Change Facilitation™, by Sharon-Drew Morgen

The CEO of a midsized company recently called me after reading my article on avoiding resistance during a change initiative. He said ‘resistance management’ was built into all their projects due to its prevalence. Curious, I asked him to send me a typical project flow chart. The problem was obvious: ‘people implementation’ was #6.

Resistance management has become standard in change management initiatives. Indeed resistance is so common that hundreds, if not thousands, of books, articles and programs (including a department in Harvard) are dedicated to managing it.

But resistance is only triggered when two necessary elements are overlooked:

People: Too often change management processes are led, designed, and organized by a few ‘leaders’ who tend to overlook some of the folks further down the food chain. It’s necessary to put people #1 to include their voices, unique and vital information, ideas, needs, and early buy-in of everyone who is either part of the problem or who will be part of the solution.

Systems: Any change must include not only behavior changes, but amendments to the underlying system – the rules, beliefs, assumptions, practices, expectations, and norms that have held the status quo in place.

By overlooking people and systems, and with a focus limited to changing behaviors, resistance is a typical output as the cost, the risk, of change is unknown. With a shift in thinking it’s possible to prevent resistance entirely. In this essay I’ll provide thinking on how to accomplish this.

WHAT IS CHANGE?

Theoretically, we’re delighted to change, to realize our best selves, solve a problem, find better solutions and learn new things. But unless the risk of the proposed change is known, understood, and managed; unless the stability, beliefs and norms of the system are maintained, the system will resist change.

Change is an alteration to a system (defined as a set of beliefs and rules that are agreed to by people (or things) included) and entails modifying an existing structure that has been working well-enough for some time, accepted by all, and habituated into the daily norms.

Current change management models focus on changing the problematic behaviors/activity but ignore addressing the norms and beliefs that have created and maintain the system. Without simultaneously managing or shifting the hidden systems issues that have been keeping the defined problem in place, the system faces an unknown risk and will resist.

Before agreeing to change, the system must know:

• How will the new match the existing beliefs, values, norms, rules, routines? Are they compatible? Are the core beliefs/values of the group maintained?
• How will daily tasks and working/reporting relationships change?
• How are individual ego beliefs and job identity factors managed? Are the folks most affected by the new included in information gathering and goal setting at the beginning so they have input around their own (new) jobs? Do these folks get a voice in generating the goals and outputs for a new solution? In sharing their unique experiences to best understand the problem from the customer side?
• What must be relearned and in what time frame?
• What if the new doesn’t represent the output needed by those most affected?

Without answers to questions like these, change becomes a threat and folks will resist doing anything different. Below I discuss a route to determining risk and generating buy-in.

THE STEPS OF CHANGE

There are actually 13 steps that all change takes, most of which occur before a problem can be accurately diagnosed or the goal defined. By enlisting these in your change management processes, you’ll have a good chance to avoid resistance.

Sample

Note: While seemingly a book on helping buyers buy, Dirty Little Secrets is about the 13 steps of change/decision making.

Here are the main categories involved:

1.   Where are you? What’s missing?
The full problem set can be understood only when everyone who touches the existing problem and will be involved with the new solution are assembled to share their thoughts. How did the problem occur? How has it been maintained over time? What systems, rules, relationships, job descriptions are maintained per the existing circumstances? How would they change as a result of doing things differently? What might the fallout be?

Without knowing this, it’s impossible to get an accurate understanding of the full data set involved or set an precise goal. When leaders and senior managers propose goals for a project without including input from these folks or without recognizing the possible risks the change might trigger, it’s a certainty that time delays, inadequate results, lack of buy-in and resistance are sure to follow.

Too often leadership develops a change project without appropriate input, working only from their unique perspective. Unfortunately, I hear the same thing repeatedly: “Leadership knows the full problem set. They don’t need to call in front-line workers. They’re smart enough to figure it out for themselves.” This assumption is responsible for a cascading array of follow-on problems.
2. How can the system fix the problem with available resources?

Change doesn’t happen unless the system itself recognizes an incongruence. And unless available resources are disqualified, anything new will be questioned. The questions to be answered are:

• • • • What has prevented this problem from being resolved already?
      • What is keeping this problem in place? (rules, jobs, outputs)
      • Is there anything we already have that might solve our problem if used differently? Any known consultants? Apps?

3.   Brainstorming
Brainstorming is a great way to discover everything and include everyone. For large companies it’s possible to assign representative work teams that bring back the ideas to a main (and representative!) team. Note: it’s vital that everyone’s ideas get included as each job role will have different needs and ideas. Generally, leaders don’t have day-to-day contact with customers and cannot know the full set of issues that must be included in any change initiative.

Brainstorming should include:

• • • • The foundational beliefs/values to work from
      • Random ideas for solutions from each department/working group
      • Managing the elements holding the old in place and what would change if it’s altered
      • What are the risks to making a change? To not making a change? Is the risk of change more/less than maintaining the status quo?
      • Possible solutions (to include workarounds)
        • The risks of each
        • The danger signs that indicate upcoming problems

 4.   Managing risk
The risk of change must be equal to or lower than the risk of status quo.

Change can’t proceed successfully unless the risk of change is understood and approved by all. During brainstorming, it’s vital that possible risks get discussed, and the signs of possible failure be understood and managed beforehand.

There are several types of risks involved in change projects:

• • • When folks are left out, there’s incomplete data to work from and goal-setting might be flawed and folks who touch customers might not buy-in. Obviously this is a risk to the company, the customers, and revenue.
    • The risks each group face from a change must be understood and accounted for before the project goals are set.
    • When the core beliefs and values of the company or team are omitted from the identified outcome, people will resist and feel at risk.

It’s only when

a.  everyone who is involved with the problem and will touch the solution,
b.  the core beliefs and values are agreed-upon by all involved at the start as the foundation of the change,
c.   the risks are understood and steps are in place to manage them,
d.  the Group chooses the specific goals to be met and what specifically an outcome must include

that it’s possible to avoid resistance.

I suggest it’s possible to manage change in a way that encourages buy-in and avoids resistance, garners the full data set with which to set goals and expectations, conclude with a new behavior/belief outcome that can be maintained through time.

PUTTING IT ALL TOGETHER

Change is a multi-faceted endeavor that needs to include both behavior, belief, and systems changes:

• • • To lead folks think to think and act differently takes belief change and buy-in.
    • To clarify the intent of a change requires unbiased questions (I’ve invented a wholly new form of question called Facilitative Questions™ that avoids bias entirely).
    • To engage people to feel safe enough to act in new ways takes inclusion and being heard.
    • To collaborate, organize, build new teams, set goals, and manage takes new leadership skills that involve ‘soft’ skills.
    • To align stakeholders and design solutions takes collaboration.

While many models claim to do the above, our current tools don’t teach how to accomplish it. My book HOW? not only lays out the steps but teaches Faciltative Questions that facilitate core decision making with no bias; a new form of listening that hears accurately; and the full compliment of the steps of change.

• Sample

As a good starting point, I suggest the following be the core framework:

Our goal is to have/do _______ to alleviate/fix _______ and will include ______ group/departments to help us define the problem and generate a solution design. We understand that any change must include these underlying beliefs, norms, and rules: ________. We understand that the risks of not including these are _______; the danger signs we’ll experience if we’ve left anything important out include _______ that we will address by _______.

If you would like to develop a change management process for your team, or get help with an initiative triggering resistance, call me to discuss: sharondrew@sharondrewmorgen.com

___________

Sharon-Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. She is the author of several books, including her new book HOW? Generating new neural circuits for learning, behavior change and decision making, the NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell). Sharon-Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharon-drew.com She can be reached at sharondrew@sharondrewmorgen.com.

Sharon Drew Morgen January 13th, 2025

Posted In: News

Why Women Make Great Leaders, by Sharon-Drew Morgen

When my son George was born in 1972 I was determined to give him attributes I found compelling: kindness, respect and an awareness of others, creativity, a willingness to listen and to collaborate. To accomplish this, I kept TV out of the house, gave him creative toys like blocks, Legos, and art supplies like paints and pipe cleaners. I brought him to theater and galleries as was age appropriate. I began teaching him colors at the Picasso exhibit at the Brooklyn Museum when he was 18 months old and in a backpack. I began a storytelling routine so I could instill in him the skills to listen. Yup. I was raising a creative, kind leader.

By the time he was 2, George was making guns with his pipe cleaners, drawing pictures of rocket ships and army tanks. Where did he gain an affinity to guns? How did he know about army tanks? No idea. But it wasn’t from me.

Eventually he turned into a professional jock (Ok. I’m proud. He’s a silver-medal Olympian.) and a game hunter (Not so proud.). But he’s not creative, certainly listens with very biased and judgmental ears, and only kind under a gruff exterior. How did I not raise the person I tried to raise? Sure, it was ‘nature’. But where did the ‘nurture’ go?

DO MEN WANT THE SKILLS TO CONNECT?

I have come to believe that men and women have vastly different communication skills and assumptions that seem gender specific, so obvious in this story: Friends recently did construction on their house. When they showed me around, one of the new rooms had 5 comfy leather chairs lined up side by side facing a huge TV screen. It was obviously a Man Cave. I started to laugh.

Peter: What’s so funny?

SD: This is obviously your man cave.

Peter: Why is it so obvious?

SD: Women would never line chairs up like that. They’d be in a semi-circle.

Peter: Why would you do that?

SD: So we could engage with each other, communicate, see and hear each other.

Peter: But why would I want to do that?

Right. Why.

THE REPRESENTATION OF WOMEN IN LEADERSHIP

I was the second woman on a public Board of Directors in the UK in 1986. I quickly learned to keep quiet during our Board meetings: men would over-talk me when I spoke; seize and spout my ideas to broad approval with no attribution; fail to invite me to meetings even though my group was bringing in 142% of the net profit of the company. I was once so furious tears of rage seeped out of one eye. “Awwww. Let’s give Sharon-Drew a moment to compose herself,” said the Chairman. “I have no need to compose myself. I’m just enraged at all of you.” Funny, but the next meeting one of the other Board members cried. As women have done for centuries, I had given them permission.

Times have changed a bit. But why, why, has it been such a struggle? And why, why are women in leadership still uncommon? 25% of leadership positions go to women, even though 60% of the workforce are women; 5% of women’s start-ups get funding; 20% of companies have at least one woman on their Board, and there are 53 women CEOs – 9% – in the Fortune 500.

There are lots of reasons offered as to why the numbers are so low: women have babies and aren’t represented in the workplace; women aren’t accepted into the Boys Club and don’t have the mentors to provide them a leg-up; men don’t respect women and won’t listen to them; women don’t play by the rules. Obviously these are all silly. And yet.

Much has been written about the differences between men’s and women’s leadership styles. And yes, it’s been proven that working for a woman leader offers more success – staff are happier, there’s less turnover, more profit is generated, teams work better with a more creative output. For sure more women are being hired in leadership roles. But it’s not enough and it’s not representational.

Given that we make up 51% of the population, women are misrepresented, leaving their experience, ideas, people-orientation and leadership capabilities outside of standard practice.

Instead business employs timeworn bastions of testosterone-laden traditions that put technology, rules, time, and money where relationships, kindness, service, people, and collaboration should be.

And it’s costing us via increased stress levels, dysfunctional teams, lost and disloyal clients, incomplete roll-outs, and far, far too much hubris.

WOMEN HAVE GREAT SKILLS

With so many excuses as to why women aren’t promoted to leadership positions, maybe it’s time to explain precisely why women make great leaders.

1. We care. That’s right. We not only care about the bottom line, our place in the market, our regard among competitors. We care about people – staff, teams, creativity, well-being. In my company I gave staff one week and $2,000 a year (in the mid-1980s) to take some type of program that wasn’t work-related to boost their creativity and expand their thinking. They had to take one day off a month to do volunteer work in the community. They weren’t given vacation days but told to take off whatever time they needed to maintain their creativity and clarity, so long as they covered the work. But they were having so much fun at work I literally had to push them out the door to take time off.
2. We listen. Women not only listen for details, but we closely attend to differences in speaking patterns so we can ascertain shifts, problems, feelings. Our listening enables us to bond with another’s humanity, not for what they’re doing but who they’re being.
3. We’re curious. When women notice a problem, we get curious. Instead of going straight into action, we wonder about its origination, how to fix it from inside, how to assemble the right people to design a fix. And then we trial different approaches, get team agreement for different outcomes.
4. We’re problem solvers. And not in conventional ways, but often out-of-the-box thinking.
5. We’re risk takers. This is a well-known fact. Women have less fear of failure then men, with a greater understanding of possibilities. Since we’ve had to go-it alone, we’re willing to offend the status quo.
6. We communicate. We inspire discussions, ask questions, pose hypotheticals. We start conversations where there is too much silence. We don’t do denial.
7. We collaborate. Working in groups is natural. If you’ve ever done an exercise where everyone in the room is given 6 pipe cleaners and told to make a ‘reporting’ structure, all the men attach each to the ones above and below. Women make a daisy chain, in a circle. It’s endemic.
8. We work to the future. Instead of taking steps sequentially with a perfect forward-moving plan, we think in systems, in circles. We see the aggregate and try different actions to cause change as a whole.

I will never understand the full set of reasons given why women are kept out of leadership positions. But I do know that by leaving us out, our companies suffer, lose market share and profit and have diminished creativity and kindness.

It seems that in today’s workplace, change is afoot. I look forward to there being an equal number of men and women leaders someday. And just maybe we can all raise our sons in an environment where kindness doesn’t have to be hidden, and equality and respect is the norm.

______________________

Sharon-Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. She is the author of several books, including her new book HOW? Generating new neural circuits for learning, behavior change and decision making, the NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell). Sharon-Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharon-drew.com She can be reached at sharondrew@sharondrewmorgen.com.

Sharon Drew Morgen November 11th, 2024

Posted In: News

Why We Misunderstand Each Other: brains don’t listen very well, by Sharon-Drew Morgen

We all know the importance of listening, of connecting with others by deeply hearing them share thoughts, ideas, and feelings that enable us to be present and authentic. We work hard at listening without judgment, carefully, with our full attention. But are we hearing others without bias? I contend we’re not.

WHAT IS LISTENING?

From the work I’ve done tracking how words and sound enter brains, I believe that listening is far more than hearing words and understanding another’s shared thoughts and feelings. Listening is actually a brain thing that has little do to with meaning. It’s about puffs of air.

Indeed, there are several problems with us accurately hearing what someone says, regardless of our intent to show up as empathetic listeners. Generally speaking, our brains determine what we hear. And they weren’t designed to be objective. There are two primary reasons:

1. Words are meant to transmit meaning, yet they emerge from our mouths smooshed together in a singular gush with no spaces between them. Our brains then have the herculean task of deciphering individual sounds, individual word breaks, unique definitions, to understand their meaning. No one speaks with spaces between words. Otherwise. It. Would. Sound. Like. This. Hearing impaired people face this problem with new cochlear implants: it takes about a year for them to learn to decipher individual words, where one word ends and the next begins.
2. When others speak, their words enter our ears as puffs of air – sound vibrations that have no meaning at all. None. We only ‘understand’ or ‘hear what’s been said’ after these vibrations go through several iterations as electrochemical signals, being distorted and deleted along the way before finally being translated into meaning by our existing circuits. And our brain doesn’t tell us what was deleted or distorted, leaving Listeners to incorrectly assume that what they think they heard is what the speaker meant.

What we think we hear is not necessarily what a Speaker intends to share. Here’s my definition of listening that includes the full set of brain factors:

Listening is an automatic, biological, electrochemical, physiological, mechanical process during which spoken words, as meaningless, incoming puffs of air, eventually get translated into meaning via existing neural circuitry.

In other words, there is no direct route between what was said and what’s heard. Hence the reason for arguments, confusion, and all kinds of errors in communication.

HOW BRAINS LISTEN

Like most people, I had thought that if I gave my undivided attention and listened ‘without judgment’, I’d be able to hear what a Speaker intended. But I was wrong.

When writing my book on closing the gap between what’s said and what’s heard, I was quite dismayed when I learned that what a Speaker says and what a Listener hears are often two different things.

Sample

It’s not for want of trying. Listeners work hard at empathetic listening. But the way our brains are organized make it difficult to hear others without bias. Here’s what our brains do when someone speaks:

– Words enter our ears as mere vibrations (puffs of air with no meaning),

– get turned into electro-chemical signals (also without meaning) that

– get sent to existing circuits

– previously used for other translations,

– that then discards whatever signals don’t match

– and using what’s left as the basis for translating the new incoming content

– that we mistakenly believe was what the Speaker said.

It’s mechanical. As a result, we not only mishear what was intended, but – because the new content is translated by historic circuits – we unwittingly maintain our biases, not to mention our ability to expand our knowledge base is restricted.

With the best will in the world, with the best empathetic listening, by being as non-judgmental as we know how to be, as careful to show up with undivided attention, we can only hear what Others say according to what our brain allows us to hear.

IT’S POSSIBLE TO GET IT ‘RIGHTER’

We can’t easily change the process itself , but it’spossible to interfere a bit and add new circuits with the brain change models I’ve developed.

Sample

I’ve come up with two ways to listen with more accuracy:

1. When listening to someone speak, stand up and walk around, or lean far back in a chair. It’s a physiologic fix, offering an Observer/witness viewpoint that goes ‘beyond the brain’ and disconnects from normal brain circuitry. I get permission to do this even while I’m consulting at Board meetings with Fortune 100 companies. When I ask, “Do you mind if I walk around while listening so I can hear more accurately?” I’ve never been told no. They are happy to let me pace, and sometimes even do it themselves once they see me do it. I’m not sure why this works or how. But it does.
2. To make sure you take away an accurate message of what’s said say this:

To make sure I understood what you said accurately, I’m going to tell you what I think you said. Can you please tell me what I misunderstood or missed? I don’t mind getting it wrong, but I want to make sure we’re on the same page.

Listening is a fundamental communication tool. It enables us to connect, collaborate, care, and relate with everyone. By going beyond Active Listening, by adding Brain Listening to empathetic listening, we can now make sure what we hear is actually what was intended. To train your team on how to listen without bias, please contact me for a one-day zoom course.  sharondrew@sharondrewmorgen.com

______________________________

Sharon-Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. She is the author of several books, including the NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell). Sharon-Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharondrewmorgen.com She can be reached at sharondrew@sharondrewmorgen.com. 

Sharon Drew Morgen November 4th, 2024

Posted In: News

What If Our Jobs Were To Serve?

I used to live in Taos, New Mexico, where I bought everything I ate from a small grocery called Cid’s Market. Run by Cid and Betty Backer, they always offered fresh organic produce, freshly cooked healthy meals, and a health/vitamin section that had everything I wanted. The store environment was happy and very obviously committed to the Taos community. It felt like MY STORE each time I went in. Any question I had was answered; anything I needed was procured, even if it meant they went out and bought me the item at a different store! I was a rabid fan.

Apparently, I wasn’t the only one who loved them. In the 11 years I lived there (1989-2000) I watched as they grew from a small store to a three story building taking up half a city block. Their service to customers was exceptional. Every morning as the store opened, Cid held a brief meeting with the entire team. “Who pays your salary?” he’d ask. They’d respond “The Customer!” And then they’d start their day.

Everyone’s job was to take care of customers, whatever that entailed. They didn’t need to ‘follow the rules’: that WAS the rule. And creativity and service ensued: In the health department, the manager created free evening community programs for different groups – diabetes sufferers, parents with kids who wouldn’t eat veggies; the produce manager created free cooking classes and lessons on growing organic veggies. Everyone was trusted to make their best decisions and the customers felt their commitment and respect. And in 1993 that was unusual.

One year, on a plane to Mexico to give a keynote address about Servant Leadership, I noticed Cid and Betty.

“Are you going on vacation?” I asked?

“No. We’re going to a conference on Servant Leadership.”

“Oh. I didn’t think a grocery store would seek out that sort of thing.”

“We’re going mostly to learn what we need to learn to serve our employees. If we can’t give them the respect they deserve, and create an environment in which they thrive, we can’t run a business that will also serve our customers. We go to one conference a year to learn all the tools we can so we all have the best knowledge available to serve with.”

Sample

They understood that their success came from serving people, community, customers and staff. And they actively made it a priority.

WHAT ARE OUR JOBS?

When corporations consider what their jobs are, they sometimes think Profits, or Products, or Shareholders. But I think it’s something else. Think about it: there’s no job that doesn’t include serving:

• Sell more? Serve customers.
• Grow the business, be respected in the industry, and retain clients? Serve the company.
• Retain and inspire good people with tools to inspire creativity? Serve employees.
• Maintain optimal skills and health? Serve ourselves.
• Maintain communication skills? Serve each other.

Without hiring and retaining good people that know how to lead collaboratively; without the skills to help managers, sales folks, team leaders, facilitate buy-in; without the creativity from an entire group that, working together, can develop top notch solutions that produce competitive and imaginative solutions; none of us are in business. No matter what our jobs, our core business is to serve.

Unfortunately, too many of us unwittingly follow trends that take us away from our core business of serving. For example, too many companies have chosen the trend of using their websites to collect names. They embed pop ups to retrieve email addresses, making it impossible to find answers to questions and rendering the site unusable (unless you agree to the cookies) and annoying folks with real interest who might even be customers.

Obviously they’re putting their own goals before those of a possible customer. Why would a company do that? Especially the smaller companies who truly depend on offering information as a sales strategy. Is acquiring my name to push out marketing materials that important? Don’t they know I’ll leave the site rather than agree to accept more spam? That they’ll lose my business because I don’t want my name captured? Those companies have lost their way: they are only serving themselves.

OUR JOBS ARE TO SERVE

What if our real jobs weren’t only to collect data, or create content, or push products? What if our jobs were merely to serve? That requires a new skill set, a different viewpoint that produces very different results:

1. Leaders wouldn’t be getting resistance because they’d attain buy-in and work collaboratively to engage all voices before making change.
2. Sellers would only pitch to those ready to buy, and use the bulk of their now-wasted time to facilitate people them through their buying decision path as they figured out how to achieve their own type of excellence (and possibly buy solutions).
3. Managers would hire people whose goal was to serve and retain them because the company’s practices facilitated their excellence.
4. Coaches would use Facilitative Questions to guide folks to their own answers, trusting each person had their own type of excellence to achieve without the biases of an outsider.
5. Tech folks would save a great deal of time on projects because they’d be curious without bias, gathering the most accurate data the first time and avoiding biased assumptions that caused flawed results and user complaints.
6. Companies would be aware of the environment, the role they play in it, and factor in climate issues as a way to serve the planet while serving customers.
7. Senior Management would dictate that each employee, as well as customers, be cared for respectfully. When an employee isn’t happy, it’s difficult for them to care about customers.

By maintaining focus on ourselves, on our individual needs, we miss the larger picture. By using our jobs and companies as the vehicle to serve others and the planet, we will all live in an excellent world.

__________________________

Sharon-Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. She is the author of several books, including her new book HOW? Generating new neural circuits for learning, behavior change and decision making, the NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell). Sharon-Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharon-drew.com She can be reached at sharondrew@sharondrewmorgen.com.

Sharon Drew Morgen September 16th, 2024

Posted In: News