Leadership and Being Visionary

One of the traits of a great leader is to be a visionary. Or is it? Throughout the various phases of my career I have often heard that this person or that person is a visionary. Most of the time I would have to agree. But not all of those people were in leadership roles. Some of them would never be in leadership roles. So, do you have to have vision to be a leader? Or, do you have to be a leader to have vision?

The answer to both questions is NO. That may be heresy to some people but here is what my experience has taught me. I have worked with great leaders. Some of them were visionary and were able to get us to make that vision a reality, and some were not. They inspired and led us to great successes. That ties in with what I say is my basic definition of leadership -- the ability to get a group of people to work together to achieve a common goal. But, a person with vision but no leadership ability is not likely to see their vision become a reality without a good leader.

On the other hand, a leader that does not have a vision can be just as effective as one with vision. That leader may recognize or inspire someone else’s vision and make it a reality. As I said above, not all people with vision are in leadership roles, nor are all meant to be leaders. A good leader does not worry about where the vision comes from, he/she only cares how to make it happen. Good ideas come from all quadrants of an organization and a good leader will recognize that and will be able to get everyone to work together to make the vision a reality.

So as I see it, one need not be a visionary to lead. It doesn’t hurt to have that ability but it is not required. And, one need not be a leader to be a visionary. What that means is that good leaders will either be visionary or inspire that in the people they lead.

When to Start Grooming Your Leaders

As a leadership consultant/coach I have often said (and blogged) that leadership begins with the most junior persons in your organization. If they are taught to do their job correctly and are given the tools needed to perform their roles then they can begin to experience what good leadership looks like and gives them something to model. I truly believe that.

Some organizations even take the next step and assign each employee a mentor. This is a good thing for the junior employee. In theory, this gives that junior employee a senior person that can help them navigate the organization, their career path, and allow them to voice concerns and other issues in a friendly environment. In my experience, though, I have rarely seen this work as it was intended. The person that is assigned as the mentor has his/her own issues and they are more often than not too busy, and either intentionally or unintentionally soon forget that they are supposed to be mentoring someone. That junior person often times doesn’t want to feel like pest so they don’t approach their mentor and the great idea fizzles.

The usual next step occurs when a person might receive some sort of coaching is after being moved into a VP or other “C” level role. Those that are fortunate are sometimes provided an executive coach to help them transition into the next level of the leadership food chain. This occurs in organizations that invest in their people and their businesses.

But I submit that there is a better time to invest in your future leaders (aside from when they start). I believe that when a person is moved up into their first supervisory role as a Senior Manager (there’s that word again), Project/Project Manager, or the Director level is the time to invest in them by providing them a coach.

Leadership is leadership, but the type of work a consultant/coach would do for an entry level supervisor/Director would focus, in part, on separate areas of this transition into leadership than it would for a VP or higher. This is their first foray into the leadership arena. This is where it is critical for that person to have guidance as they shift the types of responsibilities they bear. And in this first transition, an investment into the success of the new leader will have a more positive effect on the success of the organization.

So when should we start grooming our leaders? We should be grooming them from their first day on the job. But the time for more investment into them should come when they are moved into their first leadership role, not the one two to three levels up.

Are You Listening?

Have you ever had that person you work for (or vice versa) that seems to always be in the ‘transmit only’ mode of communication? You know the ones. The people that never really listen. They never seem to go into the ‘receive’ mode of communication.

They know everything. Just ask them. They will be glad to tell you how it should be done and why you should listen to them. And they know what senior leadership and/or your customers are thinking. Don’t worry, if you listen to them you will never go wrong. They have things to say and you need to hear it.

Unfortunately, these people are emboldened by actually being right every once in a while. And if they are wrong, well, they didn’t have all of the data. But for some reason, these people are often put into leadership roles and end up doing way more harm than good. The people under them suffer and the organization suffers.

People like this stifle new ideas or good suggestions. They make it difficult, at best, to get anything innovative or fresh discussed because they know it all. Even if they do allow something to be discussed, it will be shot down almost outright because it doesn’t fit their way of doing things. After all, they’re in charge and you’re not. They don’t want their position or perceived intellect challenged.

But here’s the thing for those of you that are this way…and some of you even know that about yourselves…you don’t know everything. You can’t do it all by yourself. You don’t have the monopoly on the right way to do things. And you’re really not that smart. You just learned that being more vocal and having one or two things go right for you got you this far. Trust me, no one gets where they are by themselves.

But there is hope. I believe that there are more people out there that are not this way than are. So for those of you that are in a position to promote the next generation of leaders or are doing a ranking of your subordinates, I know you recognize this trait in those that work for you. Work with them, or at least try to work with them, to overcome this deficiency. That is one of the jobs of a leader…the professional development of those under them. If they won’t change, or you don’t have time for that person to correct themselves, then don’t move them into a leadership role. Every one of them that got there did so because a leader or group of leaders that approved that promotion didn’t have the guts to pick a leader that could lead. Or one that could listen.

Are you listening?

No Poaching!

No Poaching!

You’re a Sales Leader (remember, if you've read my posts you will know that I detest the use of the word ‘manager’ for a leadership role), and one of your reps discovers another rep calling into his/her account. This is one of those time eternal dilemmas – territory, and who owns it. So what do you do?

There are many points here that are worthy of discussion. But what I want to focus on is the leadership role in this scenario. As Sales Leaders part of your job is to take care of your people. Sometimes that means making unpopular decisions both in their favor and against them. Remember, leadership is not a popularity contest. Now when you assign a territory to a rep you have tasked him/her with the responsibility of generating a certain amount of revenue (and preferably, exceeding that amount). Reps are very territorial, and a Sales Leader should be too. So when one of your reps encounters another rep poaching in his/her assigned territory, there is only one question to be answered first. Whose territory is it? To me, every other action stems from the answer to that question. And if there is no clear answer, the leadership team has failed their customers and their reps. I know there may be some sales leaders would disagree with me here but if you give a territory to someone then you should protect that territory for them, too. And for the rep, you should be working your entire account set. If you can’t, you need to let your leadership know about it.

So, let’s take a look at this. Why did another rep call into someone else’s account? Was it just an honest mistake or was it intentional? An oversight is easy to deal with, but an intentional encroachment is a different animal. Why would a rep intentionally call into an account that is not theirs? To me, there is no excuse for that. If a lead comes to you for an account that is not yours, it needs to be passed on to the right rep. Who knows, depending upon the situation, you may find yourself getting part of the deal. It’s not unheard of. But passing it on is the right thing to do and I don’t want reps that lack integrity representing me or my company.

Again, some of you may disagree with me here. But you assigned account to your reps and gave them the belief that they owned it. They shouldn't have to worry about poachers. And you, as a Sales Leader, need to back your reps. After all, you put them there. And as far as poaching goes, it doesn’t matter what the level of activity your rep has in an account, it’s still his/hers until you change it. If they are not adequately covering their waterfront, find out why and take appropriate action. You assigned the rep that account set and you should expect that they are doing what they can to cover it thoroughly and aggressively.

But there are other reasons why honoring the territory given to a rep is important. Assuming that rep is adequately covering that account, when someone else calls into that account they will not know the dynamics that are already in play. Many accounts have many internal customers that have different needs. So the rep that is calling on that account will likely know what is going on and what the dynamics are. When someone else calls into that account, for whatever motive/reason, it is very doubtful that they will understand what the moving parts are and may, in fact, derail a strategy that is already in play. Having two or more reps trying to sell the same thing into the same account just makes your company look disjointed, at best.

And this is where the leadership comes in. As a Sales Leader (or any type of leader) you are paid the big bucks to LEAD. But many, in my experience both directly and through observation, don’t. A Sales Leader is there, in large part (in my view), to make his/her reps successful. Part of that is done by assigning boundaries and setting expectations.  And if a Sales Leader doesn’t step in quickly and decisively to resolve issues like this, the problem(s) will soon take on a life of their own, and time that could be spent furthering revenue growth will be spent on non-productive activities like territorial disputes.

As I have said in other posts, too, leadership is not a popularity contest. Do what is right for your people. They will respect you for it. And if your rep(s) aren't covering their accounts adequately, deal with that too. Perhaps the account is too big or perhaps you have the wrong rep in the job. Do what leaders are paid to do. LEAD. Make a decision and resolve the issue. And when another rep encroaches upon your rep’s territory, take action. I don’t mean to be vengeful, I mean deal with the issue so that all involved can move on and be productive. After all, that is what you hired them to do, isn't it?

Work Life Balance

It’s 8:00 p.m., or later, and you’re still at your desk working. 

Is this you on a daily basis? More often than not, do you find yourself putting in way more time at work? 

The time I used at  the start this post doesn’t really matter, it could be 11:00 p.m. What matters is whether or not you are spending more time thinking about work or actually working, and not giving yourself some balance in your life. 

Do you have a Work Life Balance? 

It doesn't matter who you are, you need balance. 

Perhaps I am writing this because it’s summer. School is out and I am watching working parents still going strong at their work. I see the candles burning at both ends and I know what that can do.

In one of the commands I served at in the navy, there were these guys that actually prided themselves on being in first (to beat the boss to work), and not leaving until well after everyone else. 

It was almost like a competition among themselves to see who could work the longest. 

I am not just talking about being there way early or late when they had a mission to fly. I’m talking about doing this every single day, and weekend’s too. 

Don’t get me wrong, there are days where the midnight oil needs to get burned at work. That’s part of the job. 

But what isn’t (or shouldn’t be) part of the job is to allow work to consume your life to the extent that your private life suffers (and I am really talking about family but this applies to those without families too).

I have seen this in the corporate world just as much as I did in the military. 

In truth, for part of both my military and corporate careers I fell into this trap as well. 

When the first company that I worked for after I left the navy moved us all to home offices, I was at that desk until bedtime most nights…and weekends too. 

My family suffered for it. I thought I was doing the right thing by trying to be the best at new job. There was always plenty to do.

Eventually, I saw the negative side of this approach to work in my colleagues and myself. 

Even though many of these guys were successful at their jobs, a lot more of them than I care to mention ended up with health problems and/or family problems. 

These were good people and they were some of the best in their fields. 

But I watched too many friends put themselves in this situation and it cost them personally. It wasn’t so much the health side of it, but the family side. 

More friends than I care to count have broken homes and marriages. 

They didn’t get married and start a family with the intent to neglect them. I’m sure that none of them ever thought they were doing that. 

But by not putting some balance in their lives, they were exacting a toll. And the toll was felt by their families and themselves.

Once I realized the negative impact that my work approach was having, I started to make changes. I also talked with many of my friends about what I was doing.

Those that have been candid with me have often told me that they wish they had listened when they were told about balancing their lives.

So, I am not going to try to tell you how to do it, but I will tell you that you NEED to do it.

You need to balance your work life and your personal life. Your family needs it and you need it. 

There are numerous benefits to doing this that I am sure you can figure out or research. 

And if you’re in a leadership role, this applies to you even more. 

For one thing, if you’re doing your job as a leader correctly, you should be able to take a week off and the ship should not run aground. 

Secondly, as a leader, you should want the best for and from your people so get them to understand the importance of balancing their lives too. They’ll be better for it, as people and as employees.

Remember, you won’t always have that job and nice office. And if you’re not careful, you may not have your family either. 

Find a way to balance them both so that both benefit.

So, tell me. How do you balance your work and personal life? 

For more information about how The Cobalt Group can help you with Work Life Balance, or any business or leadership challenges you are facing, Contact us.

We want to hear what you think. Leave a comment and let’s start a discussion.

Copyright © 2013 The Cobalt Group, LLC. All rights reserved.

Positive Leadership

Leadership is a dynamic environment. There are a lot of moving parts. 

It is a great responsibility for leaders to keep track of all of these parts. 

Not only are they responsible for some aspect (or all) of the business and its growth and success, they are also responsible for the people under them too. 

It’s those people that actually contribute to the success or failure of those business goals.

Too often, leaders (or people in leadership positions) ignore the care and feeding of their employees and partners. The truth is, it’s part of a leader’s job to help their people succeed as much as it is to have the business succeed. 

I believe that it is, perhaps, the most important part of a leader’s job.

So when your people are neglected or, worse, berated, why are some leaders surprised when they fall short of their goals? Why do they seem confused to see a high turnover rate among their people? 

If you’re one of those people in a leadership role and have honestly asked yourself either or both of those questions, you may be using negative leadership. 

Negative leadership, in my view, is when a leader doesn’t take care of his/her people and doesn't instill them with the same desire to succeed as he/she has. 

Instead of finding the good in people they point out the faults and often blame others for their own misgivings. It is not a good environment in which to work or grow.

Positive leadership is the opposite. 

A positive leader gets to know what motivates his/her people. He/she takes interest in their success as well as that of the business. 

They understand that their people are what makes their business succeed. They make their people part of the solution and not just implement it. 

They instill confidence in their people’s view of them as a leader and of the organization, and they instill self-confidence in their people. They give positive feedback more than they do negative feedback. 

They want their people to believe in what they are doing and feel as though they have a stake in it. 

Basically, they engage their people so that they want to come to work.

There is a line here where a leader can overdo it. 

Know your people and know their primary motivators. 

By doing this you will know how to adapt to each of them and their drivers. Then you will know which people require more interaction and which require/desire little to none. 

This is important because most people know when they are being played and they can see right through it. Be sincere!

Also remember, you will not please everyone all of the time. Stop trying. 

But if you are doing your job as a leader correctly, you are trying to find things to praise your people for instead of just pointing out the negative. 

People work better in a supportive environment.

I call that Positive Leadership.

For more information about how The Cobalt Group can help you with leadership development or employee engagement, or any business or leadership challenges you are facing, Contact us.

We want to hear what you think. Leave a comment and let’s start a discussion.

Copyright © 2013 The Cobalt Group, LLC. All rights reserved.

Indecision is a Terrible Thing. Or is it? I Can’t Decide.

Following up my post on the 3 Ds of great leadership, I wanted to delve a bit more into the first of the the 3 Ds – Decide.

One of the things I have seen in my corporate career that has baffled and frustrated me far too often is when leadership can’t or won’t make a decision. I know you’ve seen it too. 

I rarely saw this in my Navy career. 

But in the corporate world, that was one of the first things I noticed – leaders afraid to make a decision. So, knowing that I came from a more regimented culture, I asked around to find out why.

I was told many things: 

People’s jobs are on the line. 

Or, politically, that person does not want to make the decision to go in a certain direction. 

They are afraid to disagree with someone. 

They are afraid of the potential dangers of a certain decision. And the list goes on. 

I was astonished. I thought that making a decision was, in part, the job of a leader. 

I can tell you that in the Navy there was never situation like ‘Oh, I don’t know, Admiral, I just don’t know enough about the target area to decide on the best way to attack it’. 

That would have gone over like a submarine with screen doors.

Leaders are supposed to make decisions. That's why they were put in a leadership role.

They make decisions on how to grow their business, what their business strategies are, whom to hire, whom to fire, whom to promote, which companies to partner with, which opportunities to pursue, etc. 

But as I said, far too often I have seen decision paralysis seemingly be the norm, and I’ve seen it at all levels of the food chain. This is one of the areas, as an executive/leadership coach, that I work with my clients about.

If you’re a leader of anything, you have to make decisions. 

Sometimes those decisions may be that there is not enough information to make a final decision. 

Then make the decision to gather the required information and set a time to get back together and factor that new information into a – Decision.

Here’s a simplified way to go about doing this. 

Define the issue that needs a decision. 

List your options. 

Discuss those options and take the inputs from your team. Make them part of the process. 

You probably didn’t get to the position of leadership because you were stupid, so use your intelligence and that of the team that surrounds you. 

Now weigh the possible outcomes. All decisions will have consequences good and/or bad. 

Once you have done all of this, make the decision you feel is best. 

Then go with it.

Not every decision will be right. You will make incorrect decisions and your people will too. 

But as leaders, you have to get away from the Zero Defect mentality that seems so pervasive. 

You know, one mistake and you’re gone! I've seen that happen all too many times. And good people were sacrificed at the altar of perfection.

I’ve learned more from the mistakes I’ve made than the first-try successes. 

Let your people learn from them too. I am not talking about gross or willful negligence, but we can all learn from honest mistakes.

So make a decision and monitor your progress. If the information you have changes, then adjust course where/when necessary.

Don’t let indecision paralyze you or your business. 

There is an axiom that was true in the military and it is just as true in the corporate world….

Lead, follow or get out of the way. But make a decision!

For more information about how The Cobalt Group can help you with leadership development, or any business or leadership challenges you are facing, Contact us.

We want to hear what you think. Leave a comment and let’s start a discussion.

Copyright © 2014 The Cobalt Group, LLC. All rights reserved.

The 3 Ds of Great Leadership

Leadership is such a rich and vast topic. There are countless books and experts out there that will tell you what good leadership is. 

It is hard to put a single quote or sound byte that encompasses good leadership.

I want to take you beyond good leadership and talk about great leadership.

I've seen poor leaders, good leaders, and great leaders. I've learned from them all. 

But the great ones shared a common set of traits. They understood that great leadership, in part, can be boiled down to 3 Ds. 

Decide. Delegate. Disappear. 

I learned this concept many years ago as a young junior officer in the Navy. It set the framework for my approach to leadership since. 

Although this is a very rich topic, I will do my best to keep it within the constraints I established for the length of my blogs, even though I feel that it warrants much more space. 

So here we go...

Decide. Your job as a leaders is to make a decision and move forward with it. 

If you have to get something delivered to the corner of 4^th and Main, look to the people in your organization that know the streets. Take their inputs on which roads are the best to travel. 

Some may be one way streets and others may have construction happening. The point here is that getting the input from those that actually know the lay of the land is important. 

When people are given a voice in the decision making process they will take more ownership of the outcome. And when they feel like they have more of a stake in the outcome, they are more motivated to see it succeed. 

So after you have taken all their inputs, make the decision on what the path will be. It may be that you chose your own route, their suggested route, or a blend of the two.

And now YOU, the leader, will own that decision. If the delivery is successful, you give praise to your people. 

If it fails, YOU take ownership. 

After all, YOU made the final decision on the route chosen.

Next, you...

Delegate. Once a decision has been made, delegate the responsibilities to those that are actually going to accomplish the tasks. 

In our scenario, that means letting the people that are going to make that delivery do their jobs. Define the parameters under which they are to operate, then trust them to work within those confines. 

If you trusted them enough to take their input when deciding how to best reach your destination, trust them to do their jobs the right way. 

They want to know that you have confidence in them. They want to know you trust them to do what you asked them to do.

And then you…..

Disappear. This doesn't mean go back to your office and close the door. It merely means that you now let them do what you have asked them to do. 

If you have clearly defined the parameters within which they should operate, and have delegated the responsibilities to them, stay out of their way. 

Don’t micro-manage them. 

Now, what that means to one person may be different than it does to another. 

What this is to me is simply…don’t be a helicopter leader that is always hovering above them. Stay engaged, offer assistance and support, get status updates, but don’t be in the way. 

Your people are your experts. 

Trust them to do their jobs and trust them to come to you when they need you. 

Train them to do that. You will have a much better and more successful organization if you do.

This frees you up to do what you are there to do, LEAD!

As I said at the beginning, this is a topic that deserves much more time and space than I allot for my blogs. It could actually fill books, I am sure. 

So as you look to improve your leadership abilities, and thereby set the example for those you are leading, remember the 3 Ds and live them.

Decide. Delegate. Disappear.

For more information about how The Cobalt Group can help you with leadership development, or any other any business or leadership challenges you are facing, Contact us.

We want to hear what you think. Leave a comment and let’s start a discussion.

Copyright © 2013 The Cobalt Group, LLC. All rights reserved.

Qualifying the Deal – Risk Assessment

There are many aspects to qualifying a business opportunity. 

Although each company has their own template, my experience is that about 90% of that content across companies is the same with the remaining 10% being specific to each company. 

One that should be in everyone’s template, that I often don't see, is Risk Assessment.

We often look at things like customer needs, solution fit, win probability, compelling event, etc. 

But how many times to we analyze the risk? Can we really do the job successfully? 

As a new sales guy one of the first mantras told to me was to "never confuse selling with implementation." I use it as a joke now but I never bought into it. 

Putting myself in the customer's shoes, I felt that if I want the customer to buy from me again there has to some trust and confidence in me and whatever I am selling. 

As a business development executive it was more important to do a risk assessment as part of the qualification process so that an opportunity was truly qualified and we weren’t just drinking our own bath water in our decision to bid/no bid. 

Here are a few things to consider in the risk assessment column before determining that you are the best choice for the customer:

•   Can you really do what you say you are going to do for them?
•   Can you really deliver it? What are the critical elements of your implementation plan?
•    Are they interdependent upon other things?
•    What could cause you to fail?
•    Can you mitigate that?
•    Can you really staff the program?
•   Have you ever done anything on this scope before?
•   From a cost perspective, will you be able to control costs and stay profitable over the life of the program?
•   Can you work within the contract vehicle type and deliver? (CPAF, FFP, etc.)

There are many other factors to address but the main point here to remember that risk assessment is as much a part of the qualification process as any other element. 

Winning is great, but being unable to deliver is not.

For more information about how The Cobalt Group can help you with the risk assessment of qualifying business opportunities, or any business or leadership challenges you are facing, Contact us.

We want to hear what you think. Leave a comment and let’s start a discussion.

Copyright © 2013 The Cobalt Group, LLC. All rights reserved.

The Promotion Conundrum

How many times have you sat around the water cooler discussing what is screwed up with those people in positions of leadership above you? I am guessing that only a few of us have not done this at one time or another. 

But here is something to think about the next time you sit around complaining about your company’s leadership at any level. We are responsible for placing them there.

I’ll use sales as an example. I have seen too many occasions where the #1 sales rep was promoted to be a Sales Manager (I hate that word). 

The thinking was, hey, he/she was the number one rep for me (maybe more than once) so they must be able to fill that Sales Manager job. 

Most of the ones I observed failed. Not because they were not good sales reps or were not good people, but in most of these cases they were not ready to lead, and when put into positions of leadership they were not equipped with the right training to even have a chance. 

I have talked with many of them afterwards and, to a person, they all freely admitted that they were not really ready for a leadership role.

If you want to fix the problem you perceive exists in the leadership structure of your organization, pay attention to how you promote or rank people. 

Promote people according to the entire package. Technical expertise at whatever job they hold does not equate to leadership. 

That is only one part of the package. But, if they cannot lead ants to a picnic then they are being set up to fail.

To get real leaders in place, promote the person with the total package. You know who can lead and who cannot (at least without some training). 

If you promote the ones that are better leaders you will get better leadership. Just because someone is the best sales rep doesn’t mean they will be a good sales manager. 

My financial advisor always says that past performance is not a guarantee of future performance.

So you leaders out there (and those of you that eventually get into those roles) need to start by grooming your replacements. 

By preparing those under you to replace you when you move up (or on) you are helping yourselves, your companies and your future leaders. 

Or, we can keep promoting those that are not ready so that we can have more people to talk about at the water cooler.

For more information about how The Cobalt Group can help you with any business or leadership challenges you are facing, Contact us.

We want to hear what you think. Leave a comment and let’s start a discussion.

Copyright © 2013 The Cobalt Group, LLC. All rights reserved.

Where Does Leadership Begin?

For the last 35+ years I have listened to people in both the military and in the corporate world complain about how screwed up their leaders (upper management) are. 

And often times, they are exactly right in their views too. In truth, I have been guilty of it myself. 

But where does leadership begin? 

Does it begin with the CEOs? With the company Presidents? With the Vice Presidents? With the Directors or Program Managers? 

The answer is – NO! 

Leadership begins with each of us, from the entry level person to the highest ranking person in the company. 

We exhibit leadership when we take care of our own responsibilities and help others when we are able. If we all did that, how much better off do you think we’d be? 

But, nonetheless, it is common place to criticize those in leadership roles over us. Sometimes the criticism is warranted and sometimes it is a placebo to make us feel better about the things at which we are lacking or failing. 

When I got to my first operational squadron in the Navy I started a log entitled If I Become King. 

I would write down the things that I liked and didn’t like about a variety of things I saw, including my leaders and the things they did that made me shake my head in amazement. It's a good thing I had all the answers back then.

I kept that log until I became a Lieutenant Commander (O-4). Then one day when I was a department head I went back and reread that book. 

Actually, that was why I kept the book. I wanted to remember the things I liked and didn't like, and would do and wouldn't do when I Was King.

Wow! Over 75% of the things I criticized about leadership turned out to be more about my own misgivings than the leaders I was commenting about. 

That was when I started getting the idea (even after all of the formal leadership training I had received in the Navy) that leadership starts with me, not my leaders. Self Leadership!

It was up to me to do my part in the big picture. If I couldn’t lead effectively there, how could I expect to effectively lead when I got a bigger piece of the pie? 

Leadership starts from the bottom up! It starts with SELF!

For more information about how The Cobalt Group can help you with any business or leadership challenges you are facing, Contact us.

We want to hear what you think. Leave a comment and let’s start a discussion.

Copyright © 2013 The Cobalt Group, LLC. All rights reserved.