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The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
The Core Protocols Zen
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The Core Protocols Zen

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This presentation is about the core protocols. …

This presentation is about the core protocols.
A way to go sane through the storming fase of a groups life cycle.

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  • JB Tweet had a big impact on my presentation.
  • Build a great team and they wil build the software (dixit Pascal Van Cauwenberghe)
  • FormingThe “polite”stage in which the team starts to form.􀂆Everyone is trying to figure out what the team concept is.􀂆Initial “silent”leaders may take the rein.􀂆The team is usually positive –for the most part –for the initial meetings.􀂆No one has offended anyone at this point yet! StormingThe honeymoon is over.􀂆The silent leaders may be clashing for control of the group.􀂆People disagree and may blame the team concept, saying it doesn’t work.􀂆Management needs to do a lot of coaching to get people to work past their differences, may take separate 1–on–1’s with people.Norming: The team is starting to work well together, and has turned around from the ‘storming”phase. 􀂆They may start to “brag up”the team concept to others who aren’t in the team and will be very positive about their role/team group. 􀂆Often, the team will bounce back and forth between “storming”and “norming”when issues crop up.PerformingThis is the level where the team is a high–performance team.􀂆They can be given new projects and tasks and accomplish them successfully, and very seldom fall back into the “storming”phase.􀂆At this level, the team is taking on new work on their own, and selling it to other teams.
  • Horizontal Stearing: Task Oriented behaviourSet goalsOrganisingDefine timeboxesGive directionsChecking up (control)Vertical Support: Relation oriented behaviorSupply supportCommunicationCollaboration improvingActive listening (See my next Session)Give relational feedback
  • Shared Vision is a state, not a statement
  • Shared Vision is a State not a statement
  • How would you describe effective decision makingon a team?What are some of the important team results ofefficient, painless decision making?
  • Remember the social connections that Juta talked aboutStory of discussion with Els in the morningI’ll check inI’m GLAD that I’m at Agile Eastern EuropeI’m SAD, AFRAID that Tom Poppendieck had a stroke last weekI’m GLAD he’s OK nowI’m SAD I could not play my leadership GameI’m GLAD, AFRAID this gave me the opportunity to create this talkI’m AFRAID as this is the first iteration of this talkI’m GLAD I did a lot of dry run’sI’m MAD & GLAD JB tweet has moved me to change my slidesI’m AFRAID I changed my talk after my last Dry RUNI’m GLAD, AFRAID this talk is captured by Camera’sI’m SAD as I wo’nt see my family for 5 daysI’m GLAD to see so many people in this roomI’m IN
  • How would you describe effective decision makingon a team?What are some of the important team results ofefficient, painless decision making?
  • In eight of the nine tasks we examined across the three experiments higher incentives led to worse performance
  • Instead of adding head count, make the heads we have count
  • Was the conflict a help or a hindrance?Did resolving the conflict help the team move forward?
  • Seek first to understandThen to be understood
  • How did you recognize that trust?What did that level of trust do for the team?
  • Also known as the law of 2 feet
  • Transcript

    • 1. www.PairCoaching.net<br />Reboot your team to Team²<br />Yves Hanoulle<br />
    • 2. Me.About()<br />Yves Hanoulle<br />Project Coach<br />Training, Coaching & Consultancy Services <br />on agile & Team practices<br />in EMEA. <br />Certified Core Trainer<br />Partner of Els Ryssen<br />Father of Joppe 2002, Bent 2004, Geike 2007<br />
    • 3. You.About()<br />Who are you?<br />What makes you different?<br />What do you know about the Core?<br />Other info you like to share?<br />What would be the successful outcome of this talk for you?<br />
    • 4. Disclaimer<br />You don’t have to believe in the sea to get wet<br />You do have to get <br />IN <br />to get wet<br />
    • 5. great practices instead of BEST Practices<br />
    • 6. 2 Leadership models<br />Work<br />1 manager<br />5 to 5000 <br />
    • 7. 2 Leadership models<br />Home<br />2 parents<br />1 to 5 children<br />Raising children as a single parent is hard<br />
    • 8. Who’s right?<br />I propose you try Pair Coaching inside your company<br />
    • 9. The agile manifesto<br />Individuals and interactionsWorking softwareCustomer collaborationResponding to change<br />over processes and tools<br />comprehensive documentation <br />over contract negotiation <br />over following a plan <br />http://agilemanifesto.org/<br />
    • 10. Principles behind the Agile Manifesto<br />Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. <br />Welcome changing requirements, even late in development. Agile processes harness change for the customer&apos;s competitive advantage. <br />Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. <br />Business people and developers must work together daily throughout the project. <br />Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. <br />The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. <br />Working software is the primary measure of progress. <br />Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. <br />Continuous attention to technical excellence and good design enhances agility. <br />Simplicity--the art of maximizing the amount of work not done--is essential. <br />The best architectures, requirements, and designs emerge from self-organizing teams. <br />At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. <br />
    • 11. Building great software is easy<br />
    • 12. Team Life Cycle<br />Norming<br />Storming<br />Forming<br />Performing<br />
    • 13. Situational Leadership<br />
    • 14. Shared Vision<br />Please stand if you have ever been on a team with a shared vision<br />Please sit down when what I say is NOT true from your experience on that team<br />
    • 15. Being on a team that has a shared vision is at<br />least ___ times as good<br />as being on a team that doesn&apos;t<br />
    • 16. Emotions at work<br />Please say Oh my god ! if you ever had a team member hiding how he felt.<br />1<br />2<br />3<br />
    • 17. Great practice<br />Being on a team that states feelings, <br />is better than<br />being on a team where feelings get in the way<br />
    • 18. Check in<br />
    • 19. Exercise<br />I’m checking in<br />I’m Glad …<br />I’m Sad…<br />I’m Mad…<br />I’m Afraid…<br />I’m in<br />Audience:<br />Welcome<br />No other feelings allowed<br />You can pass<br />Nobody can discuss the things said during check in<br />
    • 20. Decision Making<br />Please say YES! if you have been on a team that made decisions without pain<br />
    • 21. Great Practice<br />Being on a team that makes unanimous decisions<br />quickly, without redundant blather, is better than<br />being on a team that does not<br />
    • 22. Decider<br />
    • 23. Resolution<br />Problem<br />We have difficulties reaching unanimous support for a proposal<br />Solution<br />Only talk about what it will take to get the outlier “in”.<br />
    • 24. Resolution<br />Steps<br />1. Proposer asks outlier “What will it take to get you in?”<br />2. Outlier states in a single, short, declarative sentence the precise modification required to be in.<br />3. Proposer offers to adopt the outlier’s changes or withdraws the proposal.<br />Only outliers can talk<br />
    • 25. Exercise<br />1. Proposer says “I propose [concise, actionable behavior].”<br />2. Proposer says “1-2-3.”<br />3.Voters, using either <br />Yes (thumbs up), <br />No (thumbs down), <br />Support-it (flat hand), <br />vote simultaneously with other voters.<br />
    • 26. Motivation<br />
    • 27. Alignment<br />Personal goals motivate people; <br />team goals motivate teams. <br />Team goals are derived from Visions. <br />Visions are derived from personal goals.<br />
    • 28. Alignment<br />
    • 29. Personal Alignment<br />Want. Answer the question: &quot;What specifically do I want?” <br />Block. Ask yourself, “What is blocking me from having what I want?” <br />Virtue. Figure out what would remove this block by asking yourself “What virtue – if I had it – would shatter this block of mine?” <br />Shift. Pretend the virtue you identified is actually what you want. <br />Again. Repeat steps 2 to 4 until this process consistently yields a virtue that is powerful enough to shatter your blocks and get you what you originally thought you wanted. <br />Done. Now write down a personal alignment statement in the form “I want [virtue].” For example, “I want courage”.<br />Signal/Response/Assignment. Create a signal to let others know when you are practicing your alignment and a response they can give you to demonstrate support. For example, “When I say/do, ‘X’ will you say/do, ‘Y?’” Optionally, turn it into an assignment by saying you will do X a certain number of times per day, where X equals an activity that requires you to practice living your alignment. <br />Evidence. Write, in specific and measurable terms, the long-term evidence of practicing this alignment. <br />Help. Ask each member of your group for help. They help by giving the response you would like when you give your signal that you are practicing your alignment. <br />
    • 30. Evidence<br />Time:<br />Short time: today<br />Mid term: this year<br />Long term: 5 years from now<br />Work/Life balance<br />Personal Evidence<br />Work Evidence<br />How can we check?<br />
    • 31. I want INTEGRITY<br />Professional<br />By the end of 2009 I have 5 personal coaching sessions every week<br />I do my self-organisation session @ Agile 2010<br />Personal<br />I will check in with each family member at least once a day<br />I use the perfection game for all feedback in my relation<br />In 2010 the rebuilding of our house is started<br />
    • 32. How to create a shared vision<br />Checking In<br />Deciding<br />Aligning: disclosing motive and setting goals<br />Envisioning: creating shared vision <br />
    • 33. Conflict Resolution<br />Please put your hand up if you have experienced conflict within a team<br />
    • 34. Great Practice<br />Being on a team that is able to use the energy<br />from conflict, and resolves every conflict directly<br />and efficiently, is better ...<br />
    • 35. Talking Stick Vs Protocol<br />01 A: States Sentence <br />02 B: Repeat Sentence in his own words<br />03 B: Is that Correct?<br />04 A: that is correct!<br />05 B: Is there more?<br />04 A: that is NOT correct<br />05 GOTO 01<br />06 A: YES<br />07 GOTO 01<br />06 A: NO<br />07 C=A<br />08 A=B<br />09 B=C<br />10 GOTO 01<br />
    • 36. Asking for help<br />Will you….<br />Will you help me with…<br />Not “Can you”<br />
    • 37. Trust<br />Whistle if you have been on a team that had a<br />high level of trust among all team members<br />
    • 38. Great Practice<br />Being on a team that has a high level of <br />among the team members is better .<br />
    • 39. ReBoot team = Team²/McCarthy BootCamp<br />McCarthy Tech started in 1996<br />Jim and Michele McCarthy left successful leadership positions at Microsoft to form an innovative teamwork laboratory. www.mccarthyshow.com<br />Since 1996 they have rigorously studied and codified the “great practices” for teams to get into and maintain a state of shared vision. These great practices are called The Core Protocols.<br />+200 BootCamps<br />16 certified core trainers<br />Booted Installshield <br />Booted Maxis after SimCity before Sims<br />Booted +600 people at Haliburton<br />
    • 40. Allison Reeves<br /> I attended BootCamp as a relative &apos;outsider&apos;. As the course was initially conceptualized for people in IT, I was unsure of the benefit it would bring to a graduate student in Women&apos;s Health! I quickly learned that BootCamp is for everyone. It is about team building, connecting with others, dreaming &apos;big&apos; dreams about the world - and in extension - realizing your place in it. <br /> I learned about my own strengths and capabilities. <br /> <br /> Warm Regards, Allison.<br />
    • 41. Pascal Van Cauwenberghe<br />I&apos;ve wanted to attend a McCarthy BootCamp, ever since I read &quot;Software for your Head&quot;, more than five years ago. <br />This was the most useful and life-changing training I&apos;ve ever attended. <br />I&apos;m glad Yves managed to organize Bootcamp <br />I&apos;m IN” <br />
    • 42. Bernard Notarianni<br />The BootCamp was one of the most amazing experience I had, both in professional and private life. <br />
    • 43. Joe Sandy Vice President Haliburton Corp.<br />Working with the McCarthys&apos; technology has been the smartest thing I have done in years. <br />The 600+ people who work for me have drastically increased productivity and have shown incredible results.  <br />In 6 months, a problem team that hadn&apos;t successfully delivered for years started finishing on time (or early) and earned rave reviews from customers.  <br />Another team who was building heavy machinery shipped in 8 months instead of the typical 18 month time period.  <br />Our meetings are much more efficient, with the average size down from 15 people to 5 people, and accomplishing much more in less time.<br />The investment to date in the McCarthys&apos; technology was easily paid back by results in only a few months.<br />
    • 44. The Core System V 3.0<br />11 commitments<br />11 protocols<br />
    • 45. The Core Commitments<br />Engage when present.<br />Know and disclose:<br />what I want,<br />what I think,<br />what I feel .<br />
    • 46. The Core Commitments<br />Always seek effective help.<br />Decline to offer and refuse to accept incoherent emotional transmissions.<br />
    • 47. The Core Commitments<br />When I have or hear a better idea than the currently prevailing idea, I will immediately either:<br />propose it for decisive acceptance or rejection, and/or<br />explicitly seek its improvement. <br />
    • 48. The Core Commitments<br />Personally support the best idea :<br />regardless of its source.<br />however much I hope an even better idea may later arise.<br />when I have no superior alternative idea.<br />
    • 49. The Core Commitments<br />Seek to perceive more than I seek to be perceived.<br />Use teams, especially when undertaking difficult tasks.<br />
    • 50. The Core Commitments<br />Speak always and only when I believe it will improve the general results/effort ratio.<br />Offer and accept only rational, results-oriented behavior and communication.<br />
    • 51. The Core Commitments<br />Disengage from less productive situations:<br />when I cannot keep these commitments. <br />when it is more important that I engage elsewhere.<br />
    • 52. The Core Commitments<br />Do now what must be done eventually and can effectively be done now.<br />Seek to move forward toward a particular goal, by biasing my behavior toward action.<br />
    • 53. The Core Commitments<br />Use the Core Protocols (or better) when applicable.<br />Offer and accept timely and proper use of the Protocol Check Protocol without prejudice.<br />
    • 54. The Core Commitments<br />Neither harm - nor tolerate the harming of - anyone for their fidelity to these commitments.<br />Never do anything dumb on purpose.<br />
    • 55. The Core Protocols<br />Pass / Unpass<br />Check In <br />Check out<br />Ask For Help<br />Protocol Check<br />Intention check<br />Decider<br />Resolution<br />Perfection Game<br />Personal Alignment<br />Investigate<br />
    • 56. Passer<br />Problem<br />We “go along” with group activities that we don’t believe in, with increasing cynism and a sense of powerlessness for our self and our team<br />Solution<br />Explictly decline to participate when we don’t want to do something<br />
    • 57. Check-in<br />Problem<br />Results are unsatisfying<br />Solution<br />Publicly commit to rational behavior and efficiently disclose our feelings at work<br />
    • 58. Check-in<br />I’m checking in<br />I’m Glad …<br />I’m Sad…<br />I’m Mad…<br />I’m Afraid…<br />I’m in<br />Audience:<br />Welcome<br />No other feelings allowed<br />You can pass<br />Nobody can discuss the things said during check in<br />
    • 59. Check-out<br />Problem<br />When we can’t be mentally present we stay in a meeting anyway, regardless of the cost to our false presence to our self and our team<br />Solution<br />When we are not contributing, we must leave the environment without distracting our teammates<br />
    • 60. Ask for help<br />Problem<br />We act as if help won’t help<br />Solution<br />Use each other as a resource<br />Ask strangers for help<br />Ask children for help<br />Ask for help when you don’t think you need help<br />
    • 61. Asking for help<br /><ul><li>Will you….
    • 62. Will you help me with…</li></ul>Not “Can you”<br />
    • 63. Protocol Check<br />Say “Protocol Check”<br />If you know the protocol, state it. If you don’t, ask for help<br />
    • 64. Work with Intention<br />Problem<br />We don’t know if our behaviour will be what we want<br />Solution<br />Decide on our intention before we act or speak<br />Use Intention Check to clarify the purpose of your own or another’s behavior. Use it when you can’t imagine a positive outcome resulting from the current behavior<br />
    • 65. Intention Check<br />Ask “What is your/my intention with X?” Where x equals some type of actual or pending behavior to the persons whose intention you want to know?<br />If it would be helpfull, ask ”What response or behavior did you want from whom as a result of X?”<br />
    • 66. Decider<br />Problem<br />Our Team’s decision process does not provide each member with an explicit say, or provide a means to hold members accountable for the result<br />Solution<br />Use a reliable, unanimity-driven process within the team.<br />
    • 67. Decider<br />1. Proposer says “I propose [concise, actionable behavior].”<br />2. Proposer says “1-2-3.”<br />3.Voters, using either <br />Yes (thumbs up), <br />No (thumbs down), <br />Support-it (flat hand), <br />vote simultaneously with other voters.<br />
    • 68. Resolution<br />Problem<br />We have difficulties reaching unanimous support for a proposal<br />Solution<br />Only talk about what it will take to get the outlier “in”.<br />
    • 69. Resolution<br />Steps<br />1. Proposer asks outlier “What will it take to get you in?”<br />2. Outlier states in a single, short, declarative sentence the precise modification required to be in.<br />3. Proposer offers to adopt the outlier’s changes or withdraws the proposal.<br />Only outliers can talk<br />
    • 70. Feedback<br />Problem<br />There is no standard way to gain value for our work or personal performance from another person<br />Or to add our value to the work product or the personal performance of another person<br />False Solution<br />We give or seek feedback<br />Actual Solution<br />Use the perfection game when asked<br />
    • 71. The Perfection Game<br />Will you perfect my …<br />I will give it a x out of 10<br />What I like about it is …<br />To give it a ten I would need…<br />If you have nothing to make it better, you have to give a 10<br />
    • 72. Aligning<br />Personal goals motivate people; <br />team goals motivate teams. <br />Team goals are derived from Visions. <br />Visions are derived from personal goals.<br />Tie Goals to Vision<br />Tie Vision to Goals<br />
    • 73. Alignment<br />Problem<br />We think there are not enough people or other resources to get the job done well.<br />Solution<br />Align the team around what each member wants<br />Instead of adding head count, make the heads we have count.<br />
    • 74. Personal Alignment<br />Problem<br />We don’t know what we want<br />Solution<br />Discover what we want, tell our teammates what that is.<br />Ask for their help<br />Expect them to do likewise<br />
    • 75. Investigate<br />Problem<br />We see others as better than ourselves<br />Communciation barriers prevent us from stating this clearly<br />Solution<br />Inquire into one another as a naïvely curious and nonjudgmental investigator <br />
    • 76. Shared Vison<br />A shared vision is not a statement or a goal, it is a “state of being” which is intentionally created by a mature team<br />
    • 77. Shared Vision<br />Problem<br />We work without first together deciding what we are going to create<br />Solution<br />First and always, make sure our team is aligned around our vision<br />
    • 78. Far Vision<br />Problem<br />We work hard, burn out, and wonder why we bother<br />Solution<br />Insist that all projects have a long term noble purpose<br />
    • 79. Versions of the Vision<br />Problem<br />We have an unwieldy list of features or demands from our customers<br />Solution<br />Create a sequence of “Solution versions” that must be accomplished in a step-by-step manner in order to satisfy the customer<br />
    • 80. Anti-patterns<br />No Hurt feelings<br />Wrong tolerance<br />Team==product<br />Resolution avoidance<br />
    • 81. No hurt feelings<br />Problem<br />We don’t want to hurt the feelings of our teammates, so we fail to add the value we have to our team’s work product<br />False Solution<br />If we can’t find a way to tell the truth without upsetting people, we don’t speak<br />Actual Solution<br />Focus on team results, not on team member’s feelings<br />
    • 82. Wrong tolerance<br />Problem<br />We tolerate behaviors that don’t work well<br />False Solution<br />We learn to live in the “real world” or complain to others who we think can fix the problem<br />Actual Solution<br />Acknowledge that if we tolerate it, we insist on it<br />
    • 83. Insight: Team == Product<br />All business service clients <br />must call methods of <br />this big static class.<br />Why is it so ?<br />You would have <br />to ask Steve. <br />Oh that is <br />impossible, <br />he is always <br />busy...<br />OK, let’s ask him.<br />
    • 84. Resolution avoidance<br />Problem<br />We don’t deal efficiently with conflict because we are afraid of it<br />False Solution<br />Lay low<br />Don’t cause problems<br />Avoid conflict<br /><ul><li>This does not avoid conflict, it postpones it</li></ul>Actual Solution<br />Seek resolution<br />
    • 85. Typical Questions<br />What is the methodology used?<br />What are the underlying principles<br />
    • 86. Methodology<br />an experiential workshop <br />a results oriented business simulation <br />using behavioural tools to provide structured empowerment<br />
    • 87. Underlying principles<br />self and group alignment<br />tight accountability<br />shared vision<br />timely delivery <br />
    • 88. Resources:Books<br />Software for your head<br />The Speed of Trust<br />The 7 habits of highly effective people<br />The five dysfunctions of a team<br />Situational Leadership<br />Teamwork is an individual skill<br />Wave Rider<br />X-Teams<br />Leading Geeks<br />
    • 89. Resources: URL<br />The Core Protocols: http://alturl.com/b9fn<br />Bruce Tuckman<br />http://en.wikipedia.org/wiki/Forming-storming-norming-performing<br />Situational Leadership Hersey-Blanchardhttp://en.wikipedia.org/wiki/Situational_leadership_theory<br />Dan Pink on TED about Intrinsic vs Extrinsic motivation <br />http://paircoaching.wordpress.com/2009/09/03/daniel-pink-on-intrinsic-extrinsic-motivation/<br />
    • 90. Copyright Pictures:<br />© Hamed Saber http://www.flickr.com/photos/hamed<br />© Ed Yourdon http://www.flickr.com/photos/yourdon/<br />© Jan Tielens http://www.flickr.com/photos/neleenjan/<br />
    • 91. Free Lifetime support<br />Twitter: http://twitter.com/YvesHanoulle<br />SlideShare: http://slideshare.net/YvesHanoulle<br />Linkedin: http://www.linkedin.com/in/YvesHanoulle<br />Web: http://www.PairCoaching.net<br />Blog: http://PairCoaching.wordpress.com<br />Flickr: http://www.Flickr.com/YvesHanoulle<br />Books: http://www.librarything.com/catalog.php?view=YvesHanoulle<br />Mail : FirstName at Paircoaching dot net<br />Mobile: +32 476 43 38 32<br />Skype: YvesHanoulle<br />
    • 92. PairCoaching.net the way to leading greatness<br />Thank you !!<br />www.PairCoaching.net<br />

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