Implementing Change Successfully

Kotter's Change Model

Learn how to implement change successfully.

Change is the only constant.

– Heraclitus, Greek philosopher

What was true more than 2,000 years ago is just as true today. We live in a world where "business as usual" is change. New initiatives, project-based working, technology improvements, staying ahead of the competition – these things come together to drive ongoing changes to the way we work.

Whether you're considering a small change to one or two processes, or a system wide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge.

You know that the change needs to happen, but you don't really know how to go about delivering it. Where do you start? Whom do you involve? How do you see it through to the end?

There are many theories about how to "do" change. Many originate with leadership and change management guru, John Kotter. A professor at Harvard Business School and world-renowned change expert, Kotter introduced his eight-step change process in his 1995 book, "Leading Change." We look at his eight steps for leading change below.

Step 1: Create Urgency

For change to happen, it helps if the whole company really wants it. Develop a sense of urgency around the need for change. This may help you spark the initial motivation to get things moving.

This isn't simply a matter of showing people poor sales statistics or talking about increased competition. Open an honest and convincing dialogue about what's happening in the marketplace and with your competition. If many people start talking about the change you propose, the urgency can build and feed on itself.

What you can do:
+   Identify potential threats and develop scenarios showing what could happen in the future
+  Examine opportunities   that should be, or could be, exploited.
+  Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking. 
 +  Request support from customers, outside stakeholders and industry people to strengthen your argument.

Kotter suggests that for change to be successful, 75 percent of a company's management needs to "buy into" the change. In other words, you have to work really hard on Step 1, and spend significant time and energy building urgency, before moving onto the next steps. Don't panic and jump in too fast because you don't want to risk further short-term losses – if you act without proper preparation, you could be in for a very bumpy ride.

Step 2: Form a Powerful Coalition

Convince people that change is necessary. This often takes strong leadership and visible support from key people within your organization. Managing change isn't enough – you have to lead it.

You can find effective change leaders throughout your organization – they don't necessarily follow the traditional company hierarchy. To lead change, you need to bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance.

Once formed, your "change coalition" needs to work as a team, continuing to build urgency and momentum around the need for change.

What you can do:

·       +   Identify the true leaders in your organization, as well as your key stakeholders  .

·       +   Ask for an emotional commitment from these key people.

·       +  Work on team building within your change coalition.

·       +  Check your team for weak areas, and ensure that you have a good mix of people from different departments and different levels within your company.

Step 3: Create a Vision for Change

When you first start thinking about change, there will probably be many great ideas and solutions floating around. Link these concepts to an overall vision that people can grasp easily and remember.

A clear vision can help everyone understand why you're asking them to do something. When people see for themselves what you're trying to achieve, then the directives they're given tend to make more sense.

What you can do:

·      +  Determine the values that are central to the change.

·      +  Develop a short summary (one or two sentences) that captures what you "see" as the future of your organization.

·      +  Create a strategy to execute that vision.

·      +   Ensure that your change coalition can describe the vision in five minutes or less.

Step 4: Communicate the Vision

What you do with your vision after you create it will determine your success. Your message will probably have strong competition from other day-to-day communications within the company, so you need to communicate it frequently and powerfully, and embed it within everything that you do.

Don't just call special meetings to communicate your vision. Instead, talk about it every chance you get. Use the vision daily to make decisions and solve problems. When you keep it fresh on everyone's minds, they'll remember it and respond to it.

It's also important to "walk the talk." What you do is far more important – and believable – than what you say. Demonstrate the kind of behavior that you want from others.

What you can do:

·        +  Talk often about your change vision.

·        +  Address peoples' concerns and anxieties, openly and honestly.

·        +  Apply your vision to all aspects of operations – from training to performance reviews.
+       +  Tie everything back to the vision.

·        +   Lead by example  .

Step 5: Remove Obstacles

If you follow these steps and reach this point in the change process, you've been talking about your vision and building buy-in from all levels of the organization. Hopefully, your staff wants to get busy and achieve the benefits that you've been promoting.

But is anyone resisting the change? And are there processes or structures that are getting in its way?

Put in place the structure for change, and continually check for barriers to it. Removing obstacles can empower the people you need to execute your vision, and it can help the change move forward.

What you can do:

·       +   Identify, or hire, change leaders whose main roles are to deliver the change.

·       +   Look at your organizational structure, job descriptions, and performance and compensation systems to ensure they're in line with your vision.

·       +  Recognize and reward people for making change happen.

·       +    Identify people who are resisting the change, and help them see what's needed.

·       +  Take action to quickly remove barriers (human or otherwise).

Step 6: Create Short-Term Wins

Nothing motivates more than success. Give your company a taste of victory early in the change process. Within a short time frame (this could be a month or a year, depending on the type of change), you'll want to have some "quick wins  " that your staff can see. Without this, critics and negative thinkers might hurt your progress.

Create short-term targets – not just one long-term goal. You want each smaller target to be achievable, with little room for failure. Your change team may have to work very hard to come up with these targets, but each "win" that you produce can further motivate the entire staff.

What you can do:

·      +  Look for sure-fire projects that you can implement without help from any strong critics of the change.

·      +    Don't choose early targets that are expensive. You want to be able to justify the investment in each project.

·      +  Thoroughly analyze the potential pros and cons of your targets. If you don't succeed with an early goal, it can hurt your entire change initiative.

·      +   Reward the people who help you meet the targets.

Step 7: Build on the Change

Kotter argues that many change projects fail because victory is declared too early. Real change runs deep. Quick wins are only the beginning of what needs to be done to achieve long-term change.

Launching one new product using a new system is great. But if you can launch 10 products, that means the new system is working. To reach that 10th success, you need to keep looking for improvements.

Each success provides an opportunity to build on what went right and identify what you can improve.

What you can do:

·      +  After every win, analyze what went right, and what needs improving.

·      + Set goals to continue building on the momentum you've achieved.

·      +   Learn about kaizen,the idea of continuous improvement.

·      +  Keep ideas fresh by bringing in new change agents and leaders for your change coalition.

Step 8: Anchor the Changes in Corporate Culture

Finally, to make any change stick, it should become part of the core of your organization. Your corporate culture often determines what gets done, so the values behind your vision must show in day-to-day work.

Make continuous efforts to ensure that the change is seen in every aspect of your organization. This will help give that change a solid place in your organization's culture.

It's also important that your company's leaders continue to support the change. This includes existing staff and new leaders who are brought in. If you lose the support of these people, you might end up back where you started.

What you can do:

·        + Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear.

·       +  Include the change ideals and values when hiring and training new staff.

·       +   Publicly recognize key members of your original change coalition, and make sure the rest of the staff – new and old – remembers their contributions.

·       +   Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.

Key Points

You have to work hard to change an organization successfully. When you plan carefully and build the proper foundation, implementing change can be much easier, and you'll improve the chances of success. If you're too impatient, and if you expect too many results too soon, your plans for change are more likely to fail.

Create a sense of urgency, recruit powerful change leaders, build a vision and effectively communicate it, remove obstacles, create quick wins, and build on your momentum. If you do these things, you can help make the change part of your organizational culture. That's when you can declare a true victory. then sit back and enjoy the change that you envisioned so long ago.

Peter Mclees, LMFT

Principal

P. S. Smart Development Inc. has an exceptional track record helping restaurants, stores, branches, distribution centers, food production facilities, and other businesses create a strong culture, leadership bench strength and the teamwork necessary for growth. Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

http://smartdevelopmentinc.com/

10 surefire ways to get the best from your team

Want to be an excellent leader? A truly inspirational, effective agent of your team’s success? There is literally nothing harder – or more important – in the world of work. That’s why effective leaders are so rare in real life.

If that discourages you, them maybe you don’t have what it takes to lead after all. If it motivates you instead? Well, then, here are a few tips to take it from “in charge guy/gal” to “excellent leader !”

1. Repeat after me (to your team): “My job is to help you be successful by making your job easier.”

No, your job is not to give them the day off to shop while you finish up their work for them. But your job as leader – your only job, as leader – is to remove impediments and provide the tools for your people’s success. Take the obstacles out of their way and give them the resources so they can do the important work of your company: serving your customers!

2. Foster friendships among your staff.

After work socialization is important – it is! But nothing builds camaraderie and team spirit like shared success as the result of shared struggle. What’s your team’s greater goal? What significant challenges are you confronting that all of you can be proud of overcoming together?

3. Reward for the big things. And the medium things. And even the itty-bitty little things.

We like praise. We want recognition. One winner-takes-all vacation or mega-bonus for the year’s top performer is great and all, but how about a $5 Starbucks, or even a made-up certificate from your printer, because someone filed her report on time?

4. Push them.

People of quality want to be good at their jobs. Kindly help them to improve. …Kindly, but maybe not gently.

5. Release the “Just Enoughers” to other “opportunities.”
We all know the “Just Enoughers.” Employees that do just enough to avoid getting fired. No one likes to work with slackers – except other slackers. Redeploy them sooner than later. As the old saying goes, “If it’s inevitable, make it immediate.”

6. Hire slowly and caaaaarefully!

Show your current team members and your new recruits that not just anybody belongs on your team. If you want to build an elite group, hire top performers. You’ll have to kiss a lot of frogs as you vet the talent pond.

7. Give them something important to get up for in the morning.

Remember number 2, with the part about shared challenges? Pick a lofty goal. Then make pursuit of that the rallying cry of your team. Change lives, change how business is done; don’t just settle to change who wins this year’s sales contest.

8. Talk up your people to others.

Talk your team up to your peers, to their peers, to your boss and her boss and heck, to the security guard, too. Be proud of each of them, and share that pride with anyone who’ll listen. Word will filter back to them, and as it does, it will have have a major impact.

9. Expect the world of them.

Establish with your team how highly you respect and admire them. Expect big things from them. They will live up to your image of them, no matter what it takes.

10. Be worthy of their effort.

Want to really be the best, most effective leader ever? Work to improve yourself every day, in every way that is important to your team’s success. In order to lead a group of champions to new heights, you as leader must be worthyof the team’s time and energy. And that’s a lot more than we have room for in one blog post.

You will never be as good as you can be as a leader. But every hour of every day, if you’re sufficiently devoted to the success of your team, you can improve. Keep at it, and your people will start bragging about you – to their peers, your peers, your boss and her boss. And yes, even to the security guards.

When it percolates back to you how admired you are by those you serve as leader… you’ll be infinitely prouder than if they told you themselves!

Peter Mclees, LMFT

Principal

P. S. Smart Development Inc. has an exceptional track record helping restaurants, stores, branches, distribution centers, food production facilities, and other businesses create a strong culture, leadership bench strength and the teamwork necessary for growth. Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

http://smartdevelopmentinc.com/

Helping Employees Embrace New Systems

Embracing new systems and processes can be challenging for many. Even for those who aren't apprehensive about technology, automating a manual process that employees have been accustomed to for years can be overwhelming.

With profitability and efficiency among businesses' top priorities, and technology a valuable tool for increasing both, how can business leaders help employees to adopt, and even openly embrace, new technology?

When considering a new technology — be it software, hardware or even a simple upgrade — talk to your team members about their current challenges and frustrations to gauge what features are 'must-haves.'
By taking a solution-oriented approach and integrating technology that meets employee needs, it will be easier to integrate the technology into day-to-day operations.

Show Them The Benefits
The best thing to do is to introduce the problem to employees and present the new system or process to them as a possible solution. After allowing them to learn more about it, they should be encouraged to give you feedback. Once you've identified the right system or process for the problem, you can make it available for use.

Training
Just like you would train a new employee on office procedures, it is important to train team members on how to best use new technologies. When developing a training program for your team members, consider company culture.

Is your company or department bursting with early adopters? Do team members lag behind in their adoption of technology? Knowing who you are working with is as important as understanding the technology itself. Understanding the culture will help.

It is also important to develop a program that trains all team members, not just system administrators. Training all team members on the system will prevent administrators from being bombarded with questions and reduce the number of team members who resist the technology due to lack of understanding.

To help increase team members adoption of the technology and minimize any apprehension, coordinate team training sessions in small groups where the team can work hands-on with the new technology and receive on-the-spot support and guidance. A small group setting will help people to feel more comfortable asking questions.

Measure results
Evaluating the effectiveness of a new technology is crucial. It both helps to determine if goals are being met and demonstrates the technology's value to the team.

Before implementing a new technology, set benchmarks. Potential benchmarks include how many team members you want using the technology after a set period of time, projected increases in productivity and desired reductions in system interruptions.

These measurements will help management to evaluate return on investment and illustrate the value of the technology to employees who are resistant to or struggling with the transition. Showing employees that customers are receiving better service, that they are more efficient in their role, and/or that the business is operating more smoothly, will motivate them to become familiar with and consistently use the new technology.

Once you have measured how many employees have become proficient with the technology, interface with those who are resisting the change or encountering possible difficulty.

Is there a key system functionality that team members have overlooked? Are team members using the system incorrectly, and are therefore frustrated? Identifying the reasons employees are not using a new technology can help to identify areas where additional training is needed and help to refine your purchasing strategy for future technology

Be patient
Wouldn't it be great if team members were on board and running at full-speed from the get go? Unfortunately, this is not always realistic.

Be patient when implementing a new technology and team members are trying to learn the new processes. While training will help, it still takes time for things to run smoothly. Anticipate that team members will have questions and challenges as they work with the new technology. Take the time to educate team members on the value of the new technology and highlight how it will make their job faster/better/easier.

It is important to evaluate the effectiveness of all technology, consider team members feedback, and assess overall impact on day-to-day operations. When implementing a new technology, work closely with team members to ensure that the technology is being used properly and that they are comfortable with the new processes.

Taking the time to help employees transition to using new technology effectively is key for allowing businesses to realize optimal increases in efficiency and cost savings while helping them to refine their purchasing and implementation strategy with future technology.

Unlearning and Relearning
Futurist and author Alvin Toffler once stated that the illiterate of the 21st century won’t be those who can’t read and write, but those who can’t learn, unlearn, and relearn. That remains a prophetic statement for the period of accelerating change facing many companies today. Unlearning is about allowing ourselves to go through the full cycle of change—from contentment to renewal. Personal power resides with our ability to recognize what is in front of us and to be willing to push through our own denial and confusion to reach that light at the end.

All the success,

Peter Mclees, LMFT

Principal

P. S. Smart Development Inc. has an exceptional track record helping restaurants, stores, branches, distribution centers, food production facilities, and other businesses create a strong culture, leadership bench strength and the teamwork necessary for growth. Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

http://smartdevelopmentinc.com/

Only 30% of employees are engaged! What leaders can do about it!

Gallup asked 150,000 employees whether they like their jobs. A good many actively hate them. Half just kind of tolerate the work day.

A common tactic people use to get their friends to stop complaining about work is to say that everybody hates their jobs.

The sentiment may be more than just a way to get people to shut up, though. According to a recent survey by Gallup, it's pretty close to true.

Of 150,000 full and part-time employees polled, only 30 percent said they're engaged in their work. Another 50 percent said they aren't engaged, while 20 percent said they're "actively disengaged," which means they outright hate their jobs.

Why does that matter? People who report being engaged in their work are more productive, less likely to leave, and even less likely to have accidents on the job. Disengaged employees are more likely to skip work, negatively influence co-workers and scare off customers.

Some things are less easy to fix, though. Service workers are the most disengaged of any type of employee. Their engagement has decreased while the engagement of employees in other sectors has gone up.

Learn proven tips for boosting the engagement of your people in our free ebook,

 Inspiring Employees to Give Their Best...Without Raising Their Pay.

Learn simple yet powerful ways to engage employees and how honest leaders can undermine their influence. Gain vital lessons from John Wooden and Yoda (Yes, that awesome green guy). This guide will teach you what you need to know about motivating individuals and teams to excel by using "psychological paychecks."

Click here to receive your free ebook: http://tinyurl.com/freeEngagement-Ebook

To your greater success!

Peter Mclees, MS LMFT
Principal

Want to improve engagement? Learn from Jimmy Fallon

Jimmy Fallon loves his job. And it shows! He loves to make people laugh and he likes being a member of a creative team, working with writers and honing his craft.

That is a good lesson for anyone in management: Share your enthusiasm for what you do!

Life is tough, goes the adage, but work does not need to be so hard all the time. Research reveals that employees look to management to help provide meaning for what they do. One of the best ways managers can do this is to generate enthusiasm

Here are some suggestions on how to spread enthusiasm:

Speak up. Employees need to know their supervisor cares about the work. Some managers are very vocal; they are like middle school coaches, always teaching and always spreading cheer. Other managers are soft-spoken preferring to chat one to one with employees about what they do and how it matters to the team. It doesn’t matter which approach you choose–but employees need to hear it from you.

Show employees their work has meaning: To take satisfaction in your work, you need to know it has meaning. Help your employees discover the meaning by connecting their work to the mission. Talk about how what they do makes a difference. You can have them visit customers to see how their product or service performs, for instance.

Celebrate the outcomes. When things are going well, make certain you mark the milestones. Spring for a lunch for the team, or have an after-work social hour. Spread the atta-boys and atta-girls around by praising people for individual actions they took to help the project succeed. [If you don’t tie the praise to specific actions, it loses impact.]

 

The Limits of Enthusiasm

Obviously, managers who do not like their work, or the people in it, will not do well at generating a positive mood in the workplace. No workplace is perfect; and work is hard. But that cannot be an excuse for badmouthing “the corporation” or dissing “management.” We are all responsible for finding satisfaction in our work. And if the work we do does not measure up, it may be a sign we would be happier doing something else.

Generating enthusiasm is not always easy but managers who can generate a sense of excitement about making a positive difference can create a work environment where people actually want to belong.

 

All the success!

Peter Mclees, Principal

P. S. Smart Development Inc. has an exceptional track record helping companies create a strong culture, leadership bench strength and the teamwork necessary for growth. Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

http://smartdevelopmentinc.com/

Three Ways to Inspire and Engaged Workforce

First... As leaders, we need to commit to being engaged ourselves, regardless of circumstances.

Be what it is you want to see more of.

More enthusiasm. Less cynicism.

More approachable. Less eggshells.

More patience and kindness. Less grumpiness.

More encouragement. Less withholding.

More listening. Less telling.

More time, effort, and care.

Whatever you feel is most important to making a better experience for everyone (and achieving great results), model it. No exceptions. Fall off the horse? The moment you realize it, apologize (to others and yourself) and get back on it.

Second... Have more frequent and meaningful conversations about what it is you and your team do and the value it is you and your team bring to the world. Show people the big picture through any external feedback you might get from the people you serve (the good and the bad). Share it as much as possible in order to help people be more connected to that big picture (your purpose... your reason for being). Consider a quick daily team meeting (Try conducting the meeting standing up—it goes quicker!) that allows everyone to share what they're working on so people feel more connected to each other.

Third... Work to involve your people more in solving the challenges you face. Wherever possible, let them lead the effort to make that something special happen. Ask people more frequently to give you their thoughts on things (good and bad). Periodically, ask people how they would change things if they were running the place. Maybe do it over a cup of coffee or lunch to make more of a personal connection.

The key to all of this really comes down to caring about the people we work with... involving them the way we'd like to be involved if we were in their shoes... treating them the way we'd like to be treated.

Not rocket science (like most things), just the golden rule.

It's about making that commitment to your leadership efforts that you're asking your people to make to their work and the people they serve. (Can you do that?)

Model what you want to see.
Connect more with the people you lead.
Involve them as much as possible.

All the success,

Peter Mclees, LMFT

Principal

P. S. Smart Development Inc. has an exceptional track record helping restaurants, stores, branches, distribution centers, food production facilities, and other businesses create a strong culture, leadership bench strength and the teamwork necessary for growth. Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

http://smartdevelopmentinc.com/

 

Managing Mediocrity

The art of addressing mediocre performance in a way that preserves the relationship is the subject of this week's Leader's Digest Mail Bag Q & A.

Dear Leader’s Digest:

I am struggling with some employees who are just not cutting it. Their performance is mediocre at best, but there is not enough cause to terminate them. Other employees have complained about them. Customers have not complained about them but they never receive compliments either.
 

I feel as though I am stuck with these people who are not up to par. How can I better handle employees who just skate by doing the minimum?

Dear Managing Mediocrity:

We hope you're sitting down because our answer is going to suggest more work than you might have hoped. But we can assure you that if you really want to raise performance for not only these low performers, but for the entire team, this is an approach that may help.

First, let’s agree on the real problem. The issue you're facing is not low performers. The issue is low expectations. If these two employees are truly low performers and yet “there is not enough cause to terminate them,” then you are operating in a culture with mediocre norms. And if that’s true, then the work you have to do is not first and foremost with the low performers, it is with chronically bad group norms. If your team was crystal clear on high performance expectations, mediocrity would be painfully apparent and you wouldn't have to make a tough call when it came time to coach, counsel or redeploy.

So, how do you reset norms? How can you set a high performance standard that makes dealing with mediocrity much clearer?

1. Confirm the Company’s HR Standard. You, your peers, your supervisors, and HR need to have a uniform and explicit understanding about the kind of performance you expect from employees, their position and the duties they are performing in your department.

2. Go Public. Once you have sufficient support from the people identified in step 1 for the hard decisions involved with a higher performance standard, you'll have to go public. Let people know the bar is being raised. Let them know of any implications for jobs, for development, and any other consequences people will need to understand so there are no surprises. Acknowledge that the norms-expectations were different in the past, without sounding self-righteous and judgmental of past leadership. Frankly state how things will be going forward and why this is right for the company and good for those involved. Sell the vision as a way of instilling pride and ambition. Let people know that there will be ample and just opportunities to upgrade their contribution, as well as how you'll support that with candor, coaching, and development.

3. Coach, Coach, Coach—Redeploy. Now live the standard. If someone performs below the standard,coach them—have the “content” conversation to let them know the gap between what they did and what you expected. Three factors set those who are adept at talking about mediocre behavior apart from the rest of the pack: research, homework and connection. First, you need to gather data. Have a talk with the marginal employees about what they like and don't like about their current work situation. What are their frustrations, aspirations, and concerns? Approach your “research” conversation with a genuine desire to discover underlying barriers and then see if you can find ways to resolve them.

Next, scrupulously gather facts—from memory and observation—that will allow you to describe in illuminating detail the difference between mediocrity and excellence. This is crucial. Many managers are so vague about the difference that they end up using the feel-good, mean-nothing terms that typically pepper pregame speeches, such as “We need you give 110 percent.” This advice may make sense to those giving it but it only confuses and insults the people who are supposed to change. Ask yourself, what actual behaviors can I describe to make this distinction clear?

Finally, connect your homework with your research. Explain how your recommendations will not only bridge the performance gap but help them achieve their aspirations. When you make this link your influence will increase enormously. Also, this would be a great time to use goal setting to engage the employee in identifying and resolving the performance shortfall.

If it continues, coach again—but this time have a “pattern” conversation—let them know this is now a chronic concern, not an isolated concern. If needed, this escalation is documented and any necessary support in the form of training, mentoring, work process change, etc., is offered. If it happens again, it’s time for a “relationship” conversation. At this point the person must know that redeployment is an option. This must be put in writing to allow no wiggle room in understanding.

In conclusion, the greatest challenge you'll face in coaching is not the individual's performance, but your own clarity. Far too few managers know how to articulate the difference between mediocre performance and good performance. And if you can't describe it you can't expect it. You must do the hard work of detailing the behaviors and results you expect to see and contrasting those with typical mediocre performance. Every minute you spend more expertly articulating expectations will save you an hour in debate and resentment later.

All the success,

Peter Mclees, LMFT

Principal

P. S. Smart Development Inc. has an exceptional track record helping restaurants, stores, branches, distribution centers, food production facilities, and other businesses create a strong culture, leadership bench strength and the teamwork necessary for growth. Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

http://smartdevelopmentinc.com/