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1. THE EXTRA MILE INTERVIEW!
Lucy Standing - co founder of neuTrain shares her unique not for profit concept and explains who will benefit from her
new initiative.
MILEthe extra
motivate inspire lead engage
Summer 2013 * Issue 4 August 2013
Lucy and I made contact in
the very first few months of
launching People Discovery, my
consultancy business.
We chatted on the phone
about our respective dreams
and goals. Lucy’s idea really
sparked my curiosity because
her concept was about making
a valuable contribution, where
making a profit simply did not
come into the equation.
Lucy was keen to harness all
that great training information
out there in a way which simply
I had never seen before.
So when I saw Lucy’s first press
release about her new company
neuTrain I contacted her
immediately to find out more
and invited her to come and tell
our readers about her exciting
new venture. Here’s what Lucy
had to say about neuTrain.
How did neuTrain come
into being?
Most of my ideas come to me
in the bath, but the idea behind
neuTrain came to me as I was
stirring risotto!
As a freelance Occupational
Psychologist, I often get asked
to deliver classroom based
training courses. I may have
Continued on Page 4
By Christina Lattimer

2. In This Issue
We’re really pleased to bring
you the 4th Issue of The Extra
MILE E-zine. We are growing
tremendously well thanks
to all you great readers and
contributors.
With heartfelt gratitude to all
involved in the E-zine from our
brilliant contributors to our
advertisers. A special big thanks
to the growing number of e.MILE
Community members. We are
looking forward to working with
you to get your message out
there.
Our contributors this month
have produced some brilliant
articles on Leadership, HR and
Development. Based around
the world, we are absolutely
delighted to include such a
diverse set of contributions.
Thank you all so much.
This month we are so grateful
to Bob Mason who continues
with his 2nd article which is all
about motivation. His article
ties in brilliantly with our feature
about creating a motivational
environment at work. We hope
you are suitably motivated after
this issue!
This month’s interview is with
Lucy Standing founder of
neuTrain, a revolutionary concept
in sharing training information
across the internet.
ARTICLES
tHE eXTRA mILE iNTERVIEW
WITH LUCY STANDING OF NEUTRAIN
BY CHRISTINA LATTIMER PAGE 1
NO ON SPOKE UP
BY DAIN DUNSTON PAGE 8
I NEED: THEREFORE i AM - pART 1
BY BOB MASON PAGE 12
MAKING FAMILY FRIENDLY WORK FOR YOU
BY CHRISTINA LATTIMER page 16
GRATITUDE
BY BERNIE NAGLE page 20
IMPROVE YOUR LEADERSHIP SKILLS
BY RICHARD ABRAHAM page 24
WHAT ARE YOU DOING THAT IS REALLY IMPORTANT?
BY STEPHEN MURPHY page 28
FUNDING FOR LENDING
BY KATHY BYRNE page 30
BULLYING ARE YOU THE LION OR THE MOUSE?
BY CLARA POUND page 34
FEATURES
THE e.MILE EXPERT INDEX
PAGE 6
Book review
by dr alan black page 10
fROM aROUND THE WEB
PAGE 15
TWITTER TOP 4
PAGE 23
GET MOTIVATED!
PAGE 26
CONTRIBUTORS
PAGE 36
CONTACT US
PAGE 40

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4. materials I could adapt, but in
most cases I was starting from
scratch. Whilst interesting,
is very time consuming to do
and expensive for the client.
Whilst I’d love to say I create
amazing work which is brand
new and highly innovative, the
truth is that when it comes to
soft skill training there is a lot
of established best practice
already in the public domain.
If a client wants a course on
leadership skills, I’d lose a fair
amount of credibility if I went
against established wisdom and
announced that to lead and
influence people we need to
shout, belittle and ridicule them!
Due to this established best
practice in many of the areas we
work, it is often the case that
materials are re-used and re-
branded. Yes, we may say they
are completely bespoke, and
yes there is still a lot of work
which does go into tailoring
content, but in the main, the
core of what is being said is
very similar: Have you ever
seen an interview skills training
course which has told you not to
ask open questions, not to build
rapport, not to take notes?
The internet is an amazing
tool for facilitating the bringing
together of lots of different
experts separated by geography,
but not by interest, so that is
what I’ve done.
Rather than waste time
reinventing materials which
no doubt exist in thousands of
iterations sitting on hard drives
around the world I thought it
would be much better if we
could just share what we have.
I’ve convinced a small number
of trainers (although, this
number is growing slowly but
surely) to share their content
on line. Not just their slides,
hand-outs or exercises, but all
their knowledge too – tips and
guidance on how to deliver the
course they’ve uploaded.
You may say there are already
companies out there who sell
materials. You are right - there
are, but there are none who
openly share them - for free.
neuTrain doesn’t even ask you
to log in to view content. You
can spend 2 hours on the site,
looking at someone else’s slides,
reading their notes on how to
run the course and we don’t
even know your email address.
Who or what is your
inspiration?
I love the internet. I do try to
be a good mother, but I have
been labelled iPad mum by my
children! The sites which have
inspired me are Wikipedia, You
Tube, Trip Advisor, eBay (always
as a buyer – my guilty secret)
and John Lewis. The thing in
common amongst them all is
the fact I don’t have to log in
to see anything. I don’t really
understand why, in a world
where instant access lack
of time feature heavily, some
organisations run their websites
like some sort of private
members club which no one
can use without jumping over
a huge ‘sign in’ hurdle. It may
work for some, but not for me.
I also read a lot and books like
‘Free’ by Chris Anderson made
me appreciate that currently,
information is doubling on
the web so quickly that as a
commodity, information or
‘knowledge’, like any abundant
product, will eventually move
towards a price of zero.
I have to say I agree. With so
much information already on the
web, our struggle now isn’t that
it isn’t there – the issue is the
time it takes to wade through it
all.
I also like Dan Ariely. In his
book ‘Predictably irrational’, he
describes experiments where
he proves people over-value
their own work. People often
don’t share materials because
once they’ve invested time
developing them they attribute
greater value to them.
However – ask someone who
hasn’t invented the work what
they’d pay for it and they will
always offer less than what the
author would desire. This book
made me feel more confident
that my belief that knowledge
isn’t really that valuable was
correct.
I’ve seen brilliantly clever
people fall flat on their face
delivering a training course
because it isn’t the knowledge
which makes the content
valuable: it is the skill and
experience of a trainer.
“.... currently,
information
is doubling
on the web
so quickly
that as a
commodity,
information or
‘knowledge’,
like any
abundant
product, will
eventually
move
towards a
price of zero”

5. Sharing materials on line doesn’t
undermine that trainer. Think of
Andy Murray: if he wrote a book
on how he swings his racquet to
make certain shots, it wouldn’t
make him a less successful
tennis player.
What do you hope to
achieve by launching
neuTrain?
I hope to achieve 3 things.
1. I want the training world to
be more accessible.
For many people the costs
of materials or trainers is
prohibitive. By making access
to the site free, people can
use ideas from other courses
and develop their own without
spending a penny. If what
they see on line is exactly what
they want, they can download
use it straightaway. Authors
can charge what they want for
downloads, but most range from
being free to being £150.
2. I want the training world to
become more efficient.
Wheel reinvention isn’t that
clever. I’d love to see us move
to a model where we build on
others experiences: a shared
and social learning model.
The trainer who has authored
content benefits from having
a group of experts using their
work and offering feedback and
we all benefit from having a free
library of training materials.
3. I want to raise the profiles
of smaller organisations.
Larger organisations can pay
large sums to ‘search engine
optimisation’ experts and Google
advertising, but smaller (and
in many cases brilliant training
organisations) are crowded off
pages 1,2 or 3. I believe if we
all work on one site together,
we make it collectively easier
for people to find us. I want to
promote small businesses and
help them out by giving them
more exposure – which will
hopefully lead to more work. I
do promise the former as that
is within my control. The latter
is really down to the trainer.
Upload poor content and there
isn’t much I can do. Upload
great content and it’s much
more likely it will sell itself.
Who will benefit from
using neuTrain?
The main beneficiaries are:
LD professionals:
When negotiating with training
companies, clients can now
challenge them: “if I can see
80% of this material on line
for free where is your value
add for charging me X for this
development”?
Professional trainers:
It takes a good 2-3 days to
design a course from scratch
researching, reading the same
books as others to end up with
a similar product. Now they
can tailor something which has
already been developed and
save themselves the time.
The trainers who load up
content:
The site is however a free
shop window. If a trainer has
content, it costs nothing to load
up. They become a published
author, they have neutrain link
to their website (which helps
their SEO), their name, bio
and logo are clearly visible. If
people want to read more about
that trainer or their company,
they click straight through to
their website or linked in profile
which may end up with them
being asked to do work.
I charge nothing for any of
this – for those open minded
to share, this is a good, safe,
credible and free alternative
marketing route.
What services and
products do you offer/
intend to offer?
I offer my energy, time,
passion and enthusiasm. I’d
like to be clear: this is social
entrepreneurialism.
The site is not for profit and
is intended to benefit the
community it serves. I make
very little money out of the site
– my only intention is to try and
cover my costs.
You’ll see no adverts, I’m not list
building, I don’t sell information
to third parties. Even if I do get
to a point where my costs are
covered, then any profits will
go to J-PAL: a charity I greatly
admire. They conduct large
scale empirical trials so that
when they implement a large
scale training programme, it is
only when there is clear and
strong evidence to show it will
work. They are an admirable
organisation.
Thanks Lucy, here at The Extra
MILE, we think you’re onto a
winner. Anyone who would
like to contact Lucy for more
information on neuTrain, you
can find her contact details
in the contributors section.
For More Information about
J-PAL - Click on the link below

6. PETER THOMSON INTERNATIONAL
As the UK’s leading strategist on business and personal growth
and the UK’s most prolific information product creator I can
help you by sharing tried and tested ideas from my 40+ years
in business
THE SURVEY INITIATIVE
We focus on the design and implementation of employee
research and surveys to deliver valid, meaningful and
actionable results for our clients.
PEOPLE ALCHEMY
We focus on providing online performance support resources for managers.
Alchemy for Managers is an online management support toolkit that provides
just-in-time resources for leaders and managers. The result? Better managers.
With around 130 topics this toolkit includes management methods, tips, and
practical information written by over 100 industry experts.
FRIDGE PRODUCTIONS
Fridge Productions make high quality video and have a
background assisting executive boards and consultancies to
communicate leadership, employee engagement and cultural
change throughout their organisations or client base.
CAFE STYLE SPEED TRAINING
Café Style is bite-size chunks of experiential learning activities
that can be facilitated by anyone, any time and any where!
BONNIE WILLIAMS THE WHOLE PACKAGE
Bonnie speaks at events and leads workshops and in-company
programs in The Netherlands and across Europe, with a strong
focus on future-proofing people and organizations: promoting
the fusion of professional success and personal fulfilment.
CATALYST INC
Catalyst is a direct and digital marketing agency that helps clients acquire,
retain and develop long-term relationships with their customers. We take
the guesswork out of marketing decisions by combining intellectual curiosity
and inquisitiveness with hardcore analytics, deep customer insight and a
measurement mindset.
Bob Mason helps companies develop energized leaders,
engaged employees, and more profits by teaching supervisors
and managers to lead.
BOB MASON
Expert Index

7. We aim to be the “Go To”
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8. N O O N E
SPOKE
UP
When Asiana Flight 214
smacked into the seawall
at the end of the runway in
San Francisco and broke up
on impact, there were two
very experienced pilots at
the controls. In the left hand
seat, the Captain Lee Kang-
Guk, a 19 year veteran who
had nearly 10,000 hours
piloting jumbo jets. True,
he had only 43 hours at the
helm of a 777 but he had
flown into San Francisco
many times in the 747. He
knew what he was doing.
In the seat to his right was
another seasoned veteran,
also a Captain, Lee Jeong-
min, who had more than
3000 hours on the 777 and
whose job it was to assist
the Captain and step in if
needed.
So why didn’t he? They were
on visual rules, which meant
they were landing the plane
the way you or I would drive
into our driveway. Conditions
that day were perfect, clear
and bright with no difficult
cross winds. It was the sort
of landing these two pilots
could have handled with
ease. What went wrong?
The investigation will
continue for weeks but, in
the end, it will almost surely
come down to four common
but significant words: No One
Spoke Up.
On a 777, the pilot in the
Captain’s seat is responsible
for flying the plane and
keeping it lined up with the
runway. The pilot in the First
Officer’s seat, where Lee
Jeong-min sat, is responsible
for monitoring air speed and
altitude. Initial investigations
indicate that there were
no technical malfunctions.
Perhaps each pilot noticed
that the plane was under
speed and dropping below
the flight path, but each
assumed that the other knew
what he was doing.
By Dain Dunston

9. Perhaps, culturally, they were
each uncomfortable with
suggesting that the other
was missing something. And
down they went.
It has been suggested that
reticence is peculiar to the
Korean culture. If that’s true,
then we are all Korean.
How many times have you
sat on your hands when the
boss asked if there were any
problems with the proposed
production scheduled,
even though you knew the
projections had been sourced
in cloud cuckoo land?
How many times have you
wondered where a cab driver
was going but let him make
wrong turns until he admitted
he was lost (with the meter
still running)? Or how many
times have you broken with
your culture and pointed out
a flaw in the group thinking,
only to be chided as not a
team player? Let’s face it:
many people would rather
die than risk being thought a
fool.
So what do you do to change
that? Here’s the first thing:
SPEAK UP.
If your company culture
discourages candor and open
discussion, just say so. You
don’t have to send an open
letter to the chairman. Just
say so to the person sitting
next to you. Speak up in
the conference room. Get
agreement from a few peers.
Promise them you won’t sit
silently while they head down
the wrong path if they’ll
promise to do the same for
you. Promise you’ll have their
back.
That’s how great cultures are
built. When people speak up.
On the night the Titantic
struck the iceberg, many of
the other ships in the vicinity
had cut their engines and
were drifting, aware of the
dangers. But the Titanic was
on track to make the fastest
crossing in history and no
one spoke up.
When Nixon brought up the
idea of sending someone
to break into the offices of
the Democratic National
Committee at the Watergate,
no one spoke up.
And when a thousand
little errors were made
in a thousand companies
yesterday, there’s a good
chance no one spoke up
then, either.
A few weeks ago, a senior VP
of a major global company
posted an internal blog titled,
“I’m Frustrated!” He detailed
all the production problems
they were experiencing, all
the ways they’d tried to fix
them and all the ways they’d
failed. “Will someone please
tell me what’s not working?”
he asked.
To his surprise, there were
hundreds of comments,
seventy-five of which were
people actually speaking
up. One person pointed
out contract provisions
which forced unnecessary
processes. Someone from
legal spoke up to say those
contracts had been changed,
only no one was told. In a
follow-up post, the executive
told of taking the issue to
the executive committee and
sharing what was said. The
result? Not only were specific
process problems solved
but—presto!—there was
the beginning of what may
become a massive culture
shift.
Leaders speak up. And when
you speak up, you become
a leader. When you become
a leader, no matter where
you are in the organization,
you’re the one who brings
your team in for a safe
landing.
“On the night
the Titantic
struck the
iceberg,
many of the
other ships in
the vicinity
had cut their
engines and
were drifting,
aware of the
dangers. But
the Titanic
was on track
to make
the fastest
crossing in
history and
no one spoke
up.
”

10. Book Review
Dr. Efiong Etuk has taken on a
major universal task with his
book: Creativity: Revealing the
Truth about Human Nature.
He’s done a masterful job
researching vast amounts of
thinking about being human,
then has organized them using
a unified structure to provide
over 1700 thought - provoking
ideas to challenge the reader to
examine their past and present
lives in order to find meaning
and purpose in it that they can
use to develop the rest of their
lives.
His goals are universal in scale.
His questions aim at helping the
reader to explore how they are
part of the solution rather than
parts of the various problems
around the globe.
The book has been created as a
resource book, a book to be
“He has
thoroughly
examined
and explored
the thinking
of many
great minds”
returned to over and over not
one to be read from cover to
cover, only one time. A book to
use to challenge the reader’s
thinking, understanding and
growth over time.
He has thoroughly examined
and explored the thinking of
many great minds across time
to provide a volume that will
help the readers test their
personal philosophies and goals
in life to help integrate them in
a mission to solve the complex
problems of human beings on
this earth together.
I recommend this to the
thinking readers who are
seeking to find value, meaning
and purpose in their lives
while developing their greatest
individual abilities as a creative
human being.
Creativity - Revealing the Truth about Human
Nature - Dr. Efiong Etuk
Review by DR Alan Black

11. The Alphabet Of Happiness, From thequotes.net
MONTHLY INFOGRAPH!

12. I Need;
Therefore I am
Part I
THEBOBMASONSERIES
Motivation is an internal
drive to meet an individual
need, so leaders get the best
from workers when they
understand and help them
achieve their needs. That can
be both simple and complex.
Simple in that there are a few
categories of need that apply
to everyone. Complex in that
people approach satisfaction
of their needs in different
ways.
What’s that you say? I’ve
got to worry about my
worker’s needs? What
about my needs? I need
to get a job done. How
am I supposed to do that
if I have to be concerned
with my employee’s needs?
This sounds like squishy
psychobabble to me!
Relax! It’s really a small
investment for the leader,
but the return is significant
with lower turnover expense,
fewer employee problems,
and higher productivity.
The most well-known
explanation of human needs
is Dr. Abraham Maslow’s
Hierarchy of Needs. Maslow
suggested there were only six
levels of need and that most
humans will fall somewhere
on this hierarchy. (I refer
here to Maslow’s original
work. References to Maslow’s
Hierarch of Needs are taken
from Maslow, Abraham.
Toward a Psychology of
Being. 1st edition. New
York: Von Nostrand, 1962.
Print.) Maslow’s original
text describes his hierarchy
in great detail but it is not
an easy read. For a more
concise and easily digestible
description of Maslow’s
hierarchy, refer to Figure 1
Maslow’s Hierarchy of Needs1
Figure 1
The first level is survival; such
things as food, water, and
shelter. We all have this need
but often see it differently.
That individual perception
is very important. At the
most basic level people are
1 http://www.netmba.com/
mgmt/ob/motivation/maslow/)
concerned with feeding their
families and providing life’s
essentials like clothing and
shelter.
However, different people
have different ideas about
what survival is and leaders
must understand the worker’s
perception of the need. For
instance, one person may
perceive their survival need
to be a modest home and
sufficient funds to provide
groceries for simple meals
while another person may
feel survival means the ability
to procure more luxurious
accommodations.
Whatever the perception of
the survival need, leaders
must remember that if a
worker doesn’t feel the job
is meeting that need, higher
level needs may be stifled.
The next need is safety.
Leaders must understand
that, though they have placed
considerable emphasis on
safety, if the worker doesn’t
feel safe, the safety need
is not met. Another aspect
of safety goes beyond what
Maslow meant: psychological
safety.
Maslow developed his theory
in the mid 20th century;
a time when workplace
dynamics were much
By Bob Mason

13. until the previous level was
satisfied.
The leader-worker dynamic is
different. A worker certainly
can be motivated by more than
one level of need, so we must
refine the definitions of needs
more concisely and consider a
much more dynamic relationship
between them.
Next month, “I Need Therefore
I Am – Part II” presents a new
way of understanding workers
needs.
In last month’s article,
“Successful Leaders Don’t
Motivate,” a reference for the
cited study of laundry workers
was inadvertently omitted. The
reference is; Gubler, Timothy,
Larkin, Ian and Pierce, Lamar,
The Dirty Laundry of Employee
Award Programs: Evidence from
the Field (February 11, 2013).
Harvard Business School NOM
Unit Working Paper No. 13-069.
Available at SSRN: Click here to
view.
different. Today, leaders must
also consider whether workers
feel safe from situations that
cause mental anguish. Workers
who feel threatened emotionally
will not be concentrating on
higher level needs.
“Today,
leaders must
also consid-
er whether
workers feel
safe from sit-
uations that
cause mental
anguish.”
Survival and Safety are
physiological needs and Maslow
believed they must be met
before a person could move to
higher level needs.
The first higher level need is
belonging. The human is a
social animal and has a need
to belong to groups of other
humans. Think about the people
you know. Are any of them
such complete loners that they
don’t belong to some group;
even family or an informal
group of friends? It’s true that
some people have a stronger
belonging need than others, but
very few people don’t belong
to something. Belonging by
itself is usually only part of the
equation; people also need to
believe they are important to
the group, which leads us to the
next level of need; self-esteem.
Self-esteem is a commonly
misused word. It refers to
the feeling we have when we
achieve a goal or conquer a
challenge. Self-esteem is not
an everybody wins attitude. A
person who puts forth no effort
to accomplish a task but is
recognized as a winner anyway
may have their ego boosted for
a time, but they gain no real
self-esteem.
People want to genuinely feel
good about themselves and
success is how that feeling
develops. Self-esteem cannot be
given; it must be earned.
Maslow’s final need is self-
actualization, which he struggled
to clearly define.
A self-actualized person is one
who seeks out his or her own
challenges and Maslow felt most
people never reach this level.
Truly self-actualized people
are rare and can be extremely
valuable though they often have
an independent spirit that can
be challenging for a leader.
When Maslow created his
hierarchy he was considering
the human population at large
and felt a person would not
move to the next level of need
Next In The Series
I Need; Therefore I Am – Part II
The Motivation Puzzle: How It All Fits Together
Engage!: How Understanding Motivation Can Create Engaged Workers

15. From around the web......
Chris's cancer community
Blog
Knowledge of today
yfs magazine - 35
Inspirational Quotes
Likebook - my life in a
book

16. Family Friendly is an employee
and business benefit
If you struggle to get the very
best people to come and work
for you. If you believe your
employees aren’t giving their
best, or are stressed because
their working life and domestic
life don’t work well together.
Or if you have a high rate of
unexplained absence, then you
may wish to consider reviewing
your family friendly offer.
If you want to attract and
retain top talent now and in the
future; to remain competitive in
the talent marketplace you must
consider a family friendly culture
as a business benefit as well as
an employee benefit.
The main reason why
businesses don’t introduce a
family friendly environment
are three fold, they don’t
know how; are afraid that it
will detract from and impact
negatively on achieving their
outputs or results or don’t
realise it’s important.
Enlightened organisations create
a family friendly culture which
fits their business model.
Being family friendly is the way
forward and you will find the
best talent (who know they
can pick and choose) will opt
to work for businesses where
they can operate in a way
which fits their own personal
circumstances. My guess is
you will find that this is the new
contractual norm for talented
people.
So what do I mean by family
friendly? There are a number
of factors involved in creating a
family friendly environment. In
short a combination of customs,
practices and policies you can
adopt to help your employee
enjoy and attend to their home
life as well as their work life.
Family friendly practices and
policies can include:
Flexible working – including
flexible hours, flexible location
and flexible roles.
Time out – aimed at helping
people care for dependants in
the short and long term.
Work breaks – including career
breaks and sabbaticals
Employee benefits – discounted
childcare, elderly care, access
to family health schemes, onsite
crèches, after school clubs,
holiday clubs.
Many enlightened organisations
realise that a family friendly
environment is a key factor in
their employee attraction and
retention strategy, but not many
are easily able to articulate
and implement family friendly
practices effectively.
Making family friendly
work for you
5 mistakes and how to avoid them
By Christina Lattimer

17. Effective implementation means
not only do employees enjoy a
work/life balance allowing them
to attend to pressing domestic
responsibilities and values, but
also harnesses their loyalty,
commitment and enthused
effort. Implemented well a
synergistic effect of boosting
motivation, leading to improved
productivity, efficiency and
profitability will result.
If you have tried to introduce a
family friendly culture and are
struggling, or you want to get
started, here are 5 mistakes
that businesses make, which
you must avoid.
Mistake 1 – A vision setting
out the factors involved in the
family friendly offer is not clearly
articulated. The vision does
not include what employees
can expect, and importantly,
omits expected benefits for the
business.
Mistake 2 – The organisation
doesn’t emphatically state
boundaries. A family friendly
culture must overall improve
and energise the performance
of the organisation. There
are limits and parameters.
If a family friendly culture
begins to negatively impact
it has overstepped accepted
boundaries.
Mistake 3 – Managers only
want to offer family friendly
policies to best performers.
They fear some of the workforce
will take advantage and not
reciprocate by seeing it as a way
to improve their contribution.
This leads to managers
unconsciously choosing who
can and can’t take advantage of
family friendly arrangements.
Mistake 4 – Managers do
not assess workload impact of
individual family friendly ways
of working on the employee or
on others in the team. Thus
adjusting the frame but not
changing the internal picture.
Mistake 5 - Organisations don’t
adequately train managers to a)
understand the “bottom line”,
b) harness a win/win result c)
review patterns and workloads
d) be confident to say no,
when it is fairer to do so and
objectively justified
So now you know the pitfalls,
here are some ways you can
both avoid those mistakes and
harness the best of both worlds,
by getting the best out of your
people, whilst improving their
work/life balance.
Articulate accepted
boundaries, and use as an
acid test before you introduce
any measure towards a family
friendly culture.
Be clear about work
patterns acceptable to you. If
compressed hours really don’t
fit in your organisational model,
don’t offer them.
Be clear about parameters
of each measure. If time off
for domestic emergencies is
included in your family friendly
package for example, make it
clear it is not a default position.
Develop a framework to work
through setting out alternatives
an employee must consider. If a
situation develops which isn’t a
one off; you and the employee
need to agree an approach to
deal with this.
Be imaginative about the
extent of your work patterns
and location framework. Would
extending to evening hours
not only give employees some
well needed flexible working
solutions, but also benefit your
customers? Can employees
work from home remotely, and
could such a way of working
ultimately cut accommodation
overheads?
Be very clear your family
friendly culture is a win/
win offer. You want to help
employees with domestic
responsibilities so they can be at
their best at work, and give you
maximum performance.
Manage expectations of all
employees. Resentment can
quite often fester when some
of your workforce believe they
are not included. Manage
perceptions; I once had
someone tell me they thought
my family friendly approach
excluded them because they
didn’t have children, or any
dependants. That was until she
had to take time off because
her dog needed a lifesaving
operation.
If you are already going
down the family friendly
route, or intend to, then
congratulations. If devised
and implemented thoughtfully
through consultation with your
strategists and your people,
then it will be successful.
By being clear about your
bottom line, you will gain the
commitment, loyalty and best
performance from your people
and have people queuing up to
work for you.
“Enlightened
organisations
create a
family friendly
culture
which fits
their business
model.”

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Always do your best.
What you plant now,
you will harvest later.
-Og Mandino

20. GRATITUDE
Genetic Marker for
Enlightened Leadership?
GRATITUDE
Genetic Marker for
Enlightened Leadership?
By Berni Nagle
“The dark will be your
home tonight; the night
will give you a horizon
further than you can see”
- David Whyte
According to Wikipedia, a
genetic marker is a gene or
DNA sequence with a known
location on a chromosome
that can be used to identify
individuals or species. In
other words, the presence
of a marker is a strong
indication of an entity’s
substance and attributes. In
the discernment of resonant,
conscious, mindful leaders
we might do well to analyze
for the presence of gratitude.
Yesterday was my 62nd
birthday. I drove to the
office at an unusually
leisurely pace, taking note of
things I had not previously
paused to actually “see”.
Off to the east a massive,
billowing cumulonimbus
cloud commanded nearly the
entire horizon, towering tens
of thousands of feet, with
smaller plumes and offshoots
rising contemptuously
around the edges as if to
abandon the collective…to no
avail. The uprising of each
defiant rebel inexorably and
uniformly coming to naught;
each in turn subsumed by
the amorous girth of her
maternal majesty. “A visual
metaphor of communal
spirituality”, I mused. And
in that hallowed moment of
calm and clarity I felt a warm
wave of gratitude wash over
me. So much to be thankful
for, indeed.
Exactly one week earlier, I lay
untidily on a catheterization
table at the Cleveland Clinic
Cardiac ICU, randomly
punctured and tethered
to nearly every genus of
diagnostic device known to
modern medical science.
Yes, the top half of my heart
had stopped communicating
with the bottom half and my
heart rate had plummeted
to 30 and, yes, I had been
severely out of breath and
nearly passed out, but hey,
I still run three or four times
a week and I’m generally
a very healthy guy…am I
not? Eleven years after
bypass surgery here I am
again, with a catheter needle
protruding from my femoral
artery, transmitting Google-
map entertainment for a
chattering medical cadre on
half a dozen digital screens
arrayed over my head. One
meticulously-placed stent
later and I am whisked off
to recovery and an uncertain
prognosis; frustrated with
this most recent flashing
dashboard idiot light for
mortality, yet grateful for
subtle warnings, medical
science, and third-chances.
In an abrupt, illuminating
moment on that ICU table it
occurred to me that we are
only grateful for that which
we do not take for granted.
I have not taken my life
for granted since my first
“We are only
grateful for
that which
we do not
take for
granted.”

21. cardiac event (open heart
surgery) in April of 2002.
Prior to that date I must
admit my appreciation for
the impermanence of my
physical existence was
profoundly lacking. Must we
encounter dramatic crisis to
have our eyes opened to the
certainty of mortality and the
abundant gifts of corporal
life? Is such the case in
other aspects of our lives as
well? Is tragedy truly the
mother of illumination?
And what of those entrusted
to lead others? In 40 years
of observation my findings
are by no means sanguine.
I have seen far too little
appreciation or concern for
the hearts and minds of
the led; for their effort and
energy; for their enthusiasm
and creativity; yes, even for
their health, welfare and
emotional circumstance.
The tally sheet reflects a
dearth of recognition of the
person-ness, the uniqueness,
or the “being” of the led;
and an abundance of apathy,
exploitation, and blatant
disregard for the lacy tethers
of communal spirit binding us
together as one, energizing
us in shared quest. Sadly, an
assay for “deep appreciation”
might well come up negative
in all but few cases.
What claxon of calamity shall
be required in the lives of the
serenely unconscious, that
they shed the scales
encrusting their hearts and
minds? By what clarion
of crisis will the ears be
opened? Where indeed is
the pulpit high enough or the
bullhorn loud enough to gain
the attention of the placidly
unaware? When if ever
shall we detect an alignment
of chromosomes spelling
“Gratitude” in the DNA of
wannabe leaders?
“Is tragedy
truly the
mother of
illumination?”

22. Download The eBook
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23. How I Became Unfit
for the Corporate
World
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Toxic Workplace
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Question You Should
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24. IMPROVE YOUR
LEADERSHIP SKILLS
IMPROVE YOUR
LEADERSHIP SKILLS
Every ‘Great Leader’ has
their own style... Richard
Branson, President Barack
Obama, Bill Gates etc. You
could easily describe the
standards that they live by
and the standards in how
they connect with people.
Do you really know your
style of Leadership and the
standards you convey in the
way you live your life and
the way you connect with
people?
In this article we will discuss
setting your standards and
scoring your standards.
Setting Your Standards:
Knowing who you are
and what you stand for is
paramount in setting your
standards high. Every leader
has values they live by and
each one is different just like
fingerprints. If you were to
set three standards that you
live by as a person and three
standards you live by when
connecting with people, what
would they be and why?
For example, the three
standards that I live by as a
person are;
1. Enthusiastic
I want to always be
enthusiastic in every
aspect of my life. I know
enthusiasm is infectious
and when I am totally
enthusiastic I enthuse those
around me, this in turn
makes me feel great about
myself and creates even
more enthusiasm.
2. Presence
To fully engage in projects,
tasks, and connections
with people, I need to be
totally focused. I do this by
ensuring I am totally present
when working on projects /
tasks and when connecting
with people. When I am fully
present, I feel vibrant, alive
and ready to contribute.
3. Bold
Bold comes in two forms,
one is how I appear and the
other is how I behave. Firstly
appearance... I like to make
a great first impression. This
takes form in how I dress,
how I look and how I feel.
To be bold in all of these
areas I need to be happy
with who I am. Secondly, is
how I behave... Those that
know me personally know
I take people for who they
are. In accepting everyone
for who they are, it ensures
I stand out as a respected
leader.
The three standards I live by
when connecting with others
are;
4. Caring
Everyone has a story, and
everyone’s lives are different,
in accepting people for who
they are, where they came
from and what they stand
for they all have different
agendas to mine. That
doesn’t mean my agenda is
right, just different, when
I care for other peoples
agendas as well as my own,
By Richard Abrahams
“Everyone
has a
story, and
everyone’s
lives are
different,”

25. YOUR TURN TO TAKE ACTION!
it makes me a more engaging
and caring person.
5. Engaging
When people feel a sense of
engagement with you, they
are more likely to open up
and support what you stand
for. If you just come across
as me, me, me without giving
anything back, people are
unlikely to engage with you.
I always look at giving people
three times the value back
that they give to me, I don’t
always reach that goal, but
I strive for it, and it shows
that person that I am totally
committed to them.
6. Inspiring
There are many people
that inspire me and fuel
my passion for success. In
return I look for people that
I can inspire, to help and
support their success. I
don’t think of myself as the
cleverest person in the room,
but I do like being in a room
of clever people and inspiring
them to greatness. When I
inspire people, I get a great
amount of pride in what I do.
It allows me to connect at a
deeper level and it allows for
my growth as well as others.
Scoring Your Standards
So I have 6 standards that I
live by and in each and every
one of these, I am constantly
scoring myself on a scale of
1 – 10. When I feel myself
dropping below a 10, I
tell myself, ‘these are my
standards, I own them and it
is my responsibility to ensure
I am performing at a 10,
now what do I need to do to
raise my game today?
• Can you clearly define your three standards as a person?
• Can you clearly define your three standards when connecting with people?
• What is your current score in each of these right now?
• Ask your colleagues how they would score you on these, do they match?
• Decide how you will reinforce these standards on a daily / hourly basis?
• Ensure you are always performing as close to a 10 as possible?

26. Yes Please!
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27. GET MOTIVATED: The Best
Motivational Articles From Around
The Web
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TOP 10
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SPEECHES

28. Let’s look at one of the
traits of great leaders. The
discipline to priorities and the
ability to work toward a goal
are essential to becoming
a great leader and living a
great life! Here are some
insights on the question –
How should I prioritize my
life?
First let’s take a minute
to talk about Time
Management. There is really
no such thing as “Time
Management” – at best it is a
misnomer and at worst it is a
hoax.
The definition of manage
is “to have control of
something.” We all get the
same time – we cannot
control it. What is important
is to control how we spend
the time we get. That is
Priority Management or
discipline to priorities.
It is important that you focus
on the right priorities. So
what are the right ones?
All too often people tend to
focus on the urgent and easy.
This usually consumes way
too much of their valuable
time leaving little if any time
to get done what needs to
be done. This is usually why
people say they need “Time
Management’.
The key is to shift your
thinking from “Time
Management” to Priority
Management. The right
priorities are determined
by focusing on what is
truly important! Priority
Management requires
discipline and a commitment
to focus on what is
important. The truth is you
do not need a “TO DO List”.
However you must have a list
of your priorities!
“Discipline is
the bridge
between
goals and
accomplish-
ment.” Jim
Rohn
A great principle to use in
setting priorities is the Pareto
Principle – 20/80 concept.
Simply stated – 20% of
your priorities will give you
80% of your achievement
or results. This can apply
to almost anything – from
products, reading, leadership,
donations etc.
Organize or Agonize – It is
not how hard you work but
how smart you work. A life
in which anything goes will
ultimately be a life in which
nothing goes! People tend to
do what is easy or urgent.
Leaders Followers
-Initiate
-Lead: Pick up phone
and make contact
-Spend time planning:
anticipate problems
-Invest time with
people
-Fill calendar by
priority
-React
-Listen: Wait for phone
to ring
-Spend time living
day-to-day reacting to
problems
-Spent time with people
-Fill the calendar by
requests
By Stephen Murphy
What are you
doing that is really
important?

29. People that achieve great
lives do what is important
and put in the effort!
Prioritize Assignments –
High Importance/High
Urgency – Do first!
High Importance/
Low Urgency – Make a
commitment to complete
within a certain time and do
something on it each day.
Low Importance/High
Urgency – pass it off to
someone else to accomplish!
Delegate it!
Low Importance/Low
Urgency – forget about it or
pass it off, spend NO time on
it!
“The reason
most major
goals are not
achieved
is that we
spend our
time doing
second things
first” - Robert
J. McKain
Choose or lose – every
person is a creator or a
reactor when it comes to
organizing. Great leaders
tend to take action while
followers react.
Evaluate or Stalemate – It
is not always easy to set your
priorities. These questions
can help you.
What is required of me? -
What needs to be done that
no else can do but me?
These are things that if you
fail to do them you may end
up among the unemployed!
What gives me the greatest
return? – Is my efforts
producing the maximum
results?
What is most rewarding? Our
best work is accomplished
when we are enjoying what
we do. Life is too short for
you not to be having fun!
Here are some priority
principles for you to know
and use effectively;
Priorities never “stay put”
Keep priorities in place you
need to:
-Evaluate – every month
-review – requirements/
return/reward
-Eliminate – What am I doing
that someone can do???
-Estimate – Top projects and
how long it will take?
You cannot overestimate
the UNimportance of
practically everything –
Most people are gravitated to
the unimportant and drains
most of their time. The art of
being wise is knowing what
to ignore!
Good is the enemy of the
best – Sometimes there
are two good choices and it
becomes hard to determine
which the best is. The
soundest way to decide is to
look at the purpose of the
organization and then one
choice will surface as the
best.
Too many priorities will
paralyze - too often we
learn too late what is really
important. If you want to
know what is important to
someone look at what they
do and where they spend
their time!
Efficiency
is the
foundation of
survival ….
Effectiveness
is the
foundation
for success.
Make sure your priorities are
on what is important and that
you protect your priorities
like they are GOLD. Because
they are as good as gold if
not more. People who are
Great leaders or live great
lives know this!
“Purpose
has power
to shape
our lives only
in direct
proportion to
the power of
the priority we
connect it to.
Purpose
without
priority is
powerless.” -
Gary Keller

30. Funding For
Lending:
Who Are The Winners And Losers?
FLS has boosted bank profits
at the expense of both SMEs
and charities. This article
examines what has actually
happened under Funding For
Lending (FLS), the impact
it has had on charities
and presents three simple
steps for better financial
management.
As I write this article, we are
a year on from the start of
the government’s Funding For
Lending Scheme and many
commentators are saying
that it has failed to meet its
objectives. The figures speak
for themselves. The latest
FLS data, published on 3rd
June 2013, revealed certified
net lending since FLS started
was down by £1.79bn.
According to the Bank of
England, FLS was intended
to incentivise banks to boost
their lending by reducing
bank funding costs to allow
them to reduce the price of
new loans and increase their
net lending.
Some say that FLS has
helped boost the housing
market. But if we look at
what has happened to
lending and deposit rates, a
different picture emerges.
Rates paid to individual
savers on fixed term deposits
have fallen from 3.11% in
July 2012 to 1.85% in June
2013, but secured lending
rates have only fallen from
3.82% to 3.23%. In other
words, deposit rates have
been slashed by 40% but
lending rates have only
dropped by 15%.
A similar picture is seen
with deposits and loans to
companies, with fixed term
deposit rates being cut by
40% but lending rates cut
by only 10%. Cynics might
say that Funding For Lending
has only helped the banks
improve their profitability.
So the winners of FLS appear
to be the banks, whilst
depositors are the big losers.
One group of depositors
that has been particularly
hard hit are charities and
not for profit organisations
that often need to hold cash
deposits.
According to the Charity
Commission website,
charities hold £27bn in cash
and other short term assets
and so falling interest rates
have severely impacted
them. Add to this the need to
diversify deposits to minimise
the risk of bank failure and
you can see many charities
are experiencing tough times.
Research published by the
Charities Aid Foundation
(CAF) found that 71% of
charities believe that the
economic crisis is causing
the charity sector to be in
crisis and many charities
feared they would not be
able to weather the tough
economic climate, with one in
six charities fearing closure in
the next year.
So what can charities do
to ensure they survive and
thrive financially? These
three simple steps offer a
solution.
By Kathy Byrne

31. “Make sure
that any cash
assets your
charity holds
are diversified
between
different
deposit
providers”
Step 1: Diversify Deposits
Make sure that any cash
assets your charity holds are
diversified between different
deposit providers.
Some charities may benefit
from protection under
the Financial Services
Compensation Scheme
(FSCS) in the same way as
individuals do, which means
that £85,000 of their deposits
are protected.
Those with FSCS protection
and more than £85,000 in
cash need to open accounts
with several different deposit
providers. Twelve different
accounts with unconnected
providers are required to
protect £1m.
The FSCS limit applies at the
authorised firm level. For
example the Bank of Scotland
authorisation under Firm
Reference Number 169628,
covers AA Savings, Bank of
Scotland, Bank of Scotland
Private Banking, Birmingham
Midshires (BM Savings),
Capital Bank, Halifax,
Intelligent Finance, Saga and
St James’s Place Bank.
Many people may not realise
that all these providers are
just one company for FSCS
purposes.
Charities that don’t benefit
from FSCS protection should
diversify their deposits and
set a limit to place with each
deposit provider. They will
also need to consider the
financial strength of each
provider, which may mean
taking expert advice.
Step 2: Maximise rates
CAF Bank currently pays only
0.1% on its cash account,
whilst its gold account pays
0.18% on balances between
£50,000 and £249,999. There
are better rates than these
available from providers
that accept deposits from
charities. For example, our
bank panel includes rates2 of
1.25% on immediate access
and 2% for one year.
Step 3: Review regularly
Carry out a regular review to
make sure that deposits are
still appropriately diversified
and rates have not dropped
off because a bonus rate
has run out or a fixed term
deposit has ended.
Whilst FLS has proved to be
bad for depositors, a bigger
risk may be leaving deposits
to take care of themselves
rather than actively managing
them.

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34. BULLYING
ARE YOU THE LION OR
THE MOUSE ?
Can you spot the subtle side
of bullying?
Unacceptable workplace
behaviour does not always
come from the obvious
places. It is not always the
big burly, bossy, aggressive
or loud person who is using
‘bullying’ behaviour.
The shrug of the shoulders,
the rolling of the eyes, that
deep sigh, can be equally
as offensive as the yelling,
raised voice, the slamming
of fists on the table, the
slamming of doors or
the offensive language.
That snide remark behind
someone’s back or just
within hearing can be equally
hurtful; intentional or not.
Sometimes the more subtle
type of behaviour can be
scarier and more intimidating
than outright bullying
behaviour. We often deal with
employees who are ‘scared’
to approach other employees
or indeed their manager
for fear of retribution. We
understand well that term
‘walking on egg shells’ or ‘it’s
not a good time/day/week’.
As an employee it may
be difficult to report
inappropriate behaviour
aimed at you. There may be
a fear of not being believed,
especially in the face of
denial and as there are
often no witnesses to the
behaviour.
If the behaviour is coming
from a well regarded
employee or manager who
is getting results for the
business in other areas,
it can be difficult for the
business to address the
problem for fear of not
achieving the outcomes they
need.
However, it is extremely
important that the problem
is addressed before it costs
the business big money in
the way of staff turnover, lost
productivity, or expensive
claims.
My experience is that
bad behaviour that is not
addressed appropriately and
promptly by a business can
lead to conflict, complaints,
claims, and crises and to
unnecessary costs for the
business. Recognising and
identifying the behaviour
quickly, then dealing with
the behaviour consistently,
systematically and
professionally is one of the
first steps.
The following tips for
dealing with the subtle stuff
is more specifically aimed
at those feeling bullied or
uncomfortable and can be
applied equally to employers,
business owners or people
managers:
Firstly and most importantly
the business you work for
needs to have all the right
policies and procedures in
place then:
1. Own your boundaries:
everyone needs have
appropriate boundaries in
place for how they want to
be treated by others. Define
your boundaries, own your
boundaries, be prepared to
stand by your boundaries.
By Clara Pound

35. Employers can help by
supporting employees in
being more assertive and not
aggressive.
2. Feedback the behaviour
to the person: Notice the
behaviour, feel the impact
then feed it back to the
person. Respectfully. When
you ask someone whether
they were intending to say
‘roll their eyes at you’, the
person can become more
aware of their own actions
and potentially the impact
this might be having on
others and then perhaps
choose to behave differently.
3. If it’s offensive to you,
then say so: when you
indicate that something is
offensive to you, you are
giving it back to the person
to deal with and the choice
to change their behaviour or
not can become theirs. They
are then responsible for the
consequences also.
4. Become like a broken
down record: be prepared
to repeat the message. Your
message is important and it
may not be heard the first
time you say it – especially if
the behaviour has continued
for some time.
5. Be professional and
respectful: Don’t become
a bully yourself. Always
treat the other person
professionally and
respectfully. Be guided
by your own values and
standards, not those of the
other person. Use humour as
your shield if you can. Create
your own character.
6. Consistently follow the
right policies and procedures:
it is extremely important to
understand that principle of
equity and fairness and to
apply ‘the rules’ to everyone
equally.
7. Practice active self care:
do what it takes to care for
yourself in the situation. Keep
yourself safe. And take extra
good care of yourself outside
of the situation too. This
might mean treating yourself
to that massage, or facial. Do
whatever it takes.
Bullying behaviour can be like
a slow growing poison within
a business. If the standards
of behaviour are not clearly
set out and then applied, the
wrong type of behaviour can
quickly become the ‘norm’.
It is important to understand
that we are all different, that
we have differing perceptions
and expectations. As human
beings we all want to feel
respected, valued and
appreciated for who we are.
Inappropriate workplace
behaviour is often a sign
of a ‘clash of values’, ‘lack
of clarity’ and often high
stress levels. We need to
understand that people will
often react and respond in
the only way they know how
and that this may or may not
be acceptable in your work
environment.
Dealing with a bullying
complaint or claim can
quickly become tricky
and sticky. Nowhere is a
business more in need of
an independent specialist or
expert who has dealt with
these types of situations.
I strongly recommend
creating a happy, supportive
and safe workplace by
design, rather than expecting
it to happen by default.
Designing the workplace
means having the right
policies, process, procedures
in place and being clear
about acceptable and
unacceptable behaviour. No
bull!

36. CONTRIBUTORS
Richard Abrahams
Richard Abrahams is the passionate Chief Executive Officer and Founder of Return On
Investment Training.
His goal is to deliver a ‘Paradigm Shift’ to the Training Development’ industry
through a unique TLC approach, which blends Training, Learning and Coaching into
one innovative and inspiring programme.
Richard’s passion is helping individuals and businesses achieve their personal and
business goals. He strives to push the boundaries of what we currently know and do and
thrives on innovating new ideas and concepts that inspire others. He relishes unleashing
talent, and ensures what gets learnt, gets implemented and what gets implemented,
GETS RESULTS!
Kathy Byrne
Intelligent Cash Management Limited
The intelliCash plan for individuals, Charities Not For Profit Organisations,
safeguards deposits whilst maximising returns with multiple providers on a
single application form.
Alan Black
Since 1960 Alan has worked at a variety of roles, which include: graphics
signage design, cartooning, writing, draftsman, apprentice design, job captain,
project designer and licensed architect. He latterly became owner of his own
firm which involved, interior design, leadership, creative thinking, professional
speaking and consultancy, which focused upon styles and skills of leading,
communicating, teamwork, creative thinking, problem solving and educational
psychology.
For most of the past 37+ years he has been integrating his experience, education
and knowledge into his work as an International advocate of creative thinking
throughout entire workplaces.
intelliCashPlan intelliCash on LinkedIn k.byrne@intellicash.co.uk 01892 556877
Where Have My Savings Gone? The Insider’s Guide To Protecting
Your Savings In Tough Times
CEO Founder | Return On Investment Training
Author | Fire Free Work Day and Associated Product Suite
Website

37. CONTRIBUTORS
Dain Dunston
Writer and consultant on businesses that are radically disrupting their industries
with new ideas and cultures that are branded to the bone. He is the co-author
of Nanovation, How A Little Car Can Teach The World To Think Big, with
best-selling authors Drs. Kevin and Jackie Freiberg helps some of the world’s
smartest companies build cultures of innovation. His next book, The Downside
of Up, appears in September of 2013.
Twitter
Bob Mason
Bob helps companies develop energized leaders, engaged employees, and more
profits by teaching supervisors and managers to lead. A
retired military officer, he has over 30 years of real leadership
experience from small teams to large, complex organizations. Bob’s
third book, Don’t Worry, You Can Do This: What New Supervisors
and Managers Need to Know About Leadership was recently released on Kindle.
Stephen Murphy
Dynamic Speaker, Coach, Results-Driven Consultant, Innovative Leader,
Passionate for Achieving People’s Full Potential
Twitter
Website
Website
Website

38. CONTRIBUTORS
Clara Pound
With over two decades of experience managing difficult people issues PPS
works with motivated, committed business owners and people managers who
want to achieve positive results working with their employees.
Lucy Standing
Lucy has nearly 20 years’ of experience training companies on how to help their
people to succeed at work, and do their jobs well. Her career launched with
JP Morgan Chase as a graduate recruitment manager. She built a programme
resulting in JP Morgan being named as the UK’s 4th top favourite graduate
employer. She joined consulting firm LEK as global head of recruitment,
followed by a range of consultancy roles across a number of industries. With
neuTrain, a not for profit company, Lucy brings her expertise to create a
platform designed purely to help people in the learning industry.
Berni Nagle
Author of the 1997 book, “Leveraging People Profit - The Hard Work of Soft
Management”, with Foreword by Warren Bennis. This book originates and
describes the concept of the “Altrupreneur” - one who conducts the affairs of
an enterprise with conspicuous regard for others. This Leadership model is
servant-leadership based, relationship-driven, goal-guided, and laser-focused on
engaging innovation and creativity to create sustainable competitive advantage
in the workplace.
Altrupreneur
Website
Website

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