NuLeadership

Category: Leadership

  • Need the Next Generation of Workers?: Upgrading Your Recruitment Strategies in 2023

    Need the Next Generation of Workers?: Upgrading Your Recruitment Strategies in 2023

    Pam was very irritated with her staff. At 69 years old, Pam thought her life would be better. Her department has turned over significantly with the retirement of several faithful employees. Now, she was left with an unmanageable situation. She was now left with young, inexperienced employees who were never happy with their situation. They complained about the pay and the long hours. She kept explaining that customers were very important. Older customers were furious when young employees would ignore them because young employees were busy texting on their smartphones. Yet, across the street, she saw her competitors getting more out of their young employees. Pam wondered how!

    INTRODUCTION

    Are you concerned about the lack of qualified workers for your business? Do you feel that you need a new recruitment strategy that goes beyond posting ‘Help Wanted’ signs outside of your establishment? Today’s small businesses are not exempt from a severe employment shortage sweeping the nation. Yet, the matter may get worse. 

    According to a Korn Ferry study, there will be a global human talent shortage of more than 85 million people in 2030, resulting in about $8.5 trillion in unrealized annual revenues. As businesses seek to recover from the pandemic of 2020, businesses will find many processes more difficult to operate effectively without quality workers. With clearly a shortage of workers, employers must rethink their hiring processes as it pertains to recruitment. This article examines how small businesses must learn new strategies to attract younger employees in the aftermath of the pandemic. 

    THE PROBLEM

    Recruiting younger employees will be difficult with the current recruitment practices. Today’s workforce is different. During the pandemic, employees quit their jobs in record numbers. The Great Resignation happened as workers sought out higher pay, greater fulfillment, and work balance. According to Forbes, 47.8 million people left their jobs for other positions by the end of 2021, as compared to 37.7 million people who quit in 2017. Right now, there is a huge demand for talented workers. 

    For the first time in human history, five generations co-exist in the same workplace. Generational differences are real. These generational employees include The Greatest Generation (born: before 1945), Baby Boomer (born:1946-1964), Generation X (born:1965-1980), Millennial (1981-1995), and Generation Z (born: after 1996). This multigenerational workforce is a huge advantage and liability for employers. Each generation brings its own unique set of traits that influence work culture. Conflicts are eventually because each generation brings its own bias. Given these generations, businesses must understand the generational differences in the workplace. Most managers are ill-equip to handle generational issues.

    Caption: Students like Grady, Kaelyn, and Trey get to work with professionals like Shawnee Mayor Ed Bolt to make a significant difference in their career readiness.

    GENERATION Z EMPLOYEES

    Enter Generation Z. Today’s small businesses and entrepreneurs must understand how to tap into this younger population effectively. Therefore, employers need to be better prepared for working with Generation Z. Who are the young adults that make up Generation Z? They are an age cohort characterized by the most global, diverse, and technological generation ever. GEN Z individuals have never known a world without smartphones and social media. They have also been called Digital Natives, Post-Millennials, Nextars, and iGenerations. In general, they were born in 1995 and after. This generation makes up about 26% of the U.S. population. GEN Z workers tend to have an entrepreneurial spirit that connects well with many small businesses.

    Unlike previous generations, Gen Z employees have different expectations. According to a 2019 Glassdoor study, Gen Z employees desire flexible hours and more understanding bosses. According to a CloudBees survey of 1,000 18-to-24-years in the U.S./U.K., three out of 10 job seekers stated the job was the most important factor in their job acceptance. Furthermore, 35% of survey respondents named salary and benefits the most important factor during their job search; 14% cited location. Additionally, the ability to work remotely was important to 10% of respondents. Another study revealed that Generation Z is driven differently. Job seekers selected technology as the second-most popular industry (76.5% of respondents), which was only behind arts, entertainment, and recreation (78%). 

    Caption: If you can’t connect with today’s students in an authentic fashion, you will not be a success. Dr. Green connects at a professional conference with students from Dilliard University (Louisiana).

    NEW SOLUTIONS

    Businesses need a new model to attract younger workers. Regardless of the factors that are driving this situation, most small businesses will need to retool if they want to attract younger employees. Unfortunately, many managers are not equipped to deal with attractive, fresh talent. 

    Caption: Through micro internships, Dr. Green is able to connect business students with business partners to solve client problems while building intimate relationships with the next generation of employees.

    Contrary to popular belief, money is not the only motivator for employees. In fact, money is not the only incentive that attracts younger employees. Given this reality, small businesses should consider the following creative ways to recruit more GEN Z employees:

    • Develop a human capital strategy that complements emerging hiring trends.
    • Create a compelling job description that demonstrates growth potential. 
    • Offer pay slightly above the industry minimums.
    • Provide a supportive culture that values all individuals.
    • Build an employee loyalty program with incentives to keep good employees. Small businesses need to protect their most valuable asset—quality employees.
    • Infuse technology and innovation into the operations when possible.
    • Develop an online recruitment program using Indeed, Glassdoor, and other recruitment websites.
    • Create or enhance a presence on LinkedIn for recruitment if applicable.
    • Connect with potential Generation Z employees by providing practical training, such as micro internships with local universities. 
    • Utilize flexible employee hours and remote working options. 
    • Incorporate a meaningful, frequent reward system.
    • Allow employees to create and innovate in their working environment.

    Are you prepared to recruit younger employees in a more effective fashion. Businesses are analyzing how to leverage market advantages in a world of super competitiveness and uncertainty. Human capital strategies are essential, especially in a worker shortage. Therefore, today’s small businesses must implement effective recruitment strategies for a multigenerational workforce. 

    Generation Z employees can be game changers because they are the most technology savvy, most diverse, and most entrepreneurial of any generation. With that said, recruiting them will not be easy using the standard operating procedure for recruitment. The pandemic has created a New Normal for recruitment. This article showed how small businesses could implement new strategies to attract younger employees in the aftermath of the pandemic. Pray that it is not too late.

    © 2023 by D. D. Green

  • The Great Resignation Aftermath:  How Today’s Leaders Can Retain Good Employees

    The Great Resignation Aftermath:  How Today’s Leaders Can Retain Good Employees

    Every time Pam heard a siren, she would freeze. Her children and husband were concerned about Pam’s mental state because of her hectic, non-stop schedule working in the emergency room of the local hospital. Twenty years of working in the ER was a tough enough job anyway. But the impact of the pandemic in the last two years had Pam rethinking her life. As she saw people dying from COVID who continued to believe it was not a real virus, Pam did not know what to believe. She had seen her own parents die from COVID, even though they were fully vaccinated and had taken all the recommended precautions. Now, her employer was telling her that she would lose her job if she didn’t get vaccinated within the next weeks. Additionally, because of a county mandate about meeting in large groups, she could not attend church in person. Pam wondered about her faith. All these things fed into Pam’s anxiety and fears. Given all of the stresses she was experiencing, Pam decided to turn in her resignation at the hospital. She had no clue what her future would bring. But she knew she had little job satisfaction. 

    Life, Pam thought, must be better doing something else.

    In 2020, many businesses were forced to lay-off workers The pandemic has caused individuals to rethink their career aspirations and life purpose. Anthony Klutz, an organizational psychologist and professor at Texas A&M, coined this phenomenon The Great Resignation. This article examines how today’s leaders can improve employee job satisfaction for better employee retention and recruitment in the aftermath of the pandemic. 

    Workers are quitting their jobs at a record rate. According to the U.S. Bureau of Labor Statistics, nearly four million Americans left their jobs in July. Resignations peaked April. Resignation rates are highest among mid-career employees. Those between the ages of 30 and 45 have shown the greatest increase in resignation rates. Additionally, resignations are highest in the tech and health care industries. Perhaps the quitting of jobs is due to some combination of the burn-out of having to “do more with less,” COVID fatigue, and a desire for a more purposeful life. A shortage of workers has meant that employers are forced to pay more to attract workers. However, jobs are still going unfilled. Klutz explains about this The Great Resignation, “It’s not just about getting another job, or leaving the workforce. It’s about taking control of your work and personal life, and making a big decision – resigning – to accomplish that. This is a moment of empowerment for workers, one that will continue well into the new year.”

    Why is job satisfaction important today? Some managers are not particularly concerned about the mental welfare of their employees. Employees are being paid to perform a task, these managers think. The relationship is viewed as transactional. Employees get the job done, and they get paid in return. Shouldn’t that be enough? If employees were machines, the answer would be ”yes.” However, employees are not machines. Employees are people. Job satisfaction is a major factor, especially in a period of worker shortage.

    Job satisfaction can be defined as ‘the level of contentment employees feel with their job.’ It varies from individual to individual. There are several characteristics that can contribute to job satisfaction, such as (a) the challenging nature of work, which can motivate employees to new heights, (b) a matter of convenience (e.g., short commutes, ease of parking, access to the right digital tools, flexible hours), (c) regular expressions of appreciation by the immediate management and the organization as a whole, (d) competitive pay, which helps employees maintain a good quality of life, and (e) the promise of career progression in sync with employees’ personal growth targets. 

    According to one study, 52% of voluntarily exiting employees said that their manager or organization could have done something to prevent them from leaving their job. Losing good employees is a financial burden to most businesses. it costs an average of six to nine months of an employee’s salary to replace him or her according to the Society for Human Resource Management. For example, an employee making $60,000 per year, would require $30,000 – $45,000 in recruiting and training costs to replace him or her.

    With COVID-19 continuing to impact businesses globally, today’s business leaders must consider new strategies to recruit and retain employees. Countless companies end up in a bidding war with other businesses in order to get the best workers in a shortage. According to research of more than 600 U.S. businesses with 50-500 employees, 63% of businesses said retaining employees is harder than hiring them. Contrary to popular belief, money is not the only motivator for employees. Also, money is not the only incentive that attracts prospective employees. Given this reality, businesses should consider the following strategies to promote employee job satisfaction among its existing work force:

    • Develop a human capital strategy that complements the emerging hiring trends. 
    • Train managers to have high emotional intelligence in dealings with their employees.
    • Monitor and track employee job satisfaction periodically via survey tools. Identify any root causes of dissatisfaction and develop a plan.
    • Provide frequent feedback on initiatives to improve employee job satisfaction, such as an organization newsletter.
    • Build employee loyalty program incentives to keep good employees and help protect the most valuable asset — quality employees.
    • Connect with Generation Z employees by providing practical training, such as micro internships with local universities. Programs can be like those in place at Oklahoma Baptist University, which provide business students with practical experience, while also providing local businesses with marketing assistance. 
    • Utilize flexibile employee hours and remote working options. 
    • Incorporate a meaningful, frequent reward system.
    • Allow employees to create and innovate in their working environment.

    In today’s changing landscape, leaders need to be at the forefront of creating a business culture that effectively retains good employees. Job satisfaction matters! According to a Harvard Business Review study, when employees are respected by their leaders, their job satisfaction goes up by as much as 63%. Additionally, the study showed that appreciated employees are 110% more likely to stay with their organization. Unfortunately, some companies fail to see the connection between employee job satisfaction and low employee retention. The pandemic proved that this misunderstanding of human capital is a competitive disadvantage for organizations. With the shortage of workers, some businesses find themselves in an increasingly competitive recruiting climate. This article demonstrated that today’s leaders can improve job satisfaction for better employees, given circumstances confronting employers in the aftermath of the pandemic. Pray that it is not too late.

    © 2022 by D. D. Green

    About Dr. Daryl Green: Dr. Daryl D. Green is a business strategist, awarding speaker, and noted author. He is the Vice President of Marketing at AGSM Consulting LLC where he provides strategic planning, marketing, and product development to emerging and existing businesses. He provides consulting, guidance, and management training for today’s small businesses. He is a business professor operating a small business in Oklahoma. He has assisted over 100 organizations across the globe with marketing and management problems. If you would like more information about this article or business assistance, please contact Dr. Green at drdarylgreen@gmail.com or visit www.drdarylgreen.com.

    1 “Who is driving the Great Resignation” by Ian Cook
    2 “Professor who predicted ‘The Great Resignation’ shares the 3 trends that will dominate work in 2022” by Morgan
    Smith
    3 “What Is Job Satisfaction? Definition, Factors, Importance, Statistics, and Examples” by Chiradeep BasuMallick

  • Growing Your Small Business With Fiverr.com: Tapping into the Gig Economy

    Growing Your Small Business With Fiverr.com: Tapping into the Gig Economy

    Bringing in a New Year creates a sense of renewal and opportunities. Yet, many small businesses have a ‘wait and see’ attitude riddled by uncertainty and unpredictability of the future. Most organizations have limited resources and must be cautious about their business growth. If you own a small business, what could you do with an extra stack of cash in your pocket by reducing your expenses while improving the quality of your goods and services? Over the last few years, I have been researching the freelance market in order to assist small businesses with the resource deficiencies that most organizations face.
    With uncertainty in the market and competition at a peak, most organizations should rethink their business strategies. December’s outlook was not entirely positive. The fourth-quarter marked the worst start for stocks in 10 years. Many experts are skeptical about the economy for several reasons including: failure of popular tech stocks and the fallout from the trade fight between the U.S. and China. There is a weakening global economy that is wreaking havoc to U.S. companies. According to the Commerce Department in December, U.S. factory outputs were showing signs of slowing down. All of these realities demonstrate that businesses are not safe by maintaining the status quo. Things are changing… like it or not. One of the glaring trends was a search globally for talent. While Fortune 500 Companies have the financial strength for this international initiative, most small businesses could not do this… until now.  In this discussion, we examine how today’s small businesses can leverage the power of the gig economy to secure great freelance talent to maximize their performance. (more…)

  • Strategic Leaders for Disruptive Changes in 2019

    Strategic Leaders for Disruptive Changes in 2019

    Are you ready for changes in 2019?  If you are like most organizations, the answer is probably ‘no.’  Yet, today’s challenges require a different approach. In fact, businesses fight to survive in severe economic conditions. Shareholders replace CEOs like they change defective light bulbs. It is frequent and unpredictable.  In hopes of salvaging the latest struggling organization, executives usually implement quick solutions by cutting costs (which translates to mean people) and attempting to stop the hemorrhaging through technology. Yet, can today’s managers continue to do the same things and expect different results?  
    Sadly, some managers foolishly rely solely on their experience to read market changes. Yet, the current market isn’t like the past! In many situations, managers are equipped to deal with the predictable.  Change that is either planned or incremental is addressed with a risk management approach. However, disruptive change is the hallmark of today’s markets. Disruptive change is sudden and unpredictable. Therefore, experience becomes a liability, not an asset. Organizations, using the old mode of operations, find themselves vulnerable. Established institutions fail. Unknown companies emerge to dominate new sectors. Clayton Christensen, author of Innovative Dilemma, attributes this phenomenon to disruptive innovation.  Therefore, survival depends on understanding the current markets and future trends.
     
    Most organizations need strategic leaders to oversee disruptive changes. Strategic thinking represents a different solution for contemporary managers. Strategic thinking is more than careful planning of the organization’s work. Strategic thinking consists of two components, which are knowledge about the present and foresight about the future. Charles Handy, author of The Age of Unreason, argues “Discontinuous change requires discontinuous thinking. If the new way of doing things is going to be different from the old, not just an improvement on it, then we shall need to look at everything in a new way.”  Watt Wacker, Jim Taylor, and Howard Means, leadership gurus, suggest a visionary leader with the capacity of ‘living in the present’ while ‘living in the future.” Therefore, duality becomes a critical attribute of exemplary leaders in disruptive environments.
    In summary, disruptive change is creating problems for most traditional organizations. Strategic leaders are needed.  Clearly, strategic thinking is different than routine planning of an organization. Unfortunately, some managers are unaware how this process can assist them in being competitive. Since contemporary organizations can no longer use outdated methods and cookie cutter solutions in this disruptive environment, managers must reexamine their operations. In fact, leaders must be flexible to sudden market changes. Therefore, effective organizations go beyond detailed planning to strategic thinking.
    Please share your ideas on this topic.
     

  • Building Emotional Intelligence in Today’s Leaders

    Building Emotional Intelligence in Today’s Leaders


    In the movie Remember the Titans, the story follows the integration of two high schools. Herman Boone (Denzel Washington) is hired as head football coach in a very emotionally charged situation. At any point, something bad could erupt. Yet, the movie captures the attitude transformation of the team. The team captain, who was an All-American defensive player, finds himself complaining about the selfishness of another player.
    Besides, this captain wasn’t supporting the head coach’s philosophy of becoming a successful team. Only when the leaders on the team supported the team strategy did the team start being successful.  Captains understand how to lead on their ships. In business, many managers do not know how to lead. Therefore, they are always lingering threats of a silent mutiny. How do managers stay engaged with their employees? In this discussion, we will examine how emotional intelligence can help today’s leaders better connect with their followers. (more…)

  • Inspiring Generation Z with Transformational Leadership

    Inspiring Generation Z with Transformational Leadership

    I was stuck right in the middle. I brought a group of GEN Y and GEN Z college students on a service trip involving our faith. The coordinator for our service project was a good man with great intentions for the team. However, he managed the group as an authoritarian leader with a  militaristic top-down approach. Feedback and input were not necessarily desired. While I was accustomed to this style and could adjust, this leadership style did not resonate well with the young members of the group.
    He conveyed to me that the students complained too much about the circumstances while the younger members complained about the leader not listening or caring about them. The relationship could have gone south. I provided each group a different perspective about each other. The leader attempted to make changes, including asking for my input from the group and the young members responded by acknowledging his attempt to build bridges. From that point, the group was able to achieve more and have a better relationship within the group. The situation reaffirmed to me the importance of understanding generational issues and how to inspire younger generations toward great performance.
    In today’s organizations, they face an arsenal of disruptive change and chaos all around us.
    Disruptive change speaks the changing nature of our society. In fact, our extensive experience about the past can haunt us in a world riddled with uncertainty. Having young employees who are technologically savvy and adaptable to these environmental climates could help an organization succeed. Yet, many executives do not know how to recruit, retain, or to inspire these young generations.    
    As a result, organizations that wish to compete today must understand how to inspire Generation Z employees for sustainable success. However, this task is not easy. When Generation Y (aka Millennials) entered the workplace for the first time, some managers were given bad advice. The advice included telling managers to praise Millennials regardless of their performance, reward them for just showing up to work, put hand-held devices in the hands (and get out their way), and allow them come to work whenever they want to (allow them to bring their puppies). In this scenario, the workplace becomes a magical place where every workday is filled with fun and excitement.
    That advisement was misleading and created unrealistic expectations of the workplace and resentment from older generations. What organization can afford to get Generation Z wrong under this global landscape?  Thus, understanding generational issues can assist managers with a multi-generation workforce and lead them toward greater performance as a team. In this discussion, I will examine how today’s organization can inspire Generation Z employees with transformational leadership.
    Today’s businesses cannot afford to overlook Generation Z. For the first time in history, five generations are co-existing together in the workplace. Each generation has distinct attributes, such as belief systems, expectations, and behaviors. Managing Generation Z will not be easy. Generation Z is the most global, diverse, technological, and entrepreneurial generation ever. In fact, they have never known a digital world without smartphones and social media. In general, they were born in 1995 and after. This generation makes up about 26% of the U.S. population. Each generation is shaped by parenting and its social environment. Managers should not merely lump Generation Y and Generation Z in the same category. Some experts note that Generation Z is more focused than Generation Y or Millennials.
    Forbes contributor Deep Patel in his article “8 Ways Generation Z Will Differ From Millennials In The Workplace” notes that Generation Z are more independent thinkers than Generation Y. He adds, “While millennials are often seen as more idealistic, and more motivated by purpose than a paycheck, Generation Z may lean more toward security and money. This is a pragmatic generation — they care about making a difference, but are ultimately motivated by ensuring they have a secure life outside of work. If you’re looking to recruit members of Generation Z, you may be able to tempt them with promises of job security and raises down the line.” Given the unique characteristics of Generation Z, employers cannot afford to use the same old recruitment and retention strategies on this younger generation.

    Dr. Green reads to Generation Z students at Revelation Ministries in Cape Town, South Africa.

    In this unstable environment, organizations need the right type of leadership for Generation Z employees. These younger employees will tend to respond better with transformational leadership than a transactional leadership style. In a nutshell, all managers are not leaders. Some managers are great at defining tasks and having the employees work toward that goal. They rule by their position in the organization. Otherwise, no one would follow them. In fact, these same managers are lousy at inspiring their employees. In transactional leadership, individuals lead others in an ‘exchange’ of work for rewards/punishment. If employees completed the assigned work scope, they would be compensated with wages, full employment, or other benefits; likewise, if they do not perform, they could be punished or fired.

    Dr. Green attempted to connect with Generation Z students at Revelation Ministries in Cape Town, South Africa.

    Whereas transactional leadership rarely produce zealots who are inspired in organizations, transformational leadership has the ability of getting the greater buy-in of followers. In the simplest sense, transformational leadership can be defined ‘as a leadership approach that causes a change in individuals and social systems…it creates valuable and positive change in the followers with the end goal of developing followers into leaders.” Generation Z employees need leaders who can connect with them and inspire them toward greater achievements. Generation Z are realistic and concerned about their safety and the world. Some would call them anxious. According to one study, 58% of Gen Z’s are either somewhat or very worried about the future. Below are some interesting statistics on Generation Z:

    • 66% say that technology makes them feel that anything is possible.
    • 76% feel that their online experiences will help them reach their goals.
    • 79% display symptoms of emotional distress when kept away from their personal electronic devices.
    • 72% of Gen Z want to start a business someday.
    • 30% feel their college has failed at teaching them applicable real-life business skills.

    Leadership guru Dr. Richard Daft argues that transactional leadership may not be enough in a disruptive, changing world: “Transactional skills are important for all leaders. However, in a world in which success often depends on continuous change, organizations also need transformational leadership…Transformational leadership is based on the personal values, beliefs, and qualities of the leader rather than on an exchange process between leaders and followers. Given the generational characteristics of Generation Z and the need for success in organizations, the following suggestions are offered to lead this generation:

    • Create a shared vision within the organization.
    • Get to know employees, especially newer ones in the organization.
    • Define goals, objectives, and desired objectives, making boundaries clear.
    • Ask for feedback when appropriate and follow-up on the endpoint.
    • Show how each person is valued within the organization.
    • Seek to inspire employees by tapping into their intrinsic rewards.
    • Build teamwork in the organization with group incentives (i.e., bonuses).

    With continual pressures to compete, today’s businesses need to have employees who are adaptable to disruptive changes. In our society, there are 5 generations that co-exist in the workplace. Perhaps, Generation Z with its diversity and ingenuity may be the best of all generations. Yet, managers who do not understand Generation Z employees may not be able to get the most out of them. In our discussion today, I outlined how today’s organization can inspire Generation Z employees with transformational leadership.  Unlike transactional leaders, transformational leaders must tap into their followers to find what motives them. Working with Generation Z employees will pose the same type of challenges. With change continuing to be more rapid and unpredictable, today’s organizations cannot hope to succeed without getting the best out of each employee. We pray that it is not too late to inspire Generation Z in your own organizations.
    Please share your insight on this topic.
    © 2018 by D. D. Green
    About Dr. Daryl Green:
    Dr. Daryl Green provides consulting, guidance, and management training for today’s business leaders. He is the Dickinson Chair at Oklahoma Baptist University. In 2016, he retired as a senior engineer and program manager with the Department of Energy after a successful career. Dr. Green has over 25 years of management experience and has been noted and quoted by USA Today, Ebony Magazine, and Associated Press. For more information, please visit www.drdarylgreen.com.

  • Uncertain World Needs Good Leadership

    Uncertain World Needs Good Leadership

    Welcome to the Nu Leadership Revolution! This blog explores the changing workforce and social environment as it relates to emerging leaders.  The status quo will not do! “Nu” represents a change from the old ways of doing things at least for emerging leaders.   

    Our lives continue to unravel as things we believe in disintegrate before our eyes.  Institutions are failing. Personal conduct is at an all time low. Wall Street continues to prosper as Main Street bears the financial hardship for our country.  

    Everyone is impacted–from the executive to the factory worker.  According to the Conference Board research group, only 45% of Americans are satisfied with their work.  This was the lowest level ever recorded by this group over 22 years of researching this area. One major reason cited was that workers do not find their jobs interesting.  In order to be more competitive, organizations need to retool and inspire workers to new levels of performance. Clearly, organizations need good leadership.

    What is needed, however, is a different kind of leader during these times of uncertainty. How can you become a stronger, more effective leader? I feel this revolution will start with a fresh, positive outlook from a new kind of engaging leader. Kevin Kelly, who helped launched Wired Magazine, noted,

    “Wealth in the new regime flows directly from innovation, not optimization; that is, wealth is not gained by perfecting the known, but by imperfectly seizing the unknown.”

    For over 20 years, I have tried to guide and inspire thousands through my lectures, seminars, and columns. As I speak to the issues facing organizations and emerging leaders, I solicit your input and insight.  Therefore, I ask that you join me on a journey towards improved leadership and personal empowerment.

     © 2009 by Daryl D. Green