This document provides a summary and recommendations from Positive Potentials LLC regarding building engagement in organizations. It discusses the importance of building connections between team members to boost accountability and performance. Some low-cost strategies recommended are encouraging working relationships, clearly defining company culture, and conducting surveys to find personal details about employees to help start conversations. The document also stresses the value of recognition programs, open book management to make employees feel invested, and registering as a best place to work for recruitment and publicity benefits. Overall, the document advocates for focusing on employee engagement and connections to improve organizational performance.
5 Questions To Answer Before Going Into Bed with StartupsYuliya Nesterenko
This document provides a checklist of 5 questions for corporations to consider before partnering with startups. It discusses assessing goals, partnership types, dedicating resources, readiness for the startup culture and pace of change, and industry outlook. A data-driven solution is proposed to help corporations identify relevant startups through AI analysis of profiles and proven startup scouting methods.
This article is based on Booz & Company's long-standing work on organizational DNA. It describes how to select the right mix of organizational design elements--both formal structures and informal aspects of organizational culture--to advance your company's strategy.
This document discusses four critical elements of a marketing strategy: brand promise, marketing analytics and automation, referrals, and leadership. It argues that a strong brand promise that is embraced by the entire organization is very important. It also stresses the importance of utilizing analytics of member data to better understand the most profitable members and focus marketing efforts. Developing a referral strategy that encourages existing members to refer others is also recommended. Strong leadership is needed to successfully implement all elements of the marketing strategy.
NTHEMIND OF GREATCOMPANIESBy Scott BlanchardThe.docxhenrymartin15260
NTHE
MIND OF GREAT
COMPANIES?
By Scott Blanchard
T
he old saying, "money isn't
everything," rings hollow in
today's business world.
where rninute-by-minute
stock quotes scroll across
our computer monitors, and
careers are won or lost based
on Wall Street's analysis of a
company's perforniance. Throw in giob-
al competition, outdated products and
services, increased costs, corporate silos
and other business challenges, and it's
no wonder that tnatiy of today's compa-
nies focus solely on their bottom line,
ofteti at the expense of customer service
and employee satisfaction.
It need not be this way. Great compa
nies focus on more than one bottom
line when gauging their perforniance.
Ttiey choose to be not only the invest-
ment of choice, but also the provider of
choice for their products or services, as
well as the employer of choice for work-
ers in their industry. By looking beyond
immediate, short term results and focus-
ing on strategies to make their compa-
nies successful for the long-term, they
recognize challenges sooner, identify
solutions more quickly and deliver re-
sults ahead of their competitors. In short,
they learn to lead at a higher level.
A clear warning sign that your busi-
ness is trapped in a short-term mindset
is the presence of an "either/or" philoso-
phy. Managers either believe they can
achieve profitability or they can develop
a great workplace, but not both. These
leaders don't always take morale and job
satisfaction into consideration. Their
focus is only their financial bottom line.
From there, it's a short leap to the false
notion tlrat making money is the sole
reason to be in business.
A NEW APPROACH
Contrary to the either/or philosophy,
leading at a higher level requires man-
agers to embrace a "both/and" approach.
In great companies, the development of
people is of equal importance to finan-
cial performance. As a result, the focus
is on long-term results and human satis-
faction. Accordingly, great companies
begin by both creating and nurturing a
vision of the future, and then measuring
progress against that vision.
There are three questions to ask,
which represent the main components
of a corporate vision. By focusing on
these questions, companies are more
likely to ensure they don't lose sight of
their path to success. They are:
• What business are you in? This will
help you identify your company's signif-
icant purpose.
• What will the future look like if you
are successful?
• What guides your behavior and deci-
sions on a daily basis? This will help
you identify clear values.
Great companies keep al! three of
these ideas clearly in mind and make
necessary course corrections when they
realize they are off track.
The next step is to create a corporate
culture that both reflects and reinforces
the corporate vision. The culture con-
sists of the values, attitudes, beliefs,
behaviors and practices of the organiza-
tion's members. Culture is an organiza-
tion's personality, and it can help or hin-
.
This document discusses best practices for setting up a business development function in an early stage startup. It begins by defining common roles like business development, corporate development, marketing, and sales. It emphasizes the importance of hiring the right person with the right skills at the appropriate stage of the company. For example, an individual focused on exploring potential markets and channels is best early on, while someone who can validate assumptions and scale successes is more suitable later. The document also stresses the need for clear communication between business development and other departments to ensure proper hand-offs and alignment with company goals. Regular oversight and support from leadership is also advised to help the business development team succeed.
With the intent of bringing some creative minds, who are transforming the status quo of various sectors, into limelight, Insights Success brings to you, “Top Creative Leaders Innovating in Business 2019”
It is time to conduct a “reset” exercise and put employee
engagement back in its proper place and perspective. This paper
identifies five areas that our research has shown to be
potentially troublesome for companies - especially in terms of
helping them frame their expectations in the most reasonable,
realistic and productive ways. We have discussed them here to
help you understand the true power of aligning employee drives
and needs with those of your company
Creating A Sustainable Employee Engagement CultureDavid Perry
The document discusses 10 keys to creating a sustainable employee engagement culture through common cause. The keys are grouped under the principles of challenge, communication, and compensation. Under challenge are: setting vision and goals, expecting executive excellence, and allowing creative license. Communication keys include: dialogue with a positive attitude, positive reinforcement, allowing no-fault adaptation, and involving employees in decision making. Compensation keys are: exceeding industry norms for pay, long-term financial ties to the company, and over-the-top rewards for top performance.
5 Questions To Answer Before Going Into Bed with StartupsYuliya Nesterenko
This document provides a checklist of 5 questions for corporations to consider before partnering with startups. It discusses assessing goals, partnership types, dedicating resources, readiness for the startup culture and pace of change, and industry outlook. A data-driven solution is proposed to help corporations identify relevant startups through AI analysis of profiles and proven startup scouting methods.
This article is based on Booz & Company's long-standing work on organizational DNA. It describes how to select the right mix of organizational design elements--both formal structures and informal aspects of organizational culture--to advance your company's strategy.
This document discusses four critical elements of a marketing strategy: brand promise, marketing analytics and automation, referrals, and leadership. It argues that a strong brand promise that is embraced by the entire organization is very important. It also stresses the importance of utilizing analytics of member data to better understand the most profitable members and focus marketing efforts. Developing a referral strategy that encourages existing members to refer others is also recommended. Strong leadership is needed to successfully implement all elements of the marketing strategy.
NTHEMIND OF GREATCOMPANIESBy Scott BlanchardThe.docxhenrymartin15260
NTHE
MIND OF GREAT
COMPANIES?
By Scott Blanchard
T
he old saying, "money isn't
everything," rings hollow in
today's business world.
where rninute-by-minute
stock quotes scroll across
our computer monitors, and
careers are won or lost based
on Wall Street's analysis of a
company's perforniance. Throw in giob-
al competition, outdated products and
services, increased costs, corporate silos
and other business challenges, and it's
no wonder that tnatiy of today's compa-
nies focus solely on their bottom line,
ofteti at the expense of customer service
and employee satisfaction.
It need not be this way. Great compa
nies focus on more than one bottom
line when gauging their perforniance.
Ttiey choose to be not only the invest-
ment of choice, but also the provider of
choice for their products or services, as
well as the employer of choice for work-
ers in their industry. By looking beyond
immediate, short term results and focus-
ing on strategies to make their compa-
nies successful for the long-term, they
recognize challenges sooner, identify
solutions more quickly and deliver re-
sults ahead of their competitors. In short,
they learn to lead at a higher level.
A clear warning sign that your busi-
ness is trapped in a short-term mindset
is the presence of an "either/or" philoso-
phy. Managers either believe they can
achieve profitability or they can develop
a great workplace, but not both. These
leaders don't always take morale and job
satisfaction into consideration. Their
focus is only their financial bottom line.
From there, it's a short leap to the false
notion tlrat making money is the sole
reason to be in business.
A NEW APPROACH
Contrary to the either/or philosophy,
leading at a higher level requires man-
agers to embrace a "both/and" approach.
In great companies, the development of
people is of equal importance to finan-
cial performance. As a result, the focus
is on long-term results and human satis-
faction. Accordingly, great companies
begin by both creating and nurturing a
vision of the future, and then measuring
progress against that vision.
There are three questions to ask,
which represent the main components
of a corporate vision. By focusing on
these questions, companies are more
likely to ensure they don't lose sight of
their path to success. They are:
• What business are you in? This will
help you identify your company's signif-
icant purpose.
• What will the future look like if you
are successful?
• What guides your behavior and deci-
sions on a daily basis? This will help
you identify clear values.
Great companies keep al! three of
these ideas clearly in mind and make
necessary course corrections when they
realize they are off track.
The next step is to create a corporate
culture that both reflects and reinforces
the corporate vision. The culture con-
sists of the values, attitudes, beliefs,
behaviors and practices of the organiza-
tion's members. Culture is an organiza-
tion's personality, and it can help or hin-
.
This document discusses best practices for setting up a business development function in an early stage startup. It begins by defining common roles like business development, corporate development, marketing, and sales. It emphasizes the importance of hiring the right person with the right skills at the appropriate stage of the company. For example, an individual focused on exploring potential markets and channels is best early on, while someone who can validate assumptions and scale successes is more suitable later. The document also stresses the need for clear communication between business development and other departments to ensure proper hand-offs and alignment with company goals. Regular oversight and support from leadership is also advised to help the business development team succeed.
With the intent of bringing some creative minds, who are transforming the status quo of various sectors, into limelight, Insights Success brings to you, “Top Creative Leaders Innovating in Business 2019”
It is time to conduct a “reset” exercise and put employee
engagement back in its proper place and perspective. This paper
identifies five areas that our research has shown to be
potentially troublesome for companies - especially in terms of
helping them frame their expectations in the most reasonable,
realistic and productive ways. We have discussed them here to
help you understand the true power of aligning employee drives
and needs with those of your company
Creating A Sustainable Employee Engagement CultureDavid Perry
The document discusses 10 keys to creating a sustainable employee engagement culture through common cause. The keys are grouped under the principles of challenge, communication, and compensation. Under challenge are: setting vision and goals, expecting executive excellence, and allowing creative license. Communication keys include: dialogue with a positive attitude, positive reinforcement, allowing no-fault adaptation, and involving employees in decision making. Compensation keys are: exceeding industry norms for pay, long-term financial ties to the company, and over-the-top rewards for top performance.
The document discusses how revenue growth is the largest driver of shareholder return but many CEOs focus on cost cutting instead of growth initiatives. It outlines a 4-step process companies can follow to systematically accelerate revenue growth: 1) Define and focus resources on the core business, 2) Establish a common set of market facts and insights, 3) Select the most powerful growth initiatives to implement well, 4) Master the process of change management. The first step is using a "spider chart" to identify the core customers, products, channels and geographies that make up 80% of profits in order to focus on high-potential opportunities within the existing business.
Time to Scrap Performance AppraisalsJosh BersinJosh BersinGTakishaPeck109
Time to Scrap Performance Appraisals?
Josh Bersin
Josh Bersin
Global Industry Analyst, I study all aspects of HR, business leadership, corporate L&D, recruiting, and HR technology. ✨
Published May 4, 2013
+ Follow
Something big is going on in business today. More and more companies have decided to radically change their performance appraisal process.
Last week at our research conference we spoke with Adobe, Juniper, Kelly Services, and a variety of other companies who have decided to do away with traditional performance ratings and completely change the annual appraisal process.
Our research shows that this is a strong and positive trend.
Why the process must change.
Why do companies have annual reviews in the first place? Primarily they are an artifact from traditional top-down companies where we had to "weed out" the bottom performers every year. By forcing managers to rate people once per year we can have annual talent reviews and decide who gets more money, who to promote, and who to let go.
Coupled with the performance rating is the "potential" rating, which tries to capture an individual's potential to move up two levels in the organization (the traditional definition).
This approach is based on a philosophy that "we cant totally trust managers" so we're going to force them to fit people into these rating scales. And in many companies (around 20%) there are forced distributions.
The well publicized problems with this process abound. These include:
· Employees need and want regular feedback (daily, weekly), so a once-a-year review is not only too late but it's often a surprise.
· Managers cannot typically "judge" an entire year of work from an individual, so the annual review is awkward and uncomfortable for both manager and employee.
· The manager-employee link is not 1:1 like it used to be - we usually have many peers and managers we work with during the year, so one person cannot adequately rate you without lots of peer input.
· While some employees are a poor fit and likely are poor performers, these issues should be addressed immediately, not once per year.
· People are inspired and motivated by positive, constructive feedback - and the "appraisal" process almost always works against this.
· The most important part of an appraisal is the "development planning" conversation - what can one do to improve performance and engagement - and this is often left to a small box on the review form.
Of course companies are very nervous about eliminating this process because:
· We need a fair and validated way to distribute compensation increases (don't we?)
· We need a record of low performance when we let someone go
· We need to capture performance data in an employee's profile for future promotion and other talent reviews, development plans, and career migration
· We need a way to make sure managers are doing their jobs well.
Well I've probably discussed these issues with 100+ companies over the last five years and our research shows more and ...
- Reputation is an intangible but essential resource for businesses that can attract clients, traders, and employees and help weather difficult times.
- There are 18 "immutable laws" of corporate reputation that include measuring reputation, appealing to diverse stakeholders, living values and ethics, being a model citizen, and conveying a compelling vision.
- Building emotional appeal through satisfying customers and creating a sense of happiness or contentment with products is important for strengthening reputation. Maintaining a good reputation requires constant attention and management.
Reputation management is important for corporations to maintain success. It involves managing a company's image and how it is perceived by stakeholders like customers, investors, and employees. A positive reputation can increase sales, attract talent, and gain partnerships. Companies use various tools like surveys, media analysis, and benchmarking to monitor their reputation and address any issues that could damage their brand. Maintaining a strong reputation requires both proactive reputation building and reactive crisis management to respond to problems and ensure long-term growth.
Reputation management is important for corporations to maintain success. It involves managing a company's image and how it is perceived by stakeholders like customers, investors, and employees. A positive reputation can increase sales, attract talent, and gain partnerships. Companies use various tools like surveys, media analysis, and benchmarking to monitor their reputation and address any issues that could damage their brand. Maintaining a strong reputation requires both proactive reputation building and reactive crisis management to respond to problems and ensure long-term growth.
The document discusses six key factors for assessing an organization's health and success:
1. Success and reputation - how the organization defines and communicates success internally
2. Leadership - ensuring leaders communicate frequently and link actions to business conditions
3. Challenging work - ensuring employees' work is appropriately challenging through feedback mechanisms
4. Opportunities for growth - having promotion processes and celebrating promotions
5. Total rewards - communicating a philosophy around various reward programs, not just compensation
6. Sense of community - creating frameworks and culture to foster trust and common purpose among employees
The document advocates reviewing these factors, especially during economic uncertainty, to strengthen organizational foundations.
The document provides an overview of several topics related to growing and managing a business. It discusses using social media strategically as a tool for business growth. It addresses how the Affordable Care Act eliminated the temporary employee classification and provides steps for identifying and reclassifying temporary employees. It promotes using customer data to inform targeted marketing strategies. It discusses how employers are shifting focus to improving employee wellbeing and the economic value of these programs. Finally, it provides details on the proposed Marketplace Fairness Act requiring online retailers to collect sales tax.
The document is a handbook for small businesses that provides guidance on various topics for starting and managing a small business. It discusses naming a business, legal business structures, licenses and permits, management practices, financing, business plans, record keeping, pricing, advertising, marketing, business locations, insurance, employees, computers, franchises, manufacturing cost accounting, and inventory. The handbook aims to help new and existing small businesses succeed by being well prepared and properly addressing important business considerations.
Business Analysis course, Business Analyst Course, CBAP, CBAP in Chennai, CBAP Certiifcation, CBAP training, Certified Business Analyst Professional, | Training in US, Canada
Understanding your Diversity and Inclusion JourneyTom Williams
This document outlines five steps for developing an effective diversity and inclusion strategy: 1) Assess your current situation by evaluating data, policies, and processes; 2) Establish clear goals and metrics to measure progress; 3) Build a business case by highlighting tangible benefits like increased innovation, engagement, and revenue; 4) Implement the plan through education, proactive measures, and removing bias; 5) Continuously track success and refine the strategy. Taking these steps will help organizations reap rewards like attracting top talent and achieving sustainable growth.
Slide share Strategic Customer Relationship Management & The 7 Sins - compl...Dr. Ted Marra
This document provides an introduction and overview of a forthcoming book on strategic customer relationship management and the seven deadly sins that undermine effective customer relationships. It discusses the importance of customer focus for organizations and outlines some of the key requirements for senior leadership to exhibit customer-focused behaviors and ensure the organization has the right values, culture, processes, and systems to prioritize customers. The document then introduces and elaborates on the "seven deadly sins," including a failure to understand customer needs at a deep level, not having defined relationship strategies tailored to different customer segments, and not answering the question of "what's in it for the customer?" for key business objectives. It poses a series of questions to prompt reflection on how well an organization measures up in
This is a discussion to guide new managers to navigate the complex and often confusing world of corporate maze. Of course anyone who has become a fledgling executive, does have enough relevant experience. However this can be used as a primer to guide the beginning of the journey.
Transitioning from Inventor to Entrepreneurdeliadis
The document discusses transitioning from inventor to entrepreneur by developing a clear vision. It emphasizes that a vision communicates goals and guides decisions. Key success factors include knowledge, resources, and people. Change is difficult because people resist losing control or certainty. To enact change, understand others' perspectives and face your own fears. Developing a vision involves imagining business and personal goals without constraints. Defining terms in the vision helps achieve it and communicate intent.
How to Build and Maintain a Premier OrganizationLucas Group
An important trend facing organizations across all industries is bridging the knowledge gap between outgoing employees and those who remain or are hired to fulfill their work. Despite a stubbornly persistent unemployment rate in the U.S., attracting and retaining people who can positively impact your company remains a considerable challenge to building and maintaining a premier organization. Triggered by Baby Boomer retirements, companies must develop systematic ways to attract the best, retain the best, and hold on to the knowledge that the best contribute to their organizations.
This document provides guidance on establishing an analytics program for small and midsize businesses. It outlines four key steps: 1) Seek executive buy-in for analytics by running a pilot program to demonstrate benefits. 2) Establish an analytics culture where data-driven decisions are the norm. 3) Identify quick wins by focusing initial projects on areas with clear ROI potential. 4) Communicate outcomes in a simple, business-focused way to gain broader support. Taking these steps can help SMBs implement fact-based decision making and realize gains similar to larger companies.
Porsche-Like 987 Strategy for SearchFunderPaul Menig
The document discusses various topics related to valuing and growing a business, including the 8 drivers of company value, 9 basic strategic areas, and tools for assessing acquisition targets, business acceleration, and more. The 8 drivers of company value listed are financial performance, growth potential, structure, valuation, recurring revenue, monopoly control, customer satisfaction, and ability to operate without a key employee. The document provides summaries and overviews of different approaches and considerations for building and assessing business value.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
The document discusses how revenue growth is the largest driver of shareholder return but many CEOs focus on cost cutting instead of growth initiatives. It outlines a 4-step process companies can follow to systematically accelerate revenue growth: 1) Define and focus resources on the core business, 2) Establish a common set of market facts and insights, 3) Select the most powerful growth initiatives to implement well, 4) Master the process of change management. The first step is using a "spider chart" to identify the core customers, products, channels and geographies that make up 80% of profits in order to focus on high-potential opportunities within the existing business.
Time to Scrap Performance AppraisalsJosh BersinJosh BersinGTakishaPeck109
Time to Scrap Performance Appraisals?
Josh Bersin
Josh Bersin
Global Industry Analyst, I study all aspects of HR, business leadership, corporate L&D, recruiting, and HR technology. ✨
Published May 4, 2013
+ Follow
Something big is going on in business today. More and more companies have decided to radically change their performance appraisal process.
Last week at our research conference we spoke with Adobe, Juniper, Kelly Services, and a variety of other companies who have decided to do away with traditional performance ratings and completely change the annual appraisal process.
Our research shows that this is a strong and positive trend.
Why the process must change.
Why do companies have annual reviews in the first place? Primarily they are an artifact from traditional top-down companies where we had to "weed out" the bottom performers every year. By forcing managers to rate people once per year we can have annual talent reviews and decide who gets more money, who to promote, and who to let go.
Coupled with the performance rating is the "potential" rating, which tries to capture an individual's potential to move up two levels in the organization (the traditional definition).
This approach is based on a philosophy that "we cant totally trust managers" so we're going to force them to fit people into these rating scales. And in many companies (around 20%) there are forced distributions.
The well publicized problems with this process abound. These include:
· Employees need and want regular feedback (daily, weekly), so a once-a-year review is not only too late but it's often a surprise.
· Managers cannot typically "judge" an entire year of work from an individual, so the annual review is awkward and uncomfortable for both manager and employee.
· The manager-employee link is not 1:1 like it used to be - we usually have many peers and managers we work with during the year, so one person cannot adequately rate you without lots of peer input.
· While some employees are a poor fit and likely are poor performers, these issues should be addressed immediately, not once per year.
· People are inspired and motivated by positive, constructive feedback - and the "appraisal" process almost always works against this.
· The most important part of an appraisal is the "development planning" conversation - what can one do to improve performance and engagement - and this is often left to a small box on the review form.
Of course companies are very nervous about eliminating this process because:
· We need a fair and validated way to distribute compensation increases (don't we?)
· We need a record of low performance when we let someone go
· We need to capture performance data in an employee's profile for future promotion and other talent reviews, development plans, and career migration
· We need a way to make sure managers are doing their jobs well.
Well I've probably discussed these issues with 100+ companies over the last five years and our research shows more and ...
- Reputation is an intangible but essential resource for businesses that can attract clients, traders, and employees and help weather difficult times.
- There are 18 "immutable laws" of corporate reputation that include measuring reputation, appealing to diverse stakeholders, living values and ethics, being a model citizen, and conveying a compelling vision.
- Building emotional appeal through satisfying customers and creating a sense of happiness or contentment with products is important for strengthening reputation. Maintaining a good reputation requires constant attention and management.
Reputation management is important for corporations to maintain success. It involves managing a company's image and how it is perceived by stakeholders like customers, investors, and employees. A positive reputation can increase sales, attract talent, and gain partnerships. Companies use various tools like surveys, media analysis, and benchmarking to monitor their reputation and address any issues that could damage their brand. Maintaining a strong reputation requires both proactive reputation building and reactive crisis management to respond to problems and ensure long-term growth.
Reputation management is important for corporations to maintain success. It involves managing a company's image and how it is perceived by stakeholders like customers, investors, and employees. A positive reputation can increase sales, attract talent, and gain partnerships. Companies use various tools like surveys, media analysis, and benchmarking to monitor their reputation and address any issues that could damage their brand. Maintaining a strong reputation requires both proactive reputation building and reactive crisis management to respond to problems and ensure long-term growth.
The document discusses six key factors for assessing an organization's health and success:
1. Success and reputation - how the organization defines and communicates success internally
2. Leadership - ensuring leaders communicate frequently and link actions to business conditions
3. Challenging work - ensuring employees' work is appropriately challenging through feedback mechanisms
4. Opportunities for growth - having promotion processes and celebrating promotions
5. Total rewards - communicating a philosophy around various reward programs, not just compensation
6. Sense of community - creating frameworks and culture to foster trust and common purpose among employees
The document advocates reviewing these factors, especially during economic uncertainty, to strengthen organizational foundations.
The document provides an overview of several topics related to growing and managing a business. It discusses using social media strategically as a tool for business growth. It addresses how the Affordable Care Act eliminated the temporary employee classification and provides steps for identifying and reclassifying temporary employees. It promotes using customer data to inform targeted marketing strategies. It discusses how employers are shifting focus to improving employee wellbeing and the economic value of these programs. Finally, it provides details on the proposed Marketplace Fairness Act requiring online retailers to collect sales tax.
The document is a handbook for small businesses that provides guidance on various topics for starting and managing a small business. It discusses naming a business, legal business structures, licenses and permits, management practices, financing, business plans, record keeping, pricing, advertising, marketing, business locations, insurance, employees, computers, franchises, manufacturing cost accounting, and inventory. The handbook aims to help new and existing small businesses succeed by being well prepared and properly addressing important business considerations.
Business Analysis course, Business Analyst Course, CBAP, CBAP in Chennai, CBAP Certiifcation, CBAP training, Certified Business Analyst Professional, | Training in US, Canada
Understanding your Diversity and Inclusion JourneyTom Williams
This document outlines five steps for developing an effective diversity and inclusion strategy: 1) Assess your current situation by evaluating data, policies, and processes; 2) Establish clear goals and metrics to measure progress; 3) Build a business case by highlighting tangible benefits like increased innovation, engagement, and revenue; 4) Implement the plan through education, proactive measures, and removing bias; 5) Continuously track success and refine the strategy. Taking these steps will help organizations reap rewards like attracting top talent and achieving sustainable growth.
Slide share Strategic Customer Relationship Management & The 7 Sins - compl...Dr. Ted Marra
This document provides an introduction and overview of a forthcoming book on strategic customer relationship management and the seven deadly sins that undermine effective customer relationships. It discusses the importance of customer focus for organizations and outlines some of the key requirements for senior leadership to exhibit customer-focused behaviors and ensure the organization has the right values, culture, processes, and systems to prioritize customers. The document then introduces and elaborates on the "seven deadly sins," including a failure to understand customer needs at a deep level, not having defined relationship strategies tailored to different customer segments, and not answering the question of "what's in it for the customer?" for key business objectives. It poses a series of questions to prompt reflection on how well an organization measures up in
This is a discussion to guide new managers to navigate the complex and often confusing world of corporate maze. Of course anyone who has become a fledgling executive, does have enough relevant experience. However this can be used as a primer to guide the beginning of the journey.
Transitioning from Inventor to Entrepreneurdeliadis
The document discusses transitioning from inventor to entrepreneur by developing a clear vision. It emphasizes that a vision communicates goals and guides decisions. Key success factors include knowledge, resources, and people. Change is difficult because people resist losing control or certainty. To enact change, understand others' perspectives and face your own fears. Developing a vision involves imagining business and personal goals without constraints. Defining terms in the vision helps achieve it and communicate intent.
How to Build and Maintain a Premier OrganizationLucas Group
An important trend facing organizations across all industries is bridging the knowledge gap between outgoing employees and those who remain or are hired to fulfill their work. Despite a stubbornly persistent unemployment rate in the U.S., attracting and retaining people who can positively impact your company remains a considerable challenge to building and maintaining a premier organization. Triggered by Baby Boomer retirements, companies must develop systematic ways to attract the best, retain the best, and hold on to the knowledge that the best contribute to their organizations.
This document provides guidance on establishing an analytics program for small and midsize businesses. It outlines four key steps: 1) Seek executive buy-in for analytics by running a pilot program to demonstrate benefits. 2) Establish an analytics culture where data-driven decisions are the norm. 3) Identify quick wins by focusing initial projects on areas with clear ROI potential. 4) Communicate outcomes in a simple, business-focused way to gain broader support. Taking these steps can help SMBs implement fact-based decision making and realize gains similar to larger companies.
Porsche-Like 987 Strategy for SearchFunderPaul Menig
The document discusses various topics related to valuing and growing a business, including the 8 drivers of company value, 9 basic strategic areas, and tools for assessing acquisition targets, business acceleration, and more. The 8 drivers of company value listed are financial performance, growth potential, structure, valuation, recurring revenue, monopoly control, customer satisfaction, and ability to operate without a key employee. The document provides summaries and overviews of different approaches and considerations for building and assessing business value.
Similar to EBook How to Build Engagement (Pride).pdf (20)
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
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Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
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1. Copyright All Rights Reserved Positive Potentials LLC- 2019
We shorten your learning curve™!
A Positive Potentials’ LLC E-Book
How to Build Engagement in Your Organization!
Positive Potentials LLC
by Michelle Cubas, CPCC, SMC
2022 Urgent Business Overview Report
2. Copyright • Rights Reserved Positive Potentials LLC- 2022
WELCOME to our
business report for 2022-
2023.
Use the contents of our report to
reset and set your 2022-23 planning
into a positive direction and boost
your team’s performance at the same
time.
3. (480) 510-7166
Copyright All Rights Reserved Positive Potentials LLC- 2022
Winning Strategies
Many concepts we may have learned as a child come into play. Some
we’ll turn on its head!
For example, St. Augustine and Geoffrey Chaucer in the 15th century are
attributed with this quote:
Familiarity breeds contempt.
Not today! We want teams to engage and build connections.
This is powerful energy for team building and performance.
Enjoy the next examples . . .
4. (480) 510-7166
Copyright All Rights Reserved Positive Potentials LLC- 2022
Remember when we earned credits in school to play well with others? It is ancient wisdom based on s
urvival instincts. There is safety in numbers. There is also support and comfort. No one goes it alone.
My objective in discussing connections is to simplify and provide a map for you to apply to your
Company immediately.
You will gain benefits as I share the advantage I have as a certified
business coach. I’ve been invited
into the executive suites of companies, worked with family-owned
businesses, and small business start-ups. Anecdotal research, yes,
and real examples you can measure.
Build Connections
This topic is based on common sense. So why isn’t it a focus of every company from
a solo-preneur to Fortune 100?
6. (480) 510-7166
Copyright All Rights Reserved Positive Potentials LLC- 2022
In our world, connections and networking can be assets in
business and personal life.
Here are several low or no-cost strategies that will provide
you with positive results. The trick is you must be sincere
in delivery of word and deed.
Consider posting this list where everyone including
customers can see your intentions:
Encourage working relationships between team members.
Camaraderie boosts accountability without micromanaging
people. They want the team to succeed and don’t want to
disappoint anyone. It is positive peer pressure based on a
united goal or mission.
Clearly define company culture. Make it easy so associates
can explain about where they work and their role in the
success of the business. Provide a matrix showing how all
the parts interface and the impact each has on the other.
No more, “not-my-job” excuses.
Winning Strategies Are Assets
7. (480) 510-7166
Copyright All Rights Reserved Positive Potentials LLC- 2022
The 1990’s touted MBWA–management by walking around. It’s back! This
informal approach to visiting your business associates provides a sense of
caring about what they’re doing and that they are seen as contributors to the
company benefit. Perhaps, if you know an associate is a reader, you may
recommend a book to them, or comment on something like a photo in their
office or cubicle. This approach is a quiet notice that someone is taking stock of
what goes on, not snooping but paying attention to how important the work is.
This tactic provides an informal way to visit parts of your business including outside
vendors representing you. The unspoken value is that you care enough to come
around. Management benefits by releasing themselves from the ivory tower effect.
For example, use the surveys to find out tidbits about your associates. If someone is a
reader, consider recommending a book or asking about the last one they read. It’s an
instant, comfortable conversation starter. Imagine how the associate feels that you
know something personal about them.
Enjoy the Advantages
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Copyright All Rights Reserved Positive Potentials LLC- 2022
Conduct a company survey of what is important to your associates. This is often
generational. Causes connect people. Allow your associates time off to support a company
cause. of what is important to your associates. List TV shows, books, family stories. This is
often generational. Causes connect people. Today, more than ever, people are interested in
how companies behave.
ESG, (environmental, social and governance criteria) even impacts financial advisors
getting to know their clients. For example, consider a cause or organization for the
company to adopt and allow your associates paid time off to support a company
cause. This is a resoundingly powerful message of what you stand for.
This is useful information for your website, too. Prospective customers like to know
where they spend their money.
Awards and recognition are so obvious, but companies do a poor job of it. For example,
managers pit teams against each other. Rather than create tension, provide a prize
everyone can acquire with the hard work.
A glowing example of this is Del Webb Hospital in Sun City, Arizona. In the main hallway as
you enter the hospital, portraits of volunteers line the. walls, not the company officers. This
tactic provides a way to provide accomplishment.
This approach also builds pride in one’s work and their team.
9. (480) 510-7166
Copyright All Rights Reserved Positive Potentials LLC- 2022
Open book management–There is no longer valuable for a
CEO or senior management to keep their cards “close to the
vest.” Open book management is a powerful tool especially
during slow-downs and transitions like mergers. When
everyone knows what it takes to run the company, the
associates feel invested in the process and can take
ownership to do their part to be more efficient and
streamlined. The pandemic has been a hard teacher on this
front.
Bragging Rights–See about having your company registered
as a Best Place to Work. This is a terrific recruitment tool
and free publicity, especially in the area you conduct
business. Give your associates something to brag about.
Any one or all of these will freshen your company’s
attitudes and set a positive tone for greater results.
11. (480) 510-7166
Copyright All Rights Reserved Positive Potentials LLC- 2022
Today’s focus—
Conditions surrounding our
local businesses.
Please enjoy the enclosed white paper, Positive Potentials
Business Revelations, on the state of a sampler of businesses
that I researched during the past two years. Types of
businesses researched are Chambers of Commerce, medical
practices, hospital staff issues, retail settings, real estate
offices, and hospitality locations, to name few.
These are examples of what businesses neglected or ignored,
consciously or not, and did not stop long enough to do an
honest assessment of the state of their businesses to course
correct.
Without a course correction, no matter how small, the
company or organization is on the road to disaster. Ignore
them at your own risk.
Considering the scope of any business, large or small, the
following I have chosen areas that I know can be remedied
within 180 days.
12. Copyright All Rights Reserved Positive Potentials LLC- 2019
Imagine What Is at Stake?
So, how does this data impact your business?
I began the Review with 10 Critical Areas as areas of
discovery for the business owners.
There will be more when you add your
own topics to the list.
13. Copyright All Rights Reserved Positive Potentials LLC- 2019
1
General
Observations
Here is your user-friendly
guide to share with your team.
TABLE OF CONTENTS
2
Behaviors
3
Actions
4
Planning or Lack
Lead or “Lead Pb”
5
Flow
6
Team
Engagement
9
Communications
Conclusions
Resolution
Next steps
7
Culture
8
10
Responsiveness
Resolutions &
Results—
Based on Baldrige
Principles
14. Copyright All Rights Reserved Positive Potentials LLC- 2019
What C-suite Officers often neglect:
• Impact of lack of agility
• Company mission
• Short-sightedness based on fear
• Short-term responses
• Responsiveness on performance
• Urgency as interpreted as care and
attention
• Memorable branding
• Succession preparation
• Sustainability impact on profits
• Collaboration preserves profits
• Guilt by association
C-Suite MUST pay attention to the
following conditions or else . . .:
• Broken matrix lines between actions and outcomes.
• Avoid the chase to “latest” trends without connecting the dots to company purpose.
• Break down between behavior and rewards.
• One-way communication so receive limited field input.
15. Copyright All Rights Reserved Positive Potentials LLC- 2019
C-Suite Concerns
• Profitability
• Market share
• Competition
• Company churn: loss of tribal knowledge
• Training process
• Compliance to industry standards and safety
• Employee well-being
These don’t always align with the values and mission of the company.
Coaching is a positive antidote:
• Non-punitive support
• Perceived as a reward
• Demonstrates care and empathy
• Action oriented
• Now focused
• Values driven
16. Copyright All Rights Reserved Positive Potentials LLC- 2019
Here are impacted areas to
begin to address your review:
• Process agility
• Associate training
• Responsiveness to chaos
• Urgency of market shifts (i.e.
supply chains)
• Memorable branding
• Sustainability commitment
• Collaboration patterns (avoid
silos, hive mind)
17. Copyright All Rights Reserved Positive Potentials LLC- 2019
• What criteria do you use to create your current company road map?
• How do you report your findings and to whom?
• How is information dispersed to the lowest common denominator?
Everyone in the organization must be on board. (Receptionist to CEO,
from the lunchroom to the boardroom!)
Consider one area that would benefit from an immediate pivot:
See how this example works for you—How about a blueprint that states
not to answer the phone until ready to do something with it?
• What does that take?
• Why isn’t it done?
• What impact would this condition create?
VMP™ Program
You can do this using the VMP™ Program. Remember, you do not have to do this alone.
Once your criteria are set, we can work together to integrate all points to optimum performance and results.
Easy Start for You with These Questions . . .
18. Copyright All Rights Reserved Positive Potentials LLC- 2019
Easy Start . . .
Apply Baldrige Seven Criteria Categories:
• Leadership
• Strategic Planning
• Customer and Market Focus
• Measurement, analysis, and knowledge management
• Human resource focus
• Process management
• Business results
• Global readiness factor—Positive Potentials criteria
It is useful to have an objective facilitator assist you to set up the categories so you can measure the score. You can
do this using the VMP™ Program to set the tone.
Once your criteria are set, we can score the team. Then, we can work together to integrate all points to optimumize
performance and results.
19. Copyright All Rights Reserved Positive Potentials LLC- 2019
http://knowledge.wharton.upenn.edu/article/when-best-practices-lead-to-the-worst-case-scenario/
Easy Start . . .
As you begin your transformation, consider this outlier thinking . . .
Knowledge@Wharton article declares “best practices” as dead (Steven Goldbach, author, Why
Companies Should 'Blowup Best Practices')
Part of the objection to new thinking is that the practices become
rote, which can create complacent thinking and yield no action.
They are no longer an advantage if everyone is applying them.
Be original and mark the ways you find that do not work for you.
There is a pony in there somewhere! Ask me about this metaphor.
You can do this using the VMP™ Program. It is an ideal platform to have all participants on the same plane.
Remember, you do not have to do this alone.
20. Copyright • Rights Reserved Positive Potentials LLC- 2022
“People love sports metaphors to prove a point.”
Basketball draws upon the pivot as a strategic move in a game.
Enjoy the impact of a sharp, attentive team once they are exposed to Pivotal Thinking™ tactics.
More than Covey's "sharpening the saw," Pivotal Thinking is a new foundational mental way to
"hardwire" strategic thinking into action. It will flow into your projects and provide a confident
way to assign resources.
Essential acumen for today's do-more-with-less work environment.
Open your leadership style to robust and thought-provoking proven methods
to advance your people, processes and profitability all founded on purpose.
http://www.positivepotentials.com/pivotal-thinking
21. Leaders who pursue excellence
have an instant edge over those
who plod along with the mantra, “If
it ain’t broke, don’t fix it!” (This is code for
this is how I know what to do so I can keep the power.)
It is this lack of Pivotal Thinking
that undermines the likes of
industry originals:
• S.S. Kresge (K-Mart)
• Montgomery Ward
• Sears & Dean Witter
• Toys R Us
Take up the C-Suite Challenge:
• The difference between
Perception and Reality
• Employee wellness
• Rates of return to
shareholders/stakeholders
• Performance as an outcome
of leadership style
C-Suite Officers are interested in RESULTS!
Any message to influence them must demonstrate results.
22. Look at Xerox’s message—”The
Document Company”. No copies here.
It’s deliberately vague yet relevant to
evolving technologies. In fact, they
created the GUI (graphical user interface).
Other Examples:
Kodak—For the times of your life.
Denny’s—After several missteps, Denny’s dipped into
nostalgia and became a Diner—Hitting the Boomer
market hard.
Add to the list here:
Copyright All Rights Reserved Positive Potentials LLC-2022
How many times did IBM reinvent itself?
23. (480) 510-7166
Copyright All Rights Reserved Positive Potentials LLC- 2022
“The correlation between companies that are the recipients of
quality awards and bottom-line results is also evident in other
research. A case in point is an independent study conducted by
Kevin Hendricks, University of Western Ontario, and Vinod Singhal,
Georgia Institute of Technology, that also shows a correlation
between quality and business results.
This five-year study of more than 600 recipients of various quality
awards shows that award recipients experienced a 44% higher
stock price return, a 48% higher growth in operating income, and a
37% higher growth in sales as a whole than the control group,
consisting of firms similar in size and operating in the same
industries. Award winners also experienced significant
improvement in employment and asset growth and return on sales.
A copy of the results of this study may be obtained by contacting
Dr. Singhal by telephone (404-894-4908) or e-mail
(vinod.singhal@mgt.gatech.edu) or Dr. Hendricks by telephone
(519-661-3874) or e-mail (khendricks@ivey.uwo.ca).”
Quality Award Recipients Affect Bottom-Line Results
24. (480) 510-7166
Copyright All Rights Reserved Positive Potentials LLC- 2022
(NIST found that the group of whole company winners
outperformed the S&P 500 by 4.8 to 1, achieving a 1,101% return
on investment, compared to S&P's 228% return for the same
period.
A comparison to large cap blend funds, the category of mutual
funds monitored by Morningstar, Inc.* that best matches the
Baldrige Index, showed the group of Baldrige whole company
winners outperforming the average return (148%) for these funds
by 7.4 to 1.
A second comparison that tracks all award recipients—whole
company winners and the parent companies of 18 sub-unit
winners—underscores this success. The group of all award
recipients achieved an 841% return on investment as compared to
the S&P 500 return of 222%. This group also outperformed by 6.4
to 1 the average return of 131% for the large cap blend funds
monitored by Morningstar.
For subunits, the sum invested is $1,000 multiplied by the percent
of the whole company's employee base represented by the subunit
at the time the award is granted; the same dollar amount is
invested in the S&P 500 and Morningstar on the same day.
*Although data are gathered from reliable sources, Morningstar cannot guarantee
completeness and accuracy.)
Quality Award Recipients Affect Bottom-Line Results
25. (480) 510-7166
Copyright All Rights Reserved Positive Potentials LLC- 2022
Approximately 150,000 copies of the
Criteria for Performance Excellence are
distributed each year.
Take action, turn your pressure down,
and focus your energy by starting with
contacting me to guide you through the
self-assessment available at the
Baldrige Program website:
http://www.quality.nist.gov.
Quality Award Recipients
See the Affect on Bottom-Line Results
State Board Examiner
26. Achievement What matters most is your results, not someone else’s.
26
From the inception of the company, Positive Potentials LLC strives for excellence and continuous growth to share with
clients.
A history to strive for excellence
1988
IABC—Bronze Quill Award
Award of Excellence from the
International Association of Business
Communicators
Communications
Programs
2018
Associate Certified Coach—ACC
ICF designated
certification for
continuous improvement
and proficiency.
2009
Formal Certification—CPCC
Earned the Co-Active
Professional Coach
designation
Equivalent to a
master’s degree in
coaching
2005
State Board of Examiners Certification
Earned the Title
Arizona State Board of
Examiner
Certified as Professional Baldrige
Examiner
Since 1982, Michelle Cubas began coaching before it became a profession.
2022 Scrum Master Certification, Agile Project Management
Copyright All Rights Reserved Positive Potentials LLC- 2022
27. Downloads for You
• What professionals do . . . https://www.positivepotentials.com/wp-content/uploads/2019/03/What-Pr
ofessionals-DoR.pdf
• Who needs coaching chart. https://www.positivepotentials.com/whoneedscoaching/
• Bookmark
https://www.positivepotentials.com/portfolio_entry/downloads-from-the-cloud/
• Infographic Ideas to handle change . . .
https://www.positivepotentials.com/portfolio_entry/downloads-from-the-cloud/
• Subscription page Business Village:
https://www.positivepotentials.com/small-business-village/
Please share with your company or organization. I have
waived the licensing fee usually associated with such materials.
Call on me to address your team to shake off the pandemic and
boost company associates’ engagement!
Copyright All Rights Reserved Positive Potentials LLC- 2022