, let’s recognize that there are two quite different change applications each of which calls for radically different leadership interventions – transactional (incremental) and transformative (break-through) changes. Transactional leadership can be practiced, in fact has to be practiced, by everyone in the organization. It’s basically responsive to the need to improve things, to move things forward and to restore things to an optimal state – how can we make this better? From the Receptionist to the Chief Executive – first contact to ultimate authority – this is a pivotal question to be addressed and resolved. It results in continuous improvement - escalating quality of product, service, relationships, performance, image, consistency and durability. It ensures profitability, reliability, reputation and longevity. It’s a ‘must-have’! Transformative leadership demands another question – how can we do this differently? It responds to the fact that the world in which we operate is constantly changing. If we are to enjoy continuing success then we must change, often radically, to accommodate this changing world. We don’t always respond intelligently, sensitively and sometimes we don’t even respond at all. This is where we have to have leadership-by-design-and-intent. It calls for focus, visions, inspiration, facilitation, collaboration, encouragement, reinforcement and recognition. It makes life exciting, memorable, challenging and also uncomfortable, at least for a short while. A leader is one who focuses the desire for change that’s resident in others and who then facilitates the realization of a sustainable new reality. Creating transactional change (the incremental kind) does require some leadership initiative but it’s arguable whether it demands a ‘leader’ as defined. On the other hand, transformative change demands deliberate leadership initiative, having the courage to boldly go where none have gone before. We’re all capable of responding to change opportunities but there are few who will instigate them deliberately. To do so involves risk. Fear of rejection, of being ignored and of possible failure can be overwhelming and we should not expose ourselves without careful consideration. Within some individuals though there are certain personal qualities, seemingly unrelated to leadership, which can surmount these fears and rebalance the ‘courage equation’. This reflects aspects of the Trait and Situational theories of leadership and may even suggest that some people are genetically disposed towards taking leadership roles. However, the bottom line is that it’s awareness of the situation, the demands that it can impose and, most important of all, awareness of our self as a prospective leader that will enhance our prospects for success. Fortunately, we’re all able to learn about ourselves. Making it reality . . . I’d like to offer one possible framework to identify those who can lead transformational (break-through) change. You can search for the answers within yourself as well as within others, and while there are no sure-fire conclusions, you will achieve greater insights and more coherent conclusions if your approach is well disciplined. Here are the six pillars of leadership that I use in assessment. Transformational leaders are: Self Aware – they know themselves for who they really are Passionate – they truly care about finding a way forward for everyone Visionary – they can see the possibilities and are confident they’re achievable Other-Centered – they are inwardly directed but alert and sensitive to the needs of others Credible – having the highest integrity they inspire and sustain trust and confidence Engaging – they make things happen, making a difference that can be experienced. Self Awareness is a component of emotional intelligence. We need to know and be reconciled to our feelings and emotions, capable of admitting them and their consequences and able, in the main, to take appropriate action. Not every person is prepared to recognize and relate to internal feelings of anger, frustration, anxiety, passivity, or similar and so often these conditions are not dealt with constructively. There are a plethora of emotional responses within us all and they have to be managed. Are we truly able to do so? Passion, until recently, has been a difficult emotion for us to respond to openly. It all started with the Greeks in classical studies where rationality was worshiped as an ultimate standard. The challenge is that passion is the engine for change – it drives it. To be effective, however, it too has to be managed or it’s decidedly uncomfortable. When not managed well, the positive attributes tend to get thrown out with the bath water. How can we harness passion so that we can benefit from the positive effects? Visionary means that there’s a better condition or outcome in our sights and it’s real enough to be useful. We are sceptical about so-called visionaries as individuals but then we’ll respond positively to a shared vision that emerges through optimistic and constructive effort and exchanges. It’s in the stories we tell ourselves, more so than in the situation perhaps, and stories tend to be personal. The real power of a vision is in those stories we create and share among ourselves. Are you able and willing to contribute in this way? Other Centred means that you are firstly secure within your self, sufficient to be able to notice and allow others to be present in non-threatening ways. Then, being secure within your self, you can recognize and respond to the value and contribution that others might bring. It isn’t about you, or about them, in this context. It’s about ‘us’, ‘we’, ‘ours’ – the essential framework for collaboration and synergy. How well can you respond to different ideas, strategies and people? Credibility addresses the essential characteristic of authenticity. It is truly powerful in any leadership situation simply because no one will follow a phony or even anyone he / she is uncertain about. It cannot be contrived though and often it’s difficult to assess both within ourselves and in others. While self insight is a good indicator it isn’t always evident or clear so we’re left with intuition – our ‘gut’ response. Ultimately, if you cannot believe in yourself, why would you expect anyone else to believe in you? Engaging is at once the most visible characteristic and also the most misleading. So many confidence tricksters have succeeded on this aspect alone. Reaching out to others, accepting input from others, being vulnerable, caring, sensitive and open can all be staged. So how can we determine what is real? Observe consistency and coherence in behaviors over time and across diverse activities; there are simple yet subtle signs and symptoms that can be monitored. Would you be willing to persist in identifying them? The prevailing situation and circumstances will perhaps cause differences in emphases, but a failing grade in any one of these six attributes will normally disqualify a candidate. There’s also a definite sequential relationship between the six attributes that can be traced as the enquiry unfolds. The bottom line . . . Future leaders, those capable of focusing and facilitating transformational change – the kind that shocks, discomforts, initiates resistance and opposition – have credentials that can be identified. We have to know where to look and we need to be diligent in our appraisal. The picture is complex, challenging to build amongst the ‘noise’ of other demands, but it’s worth pursuing. If we are to generate sufficient real leaders for our uncertain future we must stockpile our resources. The time to act on this is now! Think about it, please. I'd welcome your questions, comments and suggestions. We can all learn through dialogue and your experiences will undoubtedly gain more 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 refine and expand the essential value of these initiatives. Thanks in anticipation for your participation.
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	Timely Insights . . . When an Apology is not Apologies that aren't really apologies can get you into deeper trouble than they’re worth. Having said that, it can be tough, even humiliating, to admit that you were wrong. So the next time you owe an apology, you might be tempted to salvage some of your ego by saying you’re sorry but really putting the blame on someone else. Yet all such pseudo-apologies will achieve is to alienate your team, writes Diana Booher in The Voice of Authority. She offers five examples of common pseudo-apologies, and the real message they convey. Read Canadian Business Article. Iconoclast (Posted: by Jim Estill’s CEO/Time Leadership on 29 Sep 2008 02:18 PM CDT) I read a book review on "Iconoclast" by Gregory Berns in Fast Company, October 2008. Iconoclast in the case of the book means one who attacks cherished beliefs. I think most entrepreneurs are good at this. They challenge the known and think creatively. The following is a summary of “Iconoclast” from Fast Company: -- The brain is fundamentally a lazy piece of meat. It doesn't want to waste energy. -- In order to think creatively, you must develop new neural pathways and break out of the cycle of experience - dependant categorization. As Mark Twain said, "Education consists mainly in what we have unlearned." For most people, this does not come naturally. Often, the harder you think differently, the more rigid the categories become. -- Fortunately, the networks that govern both perception and imagination can be reprogrammed. By deploying your attention differently, the frontal cortex, which contains rules for decision making, can reconfigure neural networks so that you can see things that you didn't see before. You need a novel stimulus -- either a new piece of information or an unfamiliar environment -- to jolt attentional systems awake. The more radical the change the greater the likelihood of fresh insights. -- Only when you consciously confront your brain's shortcuts will you be able to imagine outside of its boundaries.
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Section 2	- Talk Back
	Coach's Corner . . . A selection from frequently–asked questions Dear Coach, When I took on my present role as Department Manager I was warned by my superior that there were some ‘sensitive souls’ in the group who would need to be treated gently. At the same time I was told not to let anything stand in the way of getting results. You can guess what’s happening – it’s like ‘Go – Stop – Go – Stop all the time. I can’t use direct speak; I have to ‘pussy-foot’ around every issue and this is becoming a major frustration. Advice, please! Response: Today’s ‘hurried’ world demands rapid momentum.  In getting things done, it’s all too easy to knock against the raw sensitivities of others, to cause offence without intention and to create defensiveness. There seems to be so little time for the courtesies and niceties of life; there’s so much to be done.  Like you, I prefer to speak openly, directly and frankly, because it’s effective, efficient and it helps to avoid misconstruance and misunderstandings. Direct talk works well though when we are with trusted friends and colleagues with whom we have established some empathy; it tends not to work so well elsewhere. While we don’t intend to be insensitive or punitive we can often be perceived that way. We omit to preface our more personal comments with, “May I speak frankly . . .” or “I hope you won’t find this offensive, but . . .” Those receiving our unadorned comments, therefore, are astounded or shocked when the comment strikes them – they feel unsafe, vulnerable and exposed and they respond in kind. We, acting on our constructive intentions, are perplexed by the ‘over-reaction’ and disturbed that our good intentions are ignored. The relationship deteriorates rapidly, and this gets in the way of our original purpose which is usually based on improving our mutual situation. There are two remedial strategies which should be considered as complimentary – one is immediate and the other longer term. They work well together but considerably less well in isolation. Both are founded on the premise that we all work within an implicit understanding of our own expectations and experiences which we do not always check or verify with others. In any process where there are several people involved in a meaningful way, outcome ‘visions’ or expectations are melded but not necessarily coherent. We can usually agree on what success will look like in general but will probably have different ways of approaching it. In a group that’s working well together such differences are continuously explored and adjusted. As we proceed with task completion we strive to close any gaps between what we’re experiencing and what we are expecting as they arise; this being one of the main motives for our communications with others. Clearly we’re required in this process to confirm both expectation (outcomes) and experiences (current status) as we define and address each of the gaps we’ve identified. We don’t always take the time or make the necessary effort to do this well. Thus, when we don’t seek clarifications before we make judgments or demand action, we encourage dissent and eventually dissonance in our relationships. I’d suggest that this isn’t a bad thing necessarily since it can stimulate innovation and synergy – if it is properly managed. Good management, however, entails drawing on trust and goodwill credits that we’ve previously accumulated through relationship building with other parties. So, the immediate strategy requires us to help the other persons involved to feel safe. We would use common courtesies – asking permission to discuss / alerting them we’re going to be ‘personal’ / framing the topic in a neutral context, etc – and clearly state and verify our expectations and experience to define the ‘gap’ while allowing them to respond with their expectations / experiences before conclusions are drawn. The longer-term strategy is based on building a relationship of good will - shared / common interests, clarity in general intentions, consistency in response, openness and accessibility to input, fairness and impartiality – and storing up ‘credits’ before we need them. We can be sure that we will need to draw on this account, perhaps heavily if the circumstances are demanding. Therefore the relationship account will need to be continuously replenished. Finally, let’s not confuse the less-than-useful practice of ‘pussy footing’ with the more worthy practices of common courtesy, social sensitivity and strategic timing. There’s ample room for all three of these latter interpersonal skills in any relationship and regardless of the pressure for results. They should be considered as worthwhile investments. I hope this helps.
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	Commentary Becoming a Strategic Leader Choosing and implementing a business strategy is an organization-wide effort - but becoming an effective strategic leader is a personal process, too. "As you take on strategic roles, your challenge is to hone your ability to think, act and influence in ways that foster long-term, sustainable success for the organization," says CCL's Kate Beatty. "This is a learning process, like any other leadership development effort." Beatty, co-author of Becoming a Strategic Leader: Your Role in Your Organization's Enduring Success, offers these tips for gaining the experience and skills you need. Conduct a personal SWOT analysis. You've probably looked at strengths, weaknesses, opportunities and threats from an organizational perspective, but what about from a personal level? What strategic skills are your greatest strengths? In what areas are you less effective? What situations at work could help you improve your effectiveness as a strategic leader? What present or potential situations at work pose a danger to your success as a strategic leader? Identify developmental strategic drivers and key objectives. What are the three or four things that are most critical to your success as a strategic leader? These are the drivers for your development plan. For example, a developmental driver may be "to develop agility to respond in a more timely and strategic way to rapidly changing situations." Another may be "to better balance long-term and short-term pressures." Each developmental driver is likely to lead to several objectives. For example, if you need to develop your agility, you could decide that you need to become more competent in creating alternate possible scenarios. Or you might delegate aspects of strategic work to others. Find ways to leverage developmental drivers. What experiences will give you opportunities to learn what you need to learn? What do you need to do in the near future in order to meet your longer-term goals? Seek out and be open to a range of opportunities. For example you could get involved in: Strategic planning efforts - translating strategy and goals into operational plans and tactics. Projects to review corporate values, culture or climate. Opportunities to better understand the competitive environment - following market trends, market research and so forth. Assignments that span corporate boundaries. A team tasked to come up with a new solution to a vexing problem. Work to identify critical organizational capabilities for future success. Finally, be sure to seek out support. "Taking on a strategic role can feel risky and unfamiliar," says Beatty. "Support this stretch assignment by finding colleagues, friends and experts to help guide you and give you encouragement." To help you identify and assess your strategic thinking, acting and influencing skills, take this quiz. This article is adapted from Becoming a Strategic Leader: Your Role in Your Organization's Enduring Success by Richard L. Hughes and Katherine Colarelli Beatty published in Leading Effectively newsletter by the Center for Creative Leadership
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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. Courtesy – Schmourtesy . . . There’s a lot being said about common courtesy these days and I’ve mentioned it specifically in this issue of Polaris Digest. Do we really have time for it? Has it exhausted its mandate in today’s hectic world? Is it still valid? There are compelling arguments to support the contention that it is indeed passé. Proponents reason that it serves no useful service for those who are confident in themselves and for them it simply wastes valuable time. There are, they will admit, requirements in exceptional circumstances but in the normal conduct of daily interactions, it’s an anathema, and fast going out of style. Courtesy, they state, is a legacy of times past when there was a greater divide between the weak and the strong, between advantaged and disadvantaged. I suspect that this is a referral to chivalry, not courtesy, and I’d argue that there are great divides today that would be enhanced by the archaic rituals of chivalry. Courtesy is much more. I see it as a social lubricant which eases possible frictions between people. It may be somewhat ritualistic but it serves an invaluable purpose in allowing people to become more comfortable with one another. In a world of increasing anomy where individuals struggle to find meaning and purpose, the simple recognition of another person – acknowledging that s/he perceives you as worthy of attention – can mean a great deal. The real benefit though is the way it makes you, as the practitioner, feel! Try this for yourself and I know you’ll be astonished at the outcomes: When you say ‘Good Morning’ to a colleague, stop and make eye contact for two or three seconds Begin your next request on a routine matter with the word ‘Please . . .’ Deliberately say ‘Thank you’ followed by the person’s name when a service has been provided Give another person the right-of-way when entering a building / premise – with a smile. Make eye contact and smile at the serving person when you’re next in a busy restaurant or store I do not guarantee that you’ll always be acknowledged; in fact you’ll likely be rudely ignored some of the time. I will guarantee though that you’ll feel better about yourself and also that courtesy will prevail in the end. It will be noticed. I discovered this when a client told me he’d decided to give me a business assignment mainly because he’d noticed that I was courteous to his receptionist. As I reflected on this it became ultimately sensible. Courtesy is the best habit I have ever acquired. Well that’s the way I see it anyway. David.
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Section 3	- On the Horizon
	The Positive Workplace Bend It Like Barak! Positive Leadership - lessons learned from presidential politics After the recent and somewhat divisive US election the title of this article must seem like something of a misnomer.  Allow me to persuade you otherwise. When, as a leader, have you had more than a quarter of a million people chanting ‘yes, we can’ when you mentioned the word ‘change’? When, as a leader, have you had tens of thousands of people volunteering to work the grunt jobs when you mentioned the word ‘change’? How then, as a leader, did Barak Obama manage just that?  I’d like to suggest that he did so by way of ‘positive leadership’.  More specifically, by way of Aspirational Leadership. Positive Leadership involves the cultivation of positive climate, positive relationships, positive communication and positive meaning.  And it is this positive leadership, according to Kim Cameron, co-founder of the Centre for Organizational Scholarship, that creates ‘positively deviant performance’.  That is, successful performance that dramatically exceeds the norm in a positive direction.  Obama appears to have focused on all four of these strategies, being more successful in some areas than other.  We have yet to see how Obama will harness all the positive energy so evident in Chicago that chilly night in early November.  And while we have yet to see if he can indeed generate positively deviant performance within and for the nation, some will say he has already achieved this.  One thing about which there is no doubt, Obama mustered significant and focused energy over a prolonged and often divisive campaign.  A campaign based on the need for change – the stock-in-trade of any leader.  So how did he do it? There are many examples of strategies which worked to his benefit. He made communication a priority - the messages predominantly future state focused, and most often speaking to the benefits for the individual and the nation.   Creative use of the net, the web, and social media of all types generated funds the likes of which had rarely been seen before. They also provided numerous and varied opportunities for dialogue with the masses.  Dialogue, two-way communication, that is, which likely contributed to his army of motivated, grass roots volunteers.  People who worked long and tirelessly for change – and for no money.  Which leader would not appreciate that kind of commitment?  So how did he do that? I suggest that it is Obama’s Aspirational Leadership which makes this possible.  I believe it is his ability to go beyond inspiring people. It is his ability to tap into the hopes and dreams of the people, to create the image and the sense of possibility for a future state to which they aspire that makes the difference. That future is theirs. It belongs to them. That emotional connection to the future state inspires them. They will make the necessary changes happen! Change is not an option. We know that. We simply cannot go on the way we have. Everything around us tells us so. Simply doing things better is not going to cut it.  I believe we’re in need of transformational change...the kind of change that requires radical shifts.  Shifts in the focus of our leaders, the efforts of each and every one of us, and radical shifts in the way we do things.  We must do things differently.  Aspirational Leaders.  I believe we are in desperate need of aspirational  leaders.  Leaders who can tap into the hopes and dreams, the aspirations, of their followers and use that energy, that will-power, to create a positive future state.  Aspirational Leaders who mention the word change – and have us believing: Yes we can. Yes, we CAN.  Yes, WE CAN! Aspirational leader.  Are you one? I know I can be – how about you? Until next time, Be strong, be well, do good. Amanda http://www.positiveworkplace.com
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	Opportunities & Challenges . . . 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. Most of all, we encourage them to care – about themselves and about others. Doesn’t this sound like the kind of leader you’d like to be? 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. This leading-edge personal development program is winning plaudits across the board. Please contact us for details of qualifications required and registration processes - info@polarisprogram.com or  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.   Go to http://www.reachoutdirectory.com
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Section 4	- Secure Site
	Polaris Participants. . . Accessing the Essential Information Bank... 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 Any person who has participated in the Polaris Program at any time is invited and encouraged to attend any Work Out at any time and without fee. Please contact Sheila to advise her of your intention to attend.
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	Be kind to yourself - and to someone else!
	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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