Category: Leadership

Do you SEE, THINK, and ACT?

April 16th, 2014

Big data is Everything. Analytics are King. Business leaders have more information at their fingertips today than ever before. However, with all these reports, databases, spreadsheets, and software systems, you would think that being a leader is a piece of cake. We have more information, yet we may have too much information.

If you went to college for undergraduate studies or an advanced degree there were/are many tools, theories and ideas on decision making. Perhaps we have so many ways of making decisions that it makes decision making, well, harder than ever. Should we use a SWOT for that? Or a decision-based flow chart? Or maybe channel Ben Franklin with a list of pros and cons? Go ahead Google it. I got 599 million pages of articles, books, blogs and models all on decision making!

Have you ever been the leader that takes over a job, a department, maybe even a whole company? So many expect you to set the tone and direction. It takes time, intuition, meetings with employees, and customers to get a sense of things that are good and things that need fixing. The idea of making big, important, strategic decisions sounds better in theory than actually doing it. And I propose there is a basic fundamental reason why.

ID-10091482Decision making is not easy. Let’s start with the basics:

1.  Trust your gut.  If you have ever noticed that reaction or feeling you have about a key issue or topic, and perhaps later you realized you were right?  Learn to react to your insights.

2.  When you’re not sure—talk to customers. I am not sure much needs to be said about this one other than time with customers is energizing. And this can free your thought process about where you need to better serve your customers and your business.

3.  Keep at it, but keep it simple. When I was first learning to lead I was taught three simple words for decision making: SEE, THINK, and ACT.

If you pull back and think about it, most of us try to ACT too quickly. We don’t look at all of the reports and data. We don’t meet with customers and employees. We want to make the decision to simply make it go away or to enjoy the rush.

However, what all leaders really need to do is work with their teams to make the best decisions. This is probably not the easy one. Nor the first one. We need to SEE all there is to see.Then we need to spend some time THINKING about it. And then we ACT.

So this week someone is going to bring you a problem or opportunity. Are you willing to SEE, THINK, and ACT in that order? Or will you get stuck in the information gathering phase? Or perhaps skip all that and dole out yesterdays answer. It is up to every leader to respond uniquely and differently to each days events.

Addicted to Dope: 4 Chemicals We Need to Feel Fulfilled at Work

March 5th, 2014

Guest blog spot by Outside-In® Team Member Caitlin Olszewski

1. Dopamine

dopeDopamine (3,4-dihydroxyphenethylamine for my nerds) is the human chemical responsible for releasing good feelings of satisfaction, achievement, and completion. If you’re anything like me, every item you cross out on your to-do list summons the invisible arms of progress as they comfort you in their warm embrace. Ahhh. Instant gratification. A hug so fulfilling you find yourself craving, no, needing more. You can quit anytime you want, right? Don’t quit. Goonies never say die!

Two weeks ago, I attended a Greater Philadelphia Chamber of Commerce networking event where TED celebrity, leadership expert, and completely awesome dude extraordinaire, Simon Sinek spoke about the four social chemicals humans need in order to feel fulfilled. This goes all the way back to our monkey roots in the Paleolithic era when human survival was dependent on hunting and gathering so these built in survival chemicals encouraged us to succeed. Although we’re well past knuckle-walking and spearing wild boar, dinosaurs, or whatever, all of these chemicals are still present in our daily work lives. And these drugs are biologically what motivate us to set goals, complete tasks, and to keep going under all circumstances.

2. Endorphins

How about that feeling you get when you run a few miles, lift weights, or complete a P90X® workout without passing out? Hel-lo sweet, sweet endorphins—the personal opiate. Often referred to as the “runner’s high”, endorphins sole purpose are to mask physical pain with pleasure. During a rough patch at work, endorphins are what kick in to give you that “all hands on deck” instinct to overcome and obtain that feel-good high. Laughing is one of the quickest ways to release endorphins, explaining why it is highly encouraged to participate in some lighthearted humor during tense times.

3. Serotonin

So what happens when you shatter those goals? Complete those tasks and exceed expectations? Serotonin rolls out a red carpet and hands you a trophy. Serotonin gives us pride, the feeling of being respected, and an invincible attitude. In work life, serotonin is what emboldens us to put out the best work we can in order to feel acknowledged and valuable. It’s what pushes us to constantly impress and please those around us so we can feel a sense of achievement and comradery. Think about how you would feel running on your own time versus running a marathon in front of people cheering you on. Serotonin pushes us to go further, be stronger, and work harder.

4. Oxytocin

What about the warm fuzzies? The most popular of these chemicals, oxytocin, is correlated with feelings of friendship, love, and trust. Oxytocin provides us with the need for human connection, social interaction, and vigilante actions. Unlike the other three chemicals, oxytocin is a long-lasting feeling. This chemical is all about relationship building and creating a deep trust for those around us in order to feel safe and protected. At work, oxytocin is the feeling we achieve when our colleagues are there to watch our backs, encourage our growth, and give us the tools we need to succeed.

Simon Sinek’s Leaders Eat Last: Why Some Teams Pull Together and Others Don’t is currently on the New York Times Best Seller List. You should buy it not only because it’s a thought-provoking look into the way we work as humans, in teams, and as leaders, but also because I said so.

Three Things Grandmom Rose Taught Me About Leadership

February 12th, 2014

photo 2My Grandmom Rose was an amazing person. When she was young, she absolutely loved to dance. When she was older, during a time when marrying those of another religion was uncommon, she left her Jewish faith to marry a man of a different one. And for decades, she fought for the underdog through volunteering for the rights and privileges of the blind here in Delaware. She lived to be well over 102—but her wisdom is infinite. Although Rose died a few years ago, I think of her often. How could I not? Whenever I was sick as a child, Rose played 97 straight games of candyland with me. Imagine that. I think she let me win every time, too.

Today, I thought I would share a few thoughts on Rose’s lifestyle that I think translates pretty darn well into reminders for all of us in leadership positions.

1. Have a sense of mindfulness. This is a hard one. Are you centered and focused on the moment or the task at hand? Are you in the meeting you’re in? Or are you messaging others on your cell phone and trying to keep up with the rest of your day? Rose never knew technology and its advantages, but you always knew she was focused on you when you were sitting in front of her. As a leader, are you giving 100% to the team or person in front of you? Or do your distractions show? Does your lack of attention send the message that your time there is not important? Value the face time.

2. Ask valuable questions. If you’re in a sales, leadership, consulting, or frankly any role in life, there is nothing better than the ability to invest in others through asking questions. If you knew Rose she could ask some humdingers. They would just keep coming, too. They were good and stimulating questions. She genuinely cared about you and life—this showed through her investment in you. As a leader, how many times do you catch yourself talking, maybe dulling out general advice because it’s easier and feels good. Certainly easier than asking the style of questions that help people work through their own challenges and opportunities. Staff members want more than answers. They want skills they can use again and again. Does your leadership style involve a healthy sense of curiosity and frequently asking questions? Or are you too busy to lead and simply give out answers just to keep the day moving along?

3. Do one thing at a time. This sounds so…well, impossible in today’s world. Rose was really great about doing one thing at a time. I think she just wouldn’t understand why we think it is a good idea to multi-task to the point of exhaustion. Leaders get that adrenaline rush. Fight that fire. Answer that email. Text that message. All of these are signs of a normal, hectic day. However, before we know it the day is done. Did you accomplish your most important task? Did you finish what you started? It may seem old fashioned, but there is something to working on the hardest thing first and working on it until it is completed. It’s even more impressive if you do so without succumbing to the constant distractions of smart phones, tablets, and laptops!

When I was young, Rose took me to Gino’s for lunch every week for almost a year to collect that week’s plastic NFL football helmet. Each time she would laugh as I would eat one Giant burger and then ask for a second one! Rose knew what was important in relationships. She knew what to bother with. If you see me turn off my phone, close my laptop, or shut the door to focus, know that in some small way, it’s my ode to Rose!

Leadership: Vacation or Values?

January 8th, 2014

I once worked with a leader of a local business who told me the greatest stories of his early years in running his company. Most of them revolved around the tough decisions that leaders face. One time, when his business was just a few years old, he went on a family vacation.  These vacations were rare. His wife and kids did not ask for much. This was their time. Besides, he needed the break to recharge and rejuvenate on so many levels.

Then he got a dreaded call. A trusted employee shared intel that the employees were making their own rules, coming and going when they pleased, and were covering it up. Asking her to also participate, get her buy-in so to speak, by incriminating herself in action! She said no and called the boss. Thank goodness. This was a service business. Customers calls and requests were not being responded to. In fact, they even left her to run the business for extended periods of time!

rear-mirror-167581_640So what does a leader do when they get this kind of call? They sit in their car on the side of the road for several hours weighing their options. If I ignore it, I can go back to the beach with my family. I can simply deal with it later. Not perfect, but I deserve the downtime. However, this is about culture and values. Your culture is what people do when they are alone at 3 am. Culture is your company personality. Values are those key guide posts that drive behaviors when you’re not around. Well, you’re not around and the values are not being lived. What do you do?

You get in the car and drive right to the office. In the end you let a few people go and you warn a few others. All in all, you make it clear what your leadership is all about and that values matter. Especially if it means you will have to work harder and start over in your business. Even if you’re inconvenienced during your time off.

Curiously, I am not sure if this is truth or a great leadership fable. I am not sure it matters one bit in the grand scheme of things. What does matter is what you would do as a leader. Would you take the path of least resistance? Stay on your vacation? Or drive home? I like to dream that I would get in the car and prove that culture and values matter!

2014 Recruiting and Workforce Trends

December 31st, 2013

As a workforce and work place expert, we’d like to share our view of the 2014 workforce. After reviewing the numbers and statistics from 2013, here are 14 staffing trends to look out for in 2014.

  1. In November of 2013 the economy had more temporary jobs than any month but April of 2000. The number of temporaries as a percentage of the total workforce (called the penetration rate rose above Octobers’ number from 2.03 from 2.02 percent of the total workforce. This represents 2,775,900 workers in the temporary field. These numbers reflect the commitment of business to find ways to keep their workforce more flexible and adaptable to economic fluctuations and marketplace changes. You can expect this trend to continue and for 2014 to be the year that more temporaries than ever before are in the workforce.
  2. 2014 will continue to show improvements for college grads. Unemployment rates for college level unemployment fell .4% points to 3.4 from 3.8%.
  3. Unemployment rates will continue to decline. Currently at 7.0% down from 7.6% in May of this year. 2014 will bring the end to the 7’s as we slowly, gradually, almost painfully lower the rate!
  4. Monthly job creation numbers will continue to be above 200k jobs next year. The US created more then 200k jobs just a handful of times in 2013. This will become the norm rather than the highlight reel moment!
  5. You can expect 200,000 to retire per month. The statistics suggest that 10,000 a day/ 300,000 a month is plausible. Even with an improved stock market and stabilizing housing prices, the number is probably adjusting down a little.
  6. The new workers entering workforce have been thought to be balancing or replenishing retired workers. Expect the numbers of retirees to increase and the numbers of workers to be relatively flat. This could further lower unemployment in 2014.
  7. Technical fields will continue to show strong demand. These are good times to be in accounting, finance, IT, engineering or “ist” fields in the sciences (i.e. chemist or biologist).
  8. Organizations will continue to shift their business strategies, thus impacting their people. Look for more firms to focus on meeting the needs of workers that go through a reduction in force (RIF). Studies show that the focus is on getting people jobs first and doing what is right for the firm second. More and more outplacement will be done through virtual/technology driven models that lower costs of services but meet the changing needs of the worker! Office space is no longer important… and updated, contemporary coaching content will never go out of fashion!
  9. Never before in the history of the modern workforce will it be more evident that employees are fully responsible for their own careers as workforce trends confirm the end of the “parental role” big companes used to play.
  10. The Rise of the Coach. Today’s employee uses a coach to lose weight, achieve personal goals, to learn new skills in business as a high performer, and to manage their career. Look for the HR field’s (more likely and entrepreneur!) response to the needs of the workforce and to become their agent in 2014!
  11. Temporary staffing utilization is up over 8% this year. Expect that number to be exceeded in 2014 as more small and mid-market companies get comfortable utilizing a contract workforce!
  12. This is the year the underemployed make a change. The number of people that are chronically underemployed in lesser jobs or in jobs that provide less hours of work then desired see modest improvement. With unemployment being as low as April of 2008, this worker pool will be next in line!
  13. Jobs growth and creation will continue to be frustrating. Some markets and cities will see strong job creation, while others will continue to lose job sectors and industries at an alarming rate. Job growth will not be everywhere, instead you’ll see it in pockets!
  14. Overall, you can expect businesses to modestly increase hiring plans in 2014. But the use of temporaries will continue to rise as the business strategy behind using a contingent workforce continues to have a higher adoption rate.

Here’s to a great year for the workforce!

10 Ways to Avoid Being an Average Salesperson

December 11th, 2013

Over and over again I meet average salespeople with average results that sell middle of the road products and services. Everyone from the company, including senior leaders/founders, sales leaders, and salespeople, all want and need more results. Salespeople want to hit the quota, make big commissions, and earn bonuses. The company typically has a strategy that involves growing—whether it be into new territories, industries, or segments. Lots and lots of work is done on setting goals and targets, and in fact, this work is continuous and never ending.

So why are so many salespeople off plan right now? I will tell you what I have learned. Most of this is not original, rather I am an “aggregator” sharing a combination of ideas and experiences to address this epidemic of sorts.

10. Don’t sit next to an average salesperson. Sales is lonely. Salespeople flock together for support and companionship. The problem is that they learn from each other—good and bad habits. When they are uncertain about something they ask one another instead of those that can actually help.

9. Avoid calling on the same people over and over again. Salespeople like to talk to people those who are nice to them, those who will take their call, and those who will meet with them. In a world of disruption this is comforting. However, they are not the real buyers. The person you might want to talk to is a change maker and they might not want to talk to you unless you can guide them through the change they want and need to make.

statcred8. You keep saying you’re there to serve at their beck and call. Sales today is about more than just problem identification and being there with your iPad ready to take the order. Today’s salesperson has to be able to add value in assisting the person in making decisions, not waiting for them to make it.

7. Confidence (or lack of it). The product is changing constantly. Your customers world is shifting and changing, too. If you stand still too long doing the same things you will have not changed enough and you will quickly become an average salesperson. It’ll happen so fast you won’t even know what hit you.

6. The accumulation effect. You simply do not put enough into your sales pipeline. You must collect leads to build prospects. Prospects must become conversations, bids, proposals, and solutions in draft. This takes a while. Average salespeople sit on what they have and pray that there is enough in their pipeline to meet their goals. However, really good salespeople put more in the pipeline all of the time, forever.

5. Time. It simply takes time. How many touches does it really take? Usually 6-10.

4. You don’t make enough happen. Send one more email. Go to one more networking event or trade show. Make one more call. You aren’t doing enough!

3. You dump the features and benefits of your product or service. In today’s world your buyer has never, ever been able to get more information on you, your business, your service, your competitors, and frankly, even your pricing. Everything is available in today’s connected world. Help your customer sort through it all!

2. Customers buy you first! How good have you been climbing the relational ladder from Ed Wallace’s Building Relationships That Last? Do you make commitments and keep them? Are you showing how you can be a trusted advisor and do you know how to do this?

1. In Outliers, author Malcolm Gladwell says that it takes roughly ten thousand hours of practice to achieve mastery in a field. Are you willing to put that kind of time in? Are you good enough to make it that long? How do you get from where you are now to mastery? At eight hours a day this will take you a good five years of focus.

Mother Knows Best – Parental Leadership (Dale Carnegie Style)

November 14th, 2013

What can we learn about leadership from watching a parent? Just about everything. Parenting and leading require the same concepts and principles—communication, setting expectations, establishing roles, and setting boundaries. Let’s not forget building relationships and knowing what is important to the other person. In Dale Carnegie’s How to Win Friends and Influence People, one decree involves baiting the appropriate hook to suit the fish. In other words, knowing your audience and what they want. This requires you to think and speak in terms of the other person’s interest—in the Outside-In® world, this means being Customer Centric.

1871_001-2A great example of baiting the right hook involves my experiences as a young boy on any typical Saturday morning involving chores. The morning began with the Dale Carnegie approach from my mother, “Chris, remember today is chore day and if you still want to go to your friend’s house you have to clean up your room!” The answer was always, “Sure, Mom.” She would march off to scrub a wall, sweep, vacuum, or do the mounds of laundry that her active family always produced. Me? Well, I would go to the opposite side of the house; constantly moving and dodging parental contact. And then childhood pastimes would get the best of me—Saturday morning cartoons, eating, frankly staring at the ceiling, or even doing homework would be better than chores.

Then the second and even third requests would come, “Chris, why have you NOT started to clean up? You’re not going anywhere today and you’re really close to losing out on the whole weekend.” No longer was Dale Carnegie present in our household. It was “do it or else” time. Which never, ever worked. The more you push and tell me what to do, the less I will listen. (Did I mention I am an entrepreneur?) Try to make it my idea. Ask me. Explain the value of accomplishing the task. Even bribe me to do it. Don’t tell me what to do.

I find leaders start this way in work situations. We start by giving one a gentle push to complete a nagging, maybe slightly-behind project that is more important to us than the ones of whom we are asking. Then we check in and we get more directive, “I want that done by Monday. Are we in agreement?” And we end with the threat, “You know that your vacation day is in jeopardy and you are falling well off of plan. Performance reviews are right around the corner you know…”

water-24420_640So what does the inventive and creative Mom do when progress is behind? She takes the hill like a true Leadership General. She heads for the trash bag under the sink. Nothing moves people (or children) faster than the reach for the trash bag. Not following? Mom would grab the bag and head to our room or wherever our stuff happened to be piled that day. And she would say, “Anything I pick up you will not get back, it’s going to Goodwill.” And then I would come running, perhaps with tears streaming, “NO!” Sometimes it took action, not words to move the task or project to completion!

PS – Don’t try this on teenagers. They are prone to mumble, “Good now I don’t have to do it.” Or, “I have too much stuff anyway.” Any verbal warfare they can think of that gets to you!

5 Ways to Lower the Cost of Sales

October 23rd, 2013

One of the largest line item expenses in any business is the cost of acquiring customers. In this new world economy of the last 5+ years, I dare say that this is more expensive than ever. If your objective is to do business with large, Fortune 5000 organizations, your business can expect to invest as much as 1-3 years of time building relationships, meeting procurement, waiting for open bidding periods, or in responding to RFI’s and RFP’s. The bigger they are, the longer they take, the more resources they absorb, and the more likely you may not meet all of their business requirements.

man-96587_640So how do you choose the organizations that you would like to do business with? The Fortune names are well known, their information is public, and their brand is prominent in the market you serve—but they take forever. Most of your competitors know this too. So trends suggest that your competitors are targeting mid-market organizations. They lack the sophistication and bureaucracy of the large companies, right? This may be true, but they are hard to identify in the market. And I can assure that the 800 pound gorilla competitor you fear also has learned that growth comes easier if you avoid the big companies!

Perhaps your organization is using the “shotgun approach” and is going to sell to every business in your marketplace large and small regardless of industry or uniqueness. You are selling to all equally. This is labor intensive which makes it expensive, but this is a way from the early days to find your fit in the marketplace. The key is to use this time that you go to market to gather customer insights through consultative questions and your observations.

Every business needs new sales to stay relevant and to even stay status quo. Therefore, selling and marketing is always important. How else can we sell more to lower the cost of sales?

  1. If you’re a startup or if you’re launching new offerings, I encourage your leadership and business development staff to talk to many industries, different size organizations, and organizations with varied culture and philosophies. Being Outside-In® and asking for target insights is “doing right things” in finding your ideal target market! Just make sure you pull together and refine your market as you get the insights you need.
  2. Analyze your business and its brand promise. This is quite challenging to undertake, but what exactly do you do better than your competition? What is unique to your company? Our family of Outside-In® companies has invested heavily in this process and have had great success. Be ready to uncover areas that you must improve in your business in order to make the most of what you do best! This is the ultimate way to refine your message, improve your services, and determine your choice customer.
  3. What does culture have to do with it? In the New York Times Best Seller, Mavericks at Work: Why the Most Original Minds in Business Win, each chapter covers a company that has maverick leadership and is culturally led. Culture is a strong differentiator and very hard to copy by competitors. Yet it gives customers and employees a clear answer to the “why” question. You know the why question, right? Why do we exist? This gives your company a clear purpose for being and binds all three customers together. Each want to be a part of something bigger than themselves!
  4. Grow your existing customers. This seems so obvious but I see companies get out of balance and put more efforts into new customers than existing ones. Take cell phone companies for example. Listen to those great offers and ads and then at the end they point out they are just for new clients—so much for being a 10-year customer!
  5. search-13476_640Understand how the world of digital marketing has forever altered the nature of the relationship you can have with your customer and targets. Today’s buyer wants to buy, never be “sold to.” And they can research and get the information on you they need from websites, blogs, forums, reviews or social media—that is if you have them. Good marketing is not cheap, nor free. Embrace this reality. If you or someone in your company calls a new target, what do you think they will do if they are a little curious or perhaps even interested in learning more? Do they call you or your employee back right away? I bet not. They will look you up. The prospect may go to your website and maybe they will connect from there. So be certain to make sure that your digital presence represents you and your company because in true Outside-In® fashion sales starts today with your online story.

He Who Can Provide Outside-In® Leadership Has the Whole World with Him

October 9th, 2013

Each month our leaders focus on learning and development. Do you consistently allocate time for shared leadership experiences and discussion? This form of renewal really brings the team together and gives us time to think about how accurately each of us lead. Recently, we have been working from Dale Carnegie’s original self-help book, How to Win Friends and Influence People. This book is one of the most important influences on the way we do things as a business—specifically how we deal with people!

images2We have been focused on Chapter 3, “He Who Can Do This Has the Whole World with Him. He Who Cannot Walks a Lonely Way.” My leaders discussed and discovered that we have a tremendous role in understanding our staff’s needs and wants. How many times do we present ideas or share our opinions in a way that is good for us? How often do we think, write, or present in a way that is of the other person’s interest? We all think about ourselves before others—this is simply human nature. However, to be truly Outside-In® leaders, we have to start with the other person’s interests first. As the book says, we must learn to “bait the hook to suit the fish.” Just because you like something doesn’t mean that others will and vice versa. Are we really ready to talk in terms of someone else’s interests? We better be.

We can use our title as ammo or yell as a leader to get things done for a moment. Cracking the proverbial whip works once or twice but only for a very short period of time. A sales person can be successful every now and again when they talk about what they want, their product and service, their quota, their tough day, etc. However, consumers want to feel like they are really being listened to. They want to buy, not be sold to. And they want to know that their needs are being met.

How can you take into account the other point of view? We made our list together as leaders.

  1. Listen. Talk less. Be clear that we understand what others want and need.images
  2. Be clear about what needs to be done, especially as we understand how staff wants to do their jobs.
  3. Create a reminder of the hook and the fish concept. What bait do you need to have an effective employee, customer, or family discussion?
  4. Be aware of wants and needs as we delegate. If done correctly, delegation is the key to knowing exactly what these wants and needs are.
  5. Be clear about expectations.
  6. Give staff the opportunities to explore.
  7. Remember that not everyone’s way works all of the time. Sometimes a good leadership push is in order.

Leaders Must Stand Alone

September 4th, 2013

Leading when times are good is easy! Leaders can walk around patting people on the back and giving compliments for a job well done. The work environment seems to have its own momentum. The heart of the business seems to beat faster and faster and faster. All we need to do as leaders is run alongside and just try and keep up. The team is confident and everyone seems to believe in the culture, the business direction, and you as the leader. Times are good…until they are not.

All of sudden the air gets still and the phone stops ringing. What you did yesterday does not work today. An employee is unhappy. A customer complains. We lose a new customer with whom we had a signed contract. They can’t do that! But they did. You’re off your sales forecast now. So, what do you do? Leadership confidence is real.

As leaders we must be careful where we take our energy from and derive our confidence. As leaders, it is a cautionary tale to take our cue from the external events around us. Events change every day. Confidence and leadership self-esteem are everything – and that must come from within.

Fear is normal. Worry is real. Feeling sorry for yourself is okay for a moment (with your boss or when your alone). However, great leadership is defined by what you do next. What do you that is useful with that stress?

It is easy to manage a winning team, whether it be a sales team, recruiting team or maybe your Tuesday night recreational sports team. Managing a losing team, well, not so easy. For example, I inherited a soccer team that had not won much in the last few years. I had to change the culture and instill values that the kids could believe in. I had to make changes. We had to work incredibly hard to improve our skills and our fitness. We have worked tirelessly for two years on and off the pitch. We are in shape now. We know the strategy and the plan. But we must learn to win. Every team – and every company – must learn to win.

So insert yourself here now. Are you coaching a winning team? Are you ready to do the work and make the necessary changes? Frankly, there is no such thing as an overnight success. But remember, it starts with you. Leaders must stand alone!


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