Seven Rules of Strategic Guessing

Rule Number Five

 

The incredible rule number five is that you must face the brutal facts confronting your company. This is a command, if you will, given to us by Jim Collins in Good to Great. It means honestly facing the issues that challenge your organization, determining solutions, and implementing them in an intelligent way.

 

Your planning team can do this by defining critical issues facing the growth of the company both now and in the future. Let’s say you’re a training company that utilizes technology. Some of the questions you ask your planning team might be:

1. How is the organization going to transition from our old CD-ROM technology to the new “streaming” technology? How are we going to fund this transition?
2. What new products are we bringing out in the next year?
3. How are we going to grow 20 percent per year for the next three years?
4. What improvements do we need to make for us to reduce costs by 10 percent?

Typically, these types of critical issues are addressed by writing a white paper.

 

“What is that?” you ask.

 

“Good question!” I respond.

 

A white paper is a three- to five-page paper that addresses the critical issue. Sometimes a white paper will take on a number of critical issues that are similar in nature. For instance, the white paper “What is Our 2012 Sales and Marketing Plan?” might address the issues of (a) what new products are being introduced next year and (b) how to grow by 20 percent. However, it would not explore the question of what improvements need to be made in the plant to reduce costs by 10 percent. This issue would need a white paper of its own.

 

White papers are written between planning sessions by the members of the leadership group who are best suited to address the problem. This group can also include members outside the planning team who have useful knowledge to contribute.

 

The paper outlines research and analysis for the issues and provides the “answer” submitted by the smaller group to the entire planning team. The entire planning team will read the paper prior to the second session; everyone is invited to bring feedback, questions, and concerns. In the second session, the critical issues are dealt with and problem solving can occur.

 

For more information about writing white papers click here.

 

 

Seven Rules of Strategic Guessing

Rule Number One

The first rule is always pick the right team for planning. It is crucial that planning team members are people who are committed to and can add value to the conversation about the company’s growth. The only exception is if there are key employees or managers you want to train. If you want them to better understand the strategic issues facing the company, it might make sense for them to be a part of the process. In addition, you can have members of the planning team who are outside the leadership group. These could be sales-people and other key employees. It is important that you vet them and ensure that they are of the quality and stature required for being a part of the planning group.

A number of times over the years, I have seen the wrong leaders and key employees involved in planning. Their participation actually hurt the effort. Take Carla, an HR manager that was naturally included at a manufacturing plant’s planning sessions. After the planning sessions, she took employees into her office and gossiped about managers. Then she left. (Thank goodness.) After her departure, the plant’s CEO added Lucinda, the new HR manager, to the team. She was young, energetic, knowledgeable, and had a clear vision of what the company could be. Her role was completely different than the first HR manager’s was. Lucinda’s addition to the planning team was constructive and positive.
The message here is to pick wisely and selectively. Members of the planning team must be able to maintain complete confidentiality and be fully engaged in the growth and well-being of the company. Select employees who are passionate about growing the company, developing an extraordinary organization, and, essentially, being the CEO’s partner. Don’t accept mediocrity or include people in the planning process simply because of their positions.
For more information about picking the right team click here.

Not the top, not the bottom: the third strategy for middle management

The Third Strategy
Still another way of developing the middle is through the establishment of a middle management development and training program. What this does is either bring in talented new hires or promote key employees into a rotation of positions throughout the company. Rotations can last from six months to a year, and the entire program can last up to two years.

At one company I worked with, the underwriting manager became the claims manager, and the claims manager became the underwriting manager. What was great was that the employees of each department stepped up to support and train their new managers. This had some positive results. By teaching their new bosses, the employees better learned their own disciplines and roles. They also gained experience in managing up and supporting a manager to win. Meanwhile, the new managers got trained in an aspect of the business with which they were unfamiliar. They became better-rounded executives.

At another company, managers formally rotated to sales and production management positions before being eligible to be plant and territory general managers. This type of initiative provides a training and development course that allows employees to experience and learn about the different facets and aspects of the firm. This makes them more valuable as future leaders of the company.

To learn more about CMI's strategic development programs click here.

Not the top, not the bottom: the second strategy for middle management

The Second Strategy
Another way to support the growth and development of the middle is to form a group of middle managers from various companies. Participants are leaders from different departments: sales executives give input to production and human resource department heads, and so on. There is learning and sharing of different views that goes on during the group sessions, which I also recommend being led by an outside facilitator.

I have led such a middle manager key-employee group. We met for each session at different companies, which allowed participants to see the different facets of participating organizations. This key middle management group also gained perspective by reading a different book for each session. Members coached one another on issues and concerns brought to the meetings. The coaching model we followed goes like this:

1. A participant presents a problem with which he or she wants coaching and counseling. This is something challenging that they want their peers’ perspectives on.

2. In “round robin” style, everyone asks questions about the issue. You are only allowed to ask one question at a time. Once the question is asked, the person presenting the issue responds with an answer. Then the next person asks a question. Once all questions are asked and responded to, it is assumed that everyone understands the issue.

3. Participants then give coaching and feedback to the person presenting the issue. The participants, in effect, become one another’s board of advisors.  
For more information on CMI's leadership development programs click here.

Not the top, not the bottom: the first strategy for middle management

The First Strategy
Hire people in the middle who have aspirations, who want to grow and develop and are mobile. Thus you have leaders who are eager for opportunity. They are attracted to moving and working in a new location is attractive for them, and they are excited about establishing a new beachhead for the company.

Create a process in which, as one of its yearly goals and objectives, top leadership has to develop and take courses. In one company I worked with, if you could not demonstrate to the CEO that you had improved your skill set and thinking abilities in the last year, you were not eligible for a raise no matter how well you had performed. In another company, if you aspired to be a director, you had to get an MBA. These policies can supported a company in dramatically growing both revenue and profits.

For more information about CMI's process for improving your leadership team click here.

Not the top, not the bottom: 3 strategies for middle management

I have never been a lover of the sandwich. It sounds un-American and un-manly. However, my lack of interest comes from the bread - the sandwich’s top and bottom. What’s the purpose? However, I am wildly attracted to the middle of the sandwich. Whether the sandwich is ham and provolone, chicken and mustard, or peanut butter and jelly, for me it is always the middle that dictates how much a sandwich is enjoyed and appreciated.

I can imagine that you think an ode to the middle of sandwiches cannot in any way be related to a series of blog posts about successfully growing an organization. Stay put and hang in there, as I am truly a genius; here comes the transition.
Not the Top, Not the Bottom


In privately held companies after a certain size (50-500 employees), it is the middle—as in management—that is a critical element of a company. We are talking about the layer of leadership and coordination between the top strategic leadership and the front line. It is this middle that will help dictate the firm’s long-term success.

This assertion flies in the face of what most business commentators offer. These talking heads focus on the importance of the top of the company—the Steve Jobs, Jack Welch, and Ken Leahy CEOs are all, according to the pundits, apparently single-handedly responsible for the success or demise of their organizations.

Typically, companies of about 50-500 employees or more, have a “middle” as in management. ” These key employees are important to the success of the overall organization. These key employees, now called managers and/or team leaders, become crucial in leading and developing different sectors of the company.

So, what should be done? How is it that a company dealing with today’s myriad challenges can also develop a strong middle that aspires to leadership? How is a cast of characters like this developed? In the next few weeks I will outline three strategies that I have seen utilized in successful companies.

Interested in learning more about CMI's strategic leadership development programs?  Click here.

Front Line Heroes

Front Line Heroes: How to Battle the Business Tsunami by Developing Performance Oriented Cultures by Bruce Hodes is going to be available so soon! Read the back cover below.

It is possible to develop and grow powerful organizations in challenging times—it just takes courage, determination, and actionable techniques that work. In Front Line Heroes, Bruce Hodes offers executives and business leaders advice culled from 30 years of coaching privately held companies ranging from $5 million to $100 million in size. With humor, real-world examples, and step-by-step guides, the book explains:

• How to make mission, values, and BHAGS relevant to daily organizational life

• 7 essential rules for effective strategic planning

• How to transform groups into high-performance teams

• 4 organizational enigmas and the missing link that solves them

• How to eliminate mediocrity from employee performance—for good



If you are ready to stop playing victim to the times, Front Line Heroes will arm you with the tools you need to achieve sustainable business growth.


For more information visit our website here.
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Enigma #3

Everyone hates the annual review process (except you, Mr. or Mrs. Perfect Executive). No one likes feeling judged, to start. Employees find the whole thing meaningless. Managers, at best, find it flawed and, most often, not well executed. So the third enigma is this: how do you make the annual performance appraisal more than something that is disliked and disrespected?

One organization I know of did not set its yearly goals until more than halfway through the year. (I’m sure this is shocking behavior to you.) Then the leadership team started the appraisal process based on the goals they’d just created—after which, they argued about goal consistency (or lack thereof) between departments. Talk about a process that was UN–motivating. It was the perfect storm for organizational resignation.

This appraisal morass is a big deal. I have listened to lots of whining and complaining about how appraisals are done and how they are utilized. The biggest issue I see is with the appraisal review system is that it takes place after the fact, the appraisal occurs after the work season ends and the year is over. It is not a coaching and development system that can allow for improvement and performance enhancement. It is all about rating past performance and, as such, is missing the point.
As for the answer to how to make the process understood and valued, read on—but first, Aare you ready for the fourth enigma? This one has especially plagued and vexed me throughout my long bloodsucking consulting years.

For an alternative to the appraisal review system, click here.

The third rule of planning

For the third amazing rule, it is important that you complete the previous year. For 2012, a powerful completion processes will allow you to put 2011 behind you. This is important for the organization to distinguish that indeed there was a 2011 and what happened during that year.

At the very first session of the planning process, the past goes into the past. How we typically do this is that information about 2011 goes up on flip charts. The group puts items into a number of categories such as “breakdowns for the year, breakthroughs, fiascoes, disappointments, accomplishments,” and the like.

One of the great aspects of this exercise is that employees get to review all the work that got done during the past 12 months. It also brings completion to the year. One season completes and the next season opens up. I love this metaphor. Excuse me while I get a little weepy. What aspects of 2011 are we talking into 2012? What aspects are we leaving behind ? It’s all included on the flip charts.

As a grand finale, participants stand up and say farewell to 2011. Tears flow, not. Hugs and sobbing ensues, not. The planning team then greets 2012 with cheers, hand-clapping, hurrahs and gales of laughter. Very emotional this is, not. However it is worthwhile and useful. Now everyone sits ready for the future, to begin anew. Game 2012–2016 on.

For more information about CMI's planning process visit our website: www.cmiteamwork.com 

The Second Rule of Planning

The second golden rule of planning is to, “make sure the design of the planning is one that will get you a good result. I am not a believer of leadership teams locking themselves in a room at a resort for two to three days. This type of planning may be sprinkled with some golfing, gambling or other type of “fun” stuff. From this design, a strategic plan is supposedly born and created.

The problem with this design is that it curtails critical thinking. This process begins to smell of “plan in binder” syndrome. Poke me in the eye with a hot stick. If you do all your planning during one session you risk just doing more of what you are doing in the present. There is no opportunity for research or involving others within the organization who are not at the planning session.

Here is what to do. The process should take place over two to three months and take three to four days. It is predicated on white papers and dialogue. Listening and understanding are critical. Better research ensures better debate and thinking. “What is a white paper?” you ask hysterically. “Hang tough,” I say. That is covered in rule five.

For more information about CMI's planning process visit our website: www.cmiteamwork.com 

The first rule of planning

The first rule is “always pick the right team for planning.” This poses the question of who should be part of the planning team. This is an important question. It is important that planning team members are people who are committed to, and can add value to the conversation about the growth of the company.

The only exception is if there is a key employee or manager you want to develop. If you want them to better understand the strategic issues facing the company, then it might make sense for them to be a part of the process.

In addition you can have members of the planning team who are outside of the leadership group. These could be sales people and other key employees. It important that you vet them and ensure that they are of the quality and stature that is required for being a part of the planning group. It is also important that they are all getting their jobs done and are employees of stellar standing within the company.

A number of times over the years I have seen the wrong leaders and key employees involved in planning and their participation actually hurt the effort. Pray give us an example you ask? Ok, well there was Jason who in the middle of the year abruptly left the company.

After an investigation it became apparent that Jason was not returning customer’s calls. In fact, lots of work around Jason’s customers was not getting done. Yet we spent a lot of time in planning on improving customer service. Jason had actually taken on being a Champion in and working on improving customer service. Then we got to see what he was actually doing—talk about a buzz killer. It was enough to make me want to use that aforementioned pointed stick.

How did this happen? What allowed Jason to be on the team that was led to this dark place? Clearly there was a lack of supervision. His manager was not providing oversight. What was really going on you ask? This could be the subject for an article or book and that is for another time.

Then there was an HR manager at a manufacturing plant who took employees into her office and gossiped about managers. A number of times she would run out of the planning session crying. Again a buzz killer. Then she left. Thank GOD and music please!

After her departure, the CEO added Lucinda to the team. She was young, energetic, knowledgeable and clearly had a vision of what the company could be. Her role was completely different than the first HR manager. Lucinda’s addition to the planning team was constructive and positive.

So, the message here is pick wisely and selectively. Members of the planning team must be able to maintain complete confidentiality and be fully engaged in the growth and well being of the company. Select the employees who are passionate about growing the company, developing an extraordinary organization and being the CEO’s partner in accomplishing those things. Don’t have people be part of the planning process only because of their position or accept mediocrity.

For more information about CMI's planning process visit our website: www.cmiteamwork.com

Plan to Plan

Planning and great execution make the difference both in stupid games and in the real world of business. Over and over our clients demonstrate the power of what Dwight Eisenhower said: “In preparing for battle I have always found that plans are useless, but planning is indispensable.” Stupid games give us direct access to this lesson. In some of the games, like in life, you can run and gun and still be successful. But with the stupid game ‘The Cube,’ if you run at that puppy it will eat you up and spit you out.

Picture, if you will, that a PVC cube glares down at the group daring them to come forward and accumulate 26 points. The Cube is big and white, made of gleaming PVC pipe perched on top of a bucket like something from Millennium Park. Any slight push or graze by the group as they attempt to pass through the cube sends it tumbling to the ground. The consequence for that failure is that you lose all your points and the group must begin all over again.

Groups must plan in order to be successful at the Cube. Everyone needs to know when they are going and what they are going to do. Even if they don’t follow the exact plan, the discipline of planning supports the group’s success. That is an invaluable lesson when lived. Group planning works.

For more information about CMI's business planning process click here.

Can You Hear Me?

Listening is what will make the difference. Once a group is listening, anyone can lead. Once ‘listening’ is present, understanding and problem solving occur naturally. People can focus and work together. Prior to this there is reaction and yelling. Listening, the power of listening is one of the lessons I have seen groups get from utilizing stupid games.

Another lesson that groups learn from stupid games is the value of practice. For many groups it is a revelation to discover that to improve a group’s performance will take conversations, learning and practice. When people realize that practice is necessary while playing a stupid game, the drama suddenly ends and people relax. They get that it is ok to make mistakes and learn from them. That is what happens when you ‘practice.’ We learn that we can be safe with each other.

Learning about failure is still another lesson that can be learned in stupid-game land. There is failure and then there is failure. Whenever humans learn and develop, there is failure. There are failures from not doing something that needs to be done as well as from doing the wrong thing. The problem is that there are real consequences for failures during real business.

I have seen corporate groups play the same game over and over again and yet still get value from them. The standards can change, the parameters can change, what people learn can change, and it still is all training and development.

In business, when a group alienates a customer there are consequences. With a stupid game when the group alienates the customer (who is really the bozo facilitator pretending to be a customer) there is learning and development. This goes back to the games as a practice field that is safe and in which members of the group can learn and develop. There are no long-term consequences on the practice field.

For more information about CMI's team building events click here.

Why Do Any of This?

Groups, if they are going to perform together, need to practice together. That is obvious. The Army and Marines get it and call it ‘boot camp.’ Theater and dance groups get it and they call it ‘rehearsal.’ Sports teams get it and they call it ‘practice.’ Business groups don’t get it and for the most part don’t do anything. Typically business groups have low group performance. Do we see a pattern here?

So that is where the stupid games come in. They start to look like they are not so stupid. They let groups take a look at their own behavior in order to discover how they can improve their performance. The notion is simple: a group solves problems the way it does because the people are the same. A group’s ‘group dynamics’ are the group’s dynamics. This is true whether it is in the stupid game or back at the ‘ranch.’

The major difference is if the group back at the ranch does not perform well there are consequences internally and with customers. If the group does not perform well at the stupid game, it is a big-time opportunity to learn. There are no consequences in the stupid game except learning, having fun and laughing at yourself.

So what do groups learn? Here are the some of the lessons I have seen groups of people learn over and over again. Again, there is a game called The Tent Pole. Using just their index fingers, the group is to lower the tent pole down to the ground. At no time are you to lose contact with the pole. The fingers are all under the tent pole trying to maintain contact. The pole goes up instead of down. People scream and yell at each other. Blame is heaped on some poor scoundrel. It’s all great fun.

One of the things that people typically say as an excuse for their lack of performance is that no one was appointed the leader and that is why chaos occurred. That is often the obvious and agreed upon excuse. But is that true? In reality, people are deaf to what is really missing which is listening. No one is listening when this exercise starts.

For more information about CMI's team building events click here.

Time for Tent Poles

Here’s a case in point. Last Monday I was working with a beloved client who is focused on improving customer service. They’d done research on their company and found their customer service was below the industry average. This is clearly unacceptable. They are putting lots of focus and attention on improving their relationship with their customers. Three task forces were formed and on Monday we were gathering to hear what actions they were recommending to improve how their customers feel about them.

To start the session, we began with the classic tent-pole exercise. They have played this before so the participants were very confident that they would be successful at this. I said that the marketplace had changed so do not be fooled by these tent poles because they were super duper and different than before. I also said I was the customer and what they had to do for me was lower this tent pole to the ground while balancing it on their index finger. They could never lose contact with it. They had three minutes to do this. From my point of view, as the customer, faster was better.

Activity starts, The pole goes up instead of down, fingers lose contact, people yell and blame gets attributed to someone. That is how it typically goes. Then the group calms down and gets focused and some organization occurs. Finally, everyone focuses on getting the task done but no one talks to me, the customer.

As the customer, I am for the most part, left out of the loop. At this point, I am in the corner crying. I am sobbing quietly to myself while sucking my thumb because I, the customer, am being totally ignored. I am the customer after all.

After the stupid game, we talked about good customer service and paying attention to customer needs. During the debriefing, we talked about what happened and how the customer could have been more involved. We also talked about how this mirrors things that are actually happening right now within the organization. There are invariably similarities between what happens during the games and what happens in the business. As a result of playing stupid games, groups suddenly have insights about what’s missing. These are things they couldn't see before.

I asked, “When you saw that you were going to be late, did you ever tell the customer?”

“No,” they said.

“Does that ever happen back at the office?” I asked. “Does the customer always get notified of late arrivals and deliveries?”

“No,” they said

Now they are starting to get it. There are those kinds of looks—at me and then towards each other. Then I said, “If you can fix that problem here and keep the customer in the loop, our experience is that back at your business you will also find ways to keep your customers better informed.” This is the point of the stupid games and why they work.

For more information about CMI's team building programs click here.

Why Stupid Games?

Before we get to why ‘Stupid Games,’ let’s define what a Stupid Game is. A Stupid Game is any team-building activity that can be used to teach business principles and ideas. I don’t want to admit this: I am not good at these games, nor do I particularly like them. However, I want to be truthful given our relationship. How is that for being vulnerable? Can I have a hug?

Stupid Games are invaluable in teaching business groups that are interested in improving performance and doing that in a way that produces results. For the past twenty years, we have used experiential learning as a modality for teaching and developing our clients. Calling what we do ‘experiential education’ is what an academic would call it. For us, they are ‘stupid games’ and they are useful because they give groups a practice field where they can develop their skills and improve their performance.  
For more information about CMI team building visit our website by clicking here.

Why Annual Kickoffs

Why anniversary celebrations? Why birthday parties? Why New Year’s holidays?

Why anything really?

Exactly! The day-to-day humdrum can definitely create a pedantic, ceaselessly plodding rhythm with no differentiation. It is all just a blur. I walk into the office; the phone rings; I answer; someone asks a question and I respond and so on and so forth, day after day, month after month, year after year.

Back to the Question

Why have kickoff meetings?

For one, it allows you to differentiate the day as a special time and the meeting venue as a special place. It also allows the entire organization to come together for a day or half day to kick off the year.

We’ve had kickoffs in an array of places. One year we were in a barn and another year at a swanky Chicago hotel. Banquet facilities are my favorite, though the East Bank Club, a huge Chicago fitness complex, is not bad.

For one of our clients, their annual kickoff meeting is the highlight of their year. Each employee has to go up in front of everyone and answer some fun, preconceived questions. It is all very entertaining and an authentic culture builder. This is especially true when big key employee Carlos with his bushy beard does his annual “THE BIG PICTURE” talk about the company’s growth. It’s the real story and told in the real way.

Stop the Past, Start the Future, Now

For 2011, a kickoff meeting is absolutely critical. A powerful kickoff meeting will allow you and everyone involved to put 2010 behind you. It is one of the best uses of time and money. It is important for the organization to distinguish that indeed there was a 2010 and for most organizations, 2010 meant salary cuts, layoffs and a sense that our survival was at risk. At the kickoff meeting, the past goes into the past.

How we typically do this is to illustrate 2010 on flip charts. The group answers questions and puts these answers up on flip charts too in categories such as “breakdowns,” “what was learned,” “breakthroughs,” “fiascos,” “disappointments,” “accomplishments,” etc. The aspects of 2010 we are taking into 2011 and those are we leaving behind are also included. Then, in front of the room, spokespeople read from the flip charts and there is a question and answer session with questions from the audience.

As a grand finale, participants stand up and say farewell to 2010. Tears flow, (not hugs) and the crowd then greets 2011 with cheers, hand-clapping, hurrahs and gales of laughter. Even when it is not very emotional, it is worthwhile and useful. All stand ready for the future and to begin anew. Game 2011, on.

One of the great aspects of this exercise is that employees get to appreciate everything that happened during the past 12 months. It also brings completion to the year. One season is completed while the possibility of next season opens up.

A Future Vision is Essential

The kickoff allows the leadership to layout and promote a three- to five-year time horizon in broad brush strokes and to more precisely paint the picture for 2011. I subscribe to the idea that what determines how an organization operates in the present is dictated by the future that the organization lives into.


The issue here is that most of us have the organizations past filed in the future file bin. Typically, what the organization is unknowingly doing is living into its past. I wonder if GM, Lehman Brothers or Chrysler has a perspective on this that they would like to share.

The kickoff allows for a distinct future to be created by the leadership group and CEO. At this point, leadership stands and presents the company’s future. Hopefully, this is not something that was created over coffee that morning. Our clients have been working and developing this future over the previous two to three months. This is the culmination of a lot of work and some of the participants have been a part of the planning.

At the kickoff meetings we facilitate, we typically annoy the group with stupid games and other growth and development activities. It is not all lecture and people are not just sitting there like they are watching TV. There is a lot you can do with exercises to foster good customer service and strong relationships. At one meeting we rolled out a new set of values and led exercises that allowed people to experience the new values directly by interacting with each other.

At other kickoffs I’ve been a part of, leadership has laid out what it is going to take for everyone to go Las Vegas or Cancun, complete with props and skits. In both cases, the company’s employees actually did go to their respective destinations as a celebration of their accomplishments. It all started at the kickoff meeting.

Get Up & Running Immediately

After the leadership presentation, there is typically an opportunity for the various departments to plan by delineating how to improve and grow in order to deliver on the company’s future. The departments get to look at their strengths and weakness and what they need to do to develop and improve in their areas of weakness.

There is a lot that can be done during a kickoff meeting to help departments build cohesion and momentum. We have great exercises that encourage participants to give each other useful feedback on how they can improve internal customer service. Whoever is facilitating sets up the ground rule that this is business, not personal.

Everyone should embrace the idea of constant improvement as the bottom line. When a positive context is established, unresolved issues can be explored and clarified. In addition to strength and weakness feedback, the department will design 2011 objectives, action plans and first-quarter milestones that support the overall direction.

During a kickoff, new information can be given to the members of the organization. If lean initiatives are going to be part of the year or a new ERP or other software is being implemented, the kick off meeting is a perfect time to get started with training. Why not use the opportunity? We are all together for the day—lunch included—and the new year has begun. So let’s go for it and make the whole kickoff wildly productive!

So There You Have It

Now let’s re-cap. Why kickoff business meetings?

• They let you put the past in the past.

• They let you create a future to live into.

• They provide an opportunity for departmental planning .

• You can begin training and educational initiatives.

• All this along with stupid games and other fun annoyances.

Such a deal!

So do it. Especially do it this year, because I promise 2011 is not going to be anything like 2010 and you can hold me to it.

The real question is: Will you and your organization be ready for the opportunities of the New Year?

Let us know how it goes. We would love to hear about your progress and breakthroughs.

Game 2011 on.