Sometimes closing a door means other openings occur

Several weeks ago, I reconnected with an old friend and colleague.  It had been a few years since we’d seen one another.  Both of us have been busy.  Yet, it was fantastic to see each other.

During our conversation we talked about clients and projects over the past few years.  She’s been busy with several young entrepreneurial clients while I have concentrated on nonprofit clients (along with a corporate client that I’ve worked with for many years) particularly concentrating on strategic planning.

What we both discovered that we were at a crossroads, a change, a transition.

We then joked that as consultants who help organizations through change, we should have been able to recognize this!  And know what to do about it!

For her, the change lies in the evolution of her firm and work.  She’s getting less requests for consulting and more for training.  She expressed a mixture of comfort (she knows how to do this and is quite good at it) along with disappointment (it’s less creative and more formulaic than she prefers).

On my end, I expressed sadness in losing two very long-term clients (one of 15 years and the other for the past 7).  As a consultant, you hate to lose a client.

Don’t get me wrong, we weren’t drowning our sorrows or venting on one other.

Rather what happened was a discussion on ‘change’.

You see, change isn’t easy for anyone–even those who help others through it.

So we spent a couple hours walking through the various models and tools that we use with others–on ourselves.

We talked about SARAH–the model based on the work of Elisabeth Kübler-Ross that I frequently use with clients:  Shock, Anger, Reflection, Acceptance, and Hope.

Then about Lewin’s model of change–quickly realizing there was something to be said about those things that “help” you and those that “hinder”.

It was perhaps during this part of the discussion that I remarked to her “so your long-proven skills as a trainer, an educator, a mentor, an expert are helping you.  This return to training isn’t a return.  It’s a movement towards something at which you have expertise”.

In turn she said “what you forget is that you work to improve people and organizations and that part of that help is to get them a point of being self-sufficient.”

All fine and good but we had to then confront what was making us feel bad about these changes.  Then it dawned on us that it was back to the early stages of change–whether that be the “shock/anger”  of SARAH or “unfreezing”  of Lewin.

There was a bit of silence and then we both remarked that this was good–not the conversation but what we were going through.  It was forcing us to change.  It was presenting us with closed doors.  It was also presenting us with other channels to move forward.  Other openings were happening.

You see, both of us have a lot of options in the coming months.  We just couldn’t see them.  We were looking too much as the back of a closed door and, in doing so, were missing the many other ways to move forward.

As she remarked “one of my favorite things to tell others is that leadership is about how to cope with change while management is coping with the resultant issues and tasks”. 

This really hit home for me particularly with a current strategic plan project I’m doing with a synagogue.  I quickly realized that the reason it was going so well was because they have a very strong leadership team in clergy, staff, and among lay leaders.  Yes, to be a leader means you have to cope for yourself, others, and your organization.

Coping is about emotions and feelings–something we often push aside even in ourselves.

Of course, there is always some degree of sadness at an ending.  But, there is also time to look forward to new challenges.

We then scribbled a few notes for ourselves:

  • Moving forward and change happens to everyone, often without warning
  • Change isn’t always your choice–your reaction to it is
  • Take time to ponder your past–analyze what helped your success–and then make a plan to move forward
  • Find a trusted person to help you, to talk with, and that can be honest with you
  • When doors close, windows and other doors open–look at them instead of the back of a closed door

We chuckled towards the end.  We realized that what we had done together is consult with one another.  That added another one to the list:

  • Everyone experiences change

We ended by taking our own advice and with a commitment.  Don’t go it alone.

So we’re having lunch again in August.


© Copyright 2018, Dynamic Growth Strategies.  All rights reserved.

Busting Silos: Leading Organizations

Sometimes, things hit you in the face.

Sometimes, patterns are easy.

Sometimes, messages repeat but in new and different ways.

Thus has been the case for me over the summer.

In working with three clients the notion of ‘silos’ has emerged as the reason for poor teamwork, missing deadlines, and general dissatisfaction. Fingers have been pointed, heated words (verbally and in emails) have been tossed about, and goals have stagnated.

A few case studies are in order. The first couple demonstrate problem silos while the third shows what progress can happen when silos never get built.

The first such silo I observed was rather unusual. Often, when we think of silos in an organization it is because there has been a structure imposed by ‘someone above’ which hinders productivity and goal attainment. In this situation, the silos were being erected by individuals! How so?

Their behavior included creating onerous processes for simple tasks, retaining the ability to veto any input or decision from someone outside their function, and ultimately to shut down their function without input from everyone. Functional leaders were free to change dates, skip meetings, and cancel deliverable actions with virtually no input from anyone. Silos were created specifically to block progress.

The second example occurred in working individually with an executive of a start-up. One of his frustrations was the lack of cooperation among teams. His company is small with only 40 employees. Yet given the nature of new product design, the software and hardware teams were consistently working in silos. As we discussed his organization–and in particular, his expectations for the design teams–it became clear that he had set up the organization to be competitive. So over the summer, he worked on his ability to communicate the need for people to work together while keeping the integrity of their design. He recognized collaboration and instances of cross-functional success.

Well, just about a week ago he called and was quite stirred up. He was in the process of establishing a new customer support function to launch their product to the mass market. However, he was frustrated over the reaction of one of his managers. This particular manager was upset because he was being asked to start the new support function–hire, train, and design processes–but the organization would eventually not report to him. He admitted he wanted to avoid the discussion and would instead have the new team report to the manager. I quickly told him “ok, but this is an opportunity to build a cross-functional team without the silos you experienced a few months ago.”

Nothing was said at first. Then he said “you’re right”. He realized this was the best chance to build collaboration and to avoid silos and especially the mentality that comes with them. He went right to the manager and discussed how this was the perfect opportunity to shape the future. So far, no silo in sight.

The third example, the good one, was a request from a client I worked with about three years ago. It was in a start-up mode that eventually transferred to an existing agency for implementation. The start-up and transition had gone well. This time the request was to help with the next level in their strategy.

Their strategy.

You see, the email came jointly from the two organizations. While one of the executives is responsible for the program today, the request came from both leaders. What struck me immediately was that both leaders felt responsible for the next phase. Then, in my first few meetings with both of them it became clear and apparent that they felt a kinship in ensuring the future success. Neither pointed a finger, laid blame, tooted an individual horn, or felt the need to one-up the other. They were, have continued to be, and want to be in the future jointly responsible for the success.

So it occurs to me that silos are created–whether imposed by a senior manager or erected by functional departments–when the organization lacks:

  • clear goals–what is the outcome, how it relates to the overall organization, why it is important, clear (and simple) processes to support the collective goals, communicate clearly and often
  • accountability–who has prime responsibility and who needs to be consulted
  • collaboration–a core belief and behaviors that working together will reap success for the organization, build trust, and sustain growth

While this may sound like “teamwork 101” I think it goes deeper.

Take, for example, the first example where silos were created by functional groups and individuals in order to shield themselves from working with others and towards the goals. Silos had become in this case, bunkers and shields.

So, how can leaders avoid silos? Keep in mind clear goals, accountability, and collaboration. Work towards clear vision with the team, track progress together, and consistently reinforce the message that everyone must work together. As in the case of the second example, even when progress is made, you have to continually look out for silo creation. And as the leader, recognize and praise progress.

Lastly, keep in mind the core lesson of the third example. It’s a joint strategy. Start with this and silos will likely be avoided, as this client has been able to do so largely for the past three years.

As a leader, the challenge is to avoid building silos and that when you see someone erecting one, to bust it down quickly.


© Copyright 2016, Dynamic Growth Strategies.  All rights reserved.

W@ys to get a#ention

Ok, so it’s happened again.  I’ve found myself in the midst of another spirited debate on social media and leadership.

I was at a luncheon a few weeks ago when the speaker presented each table with a question to discuss.  My table received “What are the best methods to advertise and get attention for your leadership”.

The discussion began rather predictably.  We discussed what it meant to be a leader.  We moved on to the philosophical discussion on whether a leader needs to advertise.  Frankly, I found this to be much more interesting since I tend to come from the camp that leaders become leaders because others want to follow, not because they are enticed to follow.

Actually, psychologically it goes a bit deeper.  Followers see in leaders something that rekindles a positive emotional memory which they wish to recapture and, more importantly, they want to use in their present situation.  That situation could be work, personal, developmental, relationship, etc.  The point is there is a connection to the leader because of a memory coupled with a desire.

We then moved on to discuss the importance of influence in the leader-follower relationship.  I mentioned that I resonate with much of what is known about influence from research and then from practice.  This included Cialdini’s six principles of influence where I mentioned that leaders are often likable, have proven experience and authority, provide consistency, and gather groups of followers who not only follow the leader but who can also learn from fellow followers.

The discussion then moved to examples from each of us.  I used the example of a longtime client.  What makes him a leader is his uncanny ability to gather people around him.  While he has had enormous success in business, he often cites his success in making the world a better place and especially in inspiring others to do so.

He has learned how to challenge people while also serving as a role model.  Low-key and likable, he stands firm in his beliefs and convictions.  He wields influence not from his wealth but from his abundance of experience demonstrated in a steady, calm, and respectful manner.

During a discussion several years ago he taught me something about leading by giving-back.  He simply said “If you’re going to take being a leader seriously, you have to give back to the community.”  I mentioned that I had made an anonymous donation. He furrowed his brow a bit and said “Don’t do that.  People who respect you, won’t know how to follow your lead.”  He went on to say that giving provided direction and that a true leader was public about their convictions and gave more than money–gave their time, attention, and support to the community.

Many of the other examples at the table were strikingly similar.  They all centered around being a visible example so others can choose to follow.

We then turned our attention to the “how” or the “best methods”.  We quickly decided we had answered this and that we were done.

And then it happened.  A guy spoke up and said “horse-hockey” (well, he used a different word that I won’t repeat here but will rely instead on this placeholder from MASH’s Col. Potter).

Ok, he had our attention.

He began by saying that we were focusing on the wrong part of the question.  Instead of what leadership meant, we should focus on the best methods to get attention.  We had, in his opinion, wasted our time on stories and folklore.  Rather, he espoused, a leader must focus more on the method to get noticed.

He then asked for show-of-hands on who was on Twitter, Facebook, Instagram, LinkedIn.  Most of us said we were on at least 2 of these (I’m on all except Instagram).  He then said that a leader must get their word out.  They must tweet several times a day.  They must post on the other media at least every week, if not every few days.  You have to include hashtags and at-signs in all messages.  It’s the only way to get noticed and to advertise.  He was adamant and passionate that leaders must focus on using media.

To his amazement, none of us fully disagreed with him.  Except on one major, crucial point.  That is, a leader who focuses time and effort on publicizing their message at the expense of living it through actions and relationships runs the risk of having fake-followers.  We harkened back to the earlier discussion regarding the leader-follower dynamic and the power of influence.

To that point, he shouted “aha”.  Yes, leaders are influential. He pointed to the number of followers of famous leaders–Ellen, Kim K, Taylor Swift, Pope Francis, and the president–and the ways they influence others.  (I think at this point most of us were just stunned at the lumping of these 5 people.)

I warned not to confuse followers on Twitter with followership.  In social media, some follow out of curiosity.  Some follow because of likability.  Some follow, and this somehow surprised him, to “know the enemy”–in other words, to keep tabs on what the opposition or competition says and does.

Yet, he did have a point to make, which is what I took away from the discussion.  That is,

  • Leaders influence through actions.  They must also find a way to get attention.
  • The challenge, though, is not to focus solely on one part of this equation.
  • Yes, you have to get attention but once you have it, you better have something people can use and which inspires.


© Copyright 2015, Dynamic Growth Strategies.  All rights reserved.

Commitment is an Action, not a Word

In the past few months, I’ve seen what a role commitment can play in the success for an organization.

And when I use the term commitment, I mean actions not words.  Time and time again, I’ve met people who will espouse an opinion or provide direction only to find out later that they don’t follow their own lead.

Keep in mind I’m not referring to blindly adherence to your ideas.  Rather, true commitment comes from application of ideas and philosophy.  Leaders have to be in the trenches and be ready to make changes as warranted.  This aligns to Sartre’s original philosophy as well as his own actions on commitment and building authentic relationships.

The first such example unfolded over the past two years as the congregational president for a local Reform Jewish temple changed the culture from complacency to commitment.  He doubled-down, so to speak, this year when he focused on the need for commitment in actions rather than just words during his high holiday speeches.  He directly challenged congregants to act, not just talk about acting.

And it’s working:

  • membership and contributions have increased
  • participation in committees, programs, and events is burgeoning
  • increased pride and connection to the temple is evident in just about every aspect associated with their operation

It’s perhaps that last one on the list which builds a promising, sustainable future for them.

But he’s not the only leader I’ve observed in these past few months who put commitment into action.

I’ve had the opportunity to witness a turnaround of sorts for the Compliance function in an international financial firm.

Simply put, the Chief Compliance Officer changed the culture of the organization by:

  • involving a variety of people in planning, goal-setting, and priorities–she included people throughout the organization at a variety of levels and functions along with key internal partners
  • setting the tone by actively participating in the changes and monitoring success–she attended each meeting, completed tasks, and led by example
  • providing clear feedback including corrective actions and recognizing successes–she did so decisively and quickly

All of these were necessary to turn the organization around.  She underscored her commitment not through emails, presentations, and overviews.  Rather, she rolled up her sleeves and worked alongside her team to meet the challenges head-on.

It’s working for her and the organization:

  • they have launched several new initiatives aligned to international fraud protection guidelines
  • governmental oversight ratings have increased for the company
  • stock price has stabilized after years of decline
  • they successfully opened a new Polish base of operations on-time with less than 3 months planning

So is it all about commitment?  Well, yes but there’s another factor that comes into play.


I’m a firm believer that commitment breeds trust.  Not only have I witnessed it in these two examples, I’ve seen it repeatedly in businesses and nonprofits–large and small, local and national, service-providers and widget-producers.

Commitment and trust both require action, not just words.  Leaders have to not only send messages, they have to live these messages.  They become more than role-models.  They become participants:

  • they do as they say
  • “we” is more important to “I”
  • challenges are met head-on by all
  • they build a solid team

As a leader, look in the mirror.  Check to see if your actions match your commitment.  Check for the above four items.  It’s ok to make adjustments.  Better you than someone else.

© Copyright 2015, Dynamic Growth Strategies.  All rights reserved.

National Ethics Report: Have we turned a corner?

Every two years, the Ethics Resource Center releases their latest national survey on the state of ethics in the US.  There are indications that we may have permanently turned the corner on misconduct related to unethical behavior.  Yet, there is still work to be done on retaliation as it remains at a high level.

Perhaps the message is simple:  Continue to focus on ethical behavior while increasing efforts on creating ways for people to report ethical issues in an environment free from retaliation.

Or, even better yet as a client put it:  “Don’t let up on the gas pedal.  And watch your dashboard more often–trusting warning lights when they light.”

I encourage you to read the entire report.  The following are highlights:

Misconduct witnessed by U.S. workers is now at historic lows (41% report observing some form of ethical misconduct), and it is down in all categories including the pressure to compromise standards.

  • 2000: 55%
  • 2003:  46%
  • 2005:  52%
  • 2007:  57%
  • 2009:  49%
  • 2011:  45%
  • 2013:  41%

24% report misdeeds are committed by senior management (C-level, VP)

63% report some form of questionable misconduct, boarding on unethical behavior (slightly down from past surveys):

  • 26% report misconduct is ongoing in their organization—is routine
  • 12% report wrongdoing is essentially company-wide and known

Retaliation against employee whistleblowers continues to be high at 22%–that equates to 6.2 Americans (based on Bureau of Labor Statistics population numbers)

  • 69% supervisor intentionally ignored or treated differently  (new this survey; all others were down)
  • 59% got ‘cold shoulder’ from other employees
  • 54% were excluded by manager/supervisor from decisions/discussions
  • 49% were verbally abused by manager/supervisor
  • 47% promotion or raise was not given
  • 43% were verbally abused by co-workers
  • 38% almost lost their job
  • 33% experience some form of harassment either online or at their home
  • 29% hours or pay were cut

Training and awareness seem to work (these percentages are at their highest)

  • 81% provide ethics training
  • 67% include it in performance measurements
  • 74% communicate wrongdoing internally
  • 2/3 have positive ethics cultures with strong policies, enforcement, and communication and there is a 60-percentage point difference in companies with weak-to-strong cultures

Top 5 observable misconduct (all represent a decrease from previous surveys):

  • Abusive or intimidating behavior 18%
  • Lying 17%
  • Conflict of interest 12%
  • Violating company internet use policies 12%
  • Discrimination 12%
  • One area was new to the report:  falsifying invoices, books, records  at 4% reporting it

What gets reported varies from the above list.  These represent those ethical issues which actually get reported formally in the organization.  Note that the first 4 represent a decrease while the last two represent an increase from previous surveys:

  • Inappropriate gifts or kickbacks 36%
  • Violating company internet use policies 37%
  • Lying 38%
  • Improper hiring procedures 39%
  • Falsifying invoice, books, records 40%
  • Violating contract terms with customers or suppliers 59%

The majority of reporting is done through internal channels.  Only 20% report through an external channel such as a third-party agency or department–usually a governmental or regulatory agency.  Internally, people report to:

  • Person’s supervisor 82%
  • Upper management 52%
  • HR 32%
  • Ethics office 15%
  • Legal 11%


© Copyright 2014, Dynamic Growth Strategies.  All rights reserved.

The Importance of Napkins

A few weeks ago while chatting with a client, they became fixated on the look of a presentation.  They were concerned with the typeface, their logo, the colors, the artwork, etc.  For over 5 minutes, as an example, they scoured every slide and checked titles to ensure the exact color of brown–the one according to their company guidelines–was used.

After 30 minutes of checking the presentation, we then reviewed the content.  Fifteen minutes later I had to leave for another meeting.

The client was not happy that I had to leave.  You see, the presentation they were working on was in two days and it was for their board of directors.

When I told them I had another commitment, we quickly scheduled another time to meet.

But in doing so, I was quickly transported back to 1999 when I was working at Nortel.  I had just moved into marketing operations.

I recalled one of the first meetings I attended–that my boss sent me as her representative.  You see, she had hired me because I had just finished working in sales and understood the need for customers, customer service, and managing the business.

This particular meeting was focused on an event we were planning at the US Open golf tournament.  It was a luncheon that was to update our customers on our company, our priorities, and our plans.

The first 45 minutes of the meeting was spent discussing the table settings with the focus on the shade of blue for the napkins.  You see, they needed to be Nortel-blue.  Not blue.  Nortel-blue.  The vendor extolled for many minutes on why it was vital to the success of the event that the blue be correct.

At about 45 minutes, I exploded.  Almost literally.  I said that this meeting was a complete waste of time.  Sales did not occur because of a napkin.  Sales and customer relationships are built on communicating–telling your story, listening to your customers, and working towards understanding.

After the meeting, I called my boss and told her that I thought she had made a mistake in hiring me.  I volunteered to start looking for another assignment.

On the contrary, she said.

She had already received 2 emails and 1 phone call from people at the meeting.  All were negative.  They said I clearly did not understand the importance of branding, marketing communication, and customers.

So I was baffled, given this feedback, as to why she was happy.

She was succinct in her answer.  Simply put, she said that I did exactly what she hoped I would do.  Namely, that I reminded everyone of:

  • what was the purpose of our meeting with our customers
  • what we were trying to accomplish
  • our focus should be on building customer relationships

As I flashed back to the present, I shared this story with my client.  They sat in silence.  Then they got a little peeved with me.

“Why didn’t you stop me earlier?”

Because napkins don’t make a sale.  Leaders have to keep focused on their purpose, their goals, and the roles.  You see, this client has a marketing department to check presentations for colors, templates, etc.  But on this day and at this time, this CEO choose to focus on these aspects instead of the content of the message.

We ended our meeting with the promise not to let it happen again.


Epilog:  Today I met with the client again.  I started the meeting by handing them a blue napkin as a reminder of their role as a leader.  I know I am reminded of this lesson every time I look at the napkin I stole from our event at the US Open meeting.



© Copyright 2013, Dynamic Growth Strategies.  All rights reserved.

Read “A Checklist for 2013 Planning” in my latest newsletter

Normally I use this blog to talk about issues of leadership, organizations, and teamwork.  Through my company, Dynamic Growth Strategies, I also publish a seasonal newsletter that includes tips as well as program announcements.  Recently a client said that I needed to publicize not only my blog but the tips and information on the newsletter–he said you need to combine the two and spread the word.

Well, I originally did not plan to use this blog as a pure marketing tool.  But as he said, “that’s ok, but you also should share what you write in the newsletter–particularly the tips and ideas”. 

So, check out my latest newsletter at the link below.  There’s tips on planning for 2013 along with some other announcement and information.  Enjoy.

World’s Most Ethical Companies 2012 List

Congratulations to those companies recently recognized by Ethisphere as among the most ethical companies in the world.  To read the full list, click here.  (And congratulations to two companies we have worked with for making the list–Microsoft and Texas Instruments.)

You may also want to browse through their website as there is some useful information and resources.

2011 National Ethics Report: Implications for Leaders

Last week the biennial National Ethics Report was released by the Ethics Resource Center.  To get your own (free) copy, go to

This thorough and enlightening report details the current trends and factors forming our ethical work culture.  There are some intriguing findings, particularly for leaders:

Key Findings

  • Misconduct witnessed by U.S. workers is now at historic lows (45% report observing some form of ethical misconduct), while reporting of misconduct is now at near record highs (65%).

  • Retaliation against employee whistleblowers rose sharply to 22% (compared with 15% in ’09 and 12% in ’07).  When you tie this to the above-mentioned increase in reporting, there are clear implications for leaders and their organizations.

  • The percentage of employees who perceived pressure to compromise standards in order to do their jobs climbed five points from 2009 to 13 percent.

  • Two influences stood out in the unusual shift in trends: the economy and the unique experiences of those actively using social networking at work.

    • 34% say management watches more closely

    • 34% also have a negative view of their supervisor’s ethics (highest in 11 years)

    • 42% report there is a raised awareness about ethics in their organization

    • 30% say that offenders are laying-low until the economy improves

    • 50% of active social networkers report keeping a copy of a confidential document for their next job

    • 50% of active social networkers upload personal pictures on company time using company networks/servers

    • 46% of active social networkers copy software for use on a personal computer

    • 32% of active social networkers feel more pressure to compromise ethical standards

The Value of an Advisory Board

Recently I’ve worked with several organizations to build an Advisory Board.  On a basic level, the purpose of an Advisory Board is to provide advice and candid feedback to your organization–regardless if you are for-profit or are a nonprofit.  Such boards provide keen insight for leaders and can serve to propel an organization into new areas.  The following is a brief introduction as to the purpose and composition of an Advisory Board.


Enhance your business and organizational knowledge and capabilities through planned conversations with experienced and engaged advisors

  • Increase financial health, services scope, and product portfolio

  • Build overall leadership acumen through exposure to divergent, experienced opinions

  • Increase personal and business network resulting in potential customers/donors, suppliers, and allies

  • Create a mechanism for honest feedback regarding ideas, plans, and products

Composition of Board

An ideal Board will include: (and note that while these characteristics are generally written for a business, they can easily be adapted to a nonprofit organization)

  • Key customers, particularly those with long-term experience with you and in the industry

  • Key suppliers, recognized for their operational expertise

  • Financial professionals–bankers, financial advisors, capital managers, or those with similar experience

  • Coach or advisor–professional consultant to similar businesses, industries, and situations

  • Sages–experienced professionals in your field, those with many years of experience, and those with a proven record of success

  • Additional members who have a genuine interest in your organization and industry

  • Recognized community and industry leaders

And for nonprofits, consider key donors, patrons, and those who are connected extensively in your service-providing area.  These leaders should be aware of historical, cultural, and future variables that can guide you and your organization.

Optimal size for a Board is 6-12, depending on your size, strategic plan, budget, experience, and growth plans.  In some situations a larger Board may be warranted, particularly for nonprofit and educational institutions.  And as can be the case with nonprofits, an Advisory Board may be a subset of the Board of Directors.

You should consider the potential for Board members to collaborate not only with you but with each other when choosing members.  To aid you, employ your professional contacts to determine if Board members will not only help you but will be able to work with other members.  Use caution and prudence when determining final Board membership.  Nothing is gained if you have Board members who will not participate fully, professionally, or honestly.

Spend time with each Board member so there is mutual understanding as well as the foundation for trust and respect.  This begins in the selection process and continues during the course of their term.

It is a good idea to have staggered Board terms so that there is some continuity.  You may have to balance this need with the potential commitment from the Board member. 

Lastly, spend some time with annually with your collective Board on development.  It’s not necessary for an “annual retreat” yet there is wisdom in planning discussions, setting annual objectives, and creating avenues for forthright feedback.  And certainly spend some time fostering collaboration and professionalism among the Board members through planned activities.  Think creatively and strategically in developing your collective Board.

At the core, Advisory Boards can build stronger leaders who can lead stronger organizations.  These trusted advisors can be your best source for development and growth.

© Copyright 2011, Dynamic Growth Strategies.  All rights reserved.