Category Archives: Blog

Why Sports Mediation Can Improve Team Performance

As a practitioner in appropriate dispute resolution, I often like to look back on my experiences prior to entering the field. Having around a decade of business management experience, coaching runners for just as long, and spending countless more years as an athlete (though not a great one), I have seen my share of conflict in business and in sports. As a business manager I’ve seen employee-to-employee disputes, employee-to-customer disputes, customer-to-customer disputes, business-to-business disputes and so on. As a coach and athlete, I’ve seen various types of athlete-to-athlete disputes, coach-to-athlete disputes, coach-to-coach disputes, and about every other combination of stakeholder group disputes that you can imagine. Some of these disputes were short-lived and ended well, others ended in dismissal, suspension, or another form of punishment, but I would argue that most did not “end” at all. In fact, I believe that most internal team disputes quietly fester and ultimately create dysfunction on a larger scale, leading to stifled team performance and ultimately significant costs in the form of both dollars and wins.

Personally, I believe that the business world can learn a lot about the costs of ongoing internal team disputes by studying the impacts that they can have on the performance of sports teams. In sports, you don’t have to be an appropriate dispute resolution practitioner to spot a dysfunctional team that suffers from internal conflict. It is blatantly obvious by both their performance on and off-the-field. Internal conflict can lead to costly miscommunications, penalties, ejections, and losses. Further, team frustration and anger over growing conflict may also end up leading to PR embarrassments, as players or coaches relieve their frustrations in public view. Of course, I’m not saying that PR embarrassments are always related to internal team conflict. More often, I believe that teams who continue to suffer PR embarrassments have systemic problems within their recruiting methodology and/or lack conflict management systems and training within their organization. However, the basic argument that I want to make is that internal conflicts and disputes lead to noticeably diminished team performance.

Why is Sports Mediation a great solution for resolving internal team conflict?

Highly functioning teams need to be able to communicate effectively and often between team members. When disputes arise between team members and they are either reprimanded or made to sweep the dispute under the rug, there is no real resolution. This often leads to strained teammate communication, as individuals may only communicate when absolutely needing to do so, which can then wreak havoc on the way the entire team begins to function. For example, think of how it feels when you’re caught in the middle of a dispute between friends or family members. Does the dispute begin to wear on you and change your communication patterns with others?

As a manager, I can remember mediating a dispute between two employees in which both of them had become so angered that they had refrained from talking to one another. This put a large stress on other employees and made it blatantly obvious to customers that something was dysfunctional. As their manager, I was able to tell them that their “solution” (to not talk to each other) was not acceptable and that they would either need to be willing to mediate and resolve their differences, or I would have to make necessary changes, as their behavior was not acceptable in a team environment. Grudgingly, in separate conversations, they both agreed to come to the table and talk to one another. Utilizing narrative mediation we were able to uncover attribution errors and break down other previously held assumptions that they had about each other. Apologies were readily given with these new understandings. I was then able to guide them toward developing a plan, including processes for more effective future communication to avoid falling into the same patterns that led to their original dispute, and future courses of action should another unfortunate event happen. Not only would their working relationship soon recover, but their friendship did as well. Had I simply reprimanded them and then ordered them to adhere to a solution that I came up with, they never would have truly resolved their differences. They might have tolerated each other to save their jobs, but they would not again have functioned as part of a finely tuned team.

This is precisely why mediation in sports is so important. Teammates, coaching staff, administration and other contributing entities have enduring relationships. If they do not resolve their disputes and other internal conflicts, the team as a whole will fail to work together in the harmonious way required of all beautifully and finely tuned machines. In other words, the team will underperform.

Besides Sports Mediation, what other steps can teams take to mitigate internal conflicts and disputes to improve performance?

There are a number of steps that teams can take on their path toward becoming “finely tuned machines.” Among which are to resolve and mitigate conflicts by getting key members of their team and coaching staff trained and by hiring a sports-conflict practitioner to consult with them on a regular basis. To further reduce internal team conflict, a sports-conflict practitioner can regularly facilitate their meetings to uncover and resolve areas of conflict for athletes, coaches, and administration. Of course, sports mediation can always be utilized as needed to make sure that disputes don’t “fester” and become larger problems. Teams can also employ a part-time of full-time Ombudsman. Ultimately, when team stakeholders work with a sports-conflict practitioner, I feel that the practitioner’s input and coaching also begins to increase the “conflict IQ” of all stakeholders involved, leaving them more able to quickly resolve their own day-to-day future conflicts.

To put it bluntly, I believe the inner workings of any well-functioning team must include the ability to resolve conflict appropriately and expeditiously if they are ever to reach their full potential. Services such as sports mediation, team facilitation, and Ombuds services are relatively low-cost, high-impact solutions for mitigating internal team conflict and improving team performance. I am particularly adamant about these services not only because I am a practitioner in the field and have seen their benefits, but because I can look back on my prior experiences as a manager, coach, and athlete and truthfully say that I believe many unresolved conflicts would have been resolved and led to improved team performance had the appropriate dispute resolution services been utilized.

Author: Jeff Sather

Is Mediation in Sports Best for Fans?

Conflicts in sports – especially those in high-profile sports leagues – differ from many other high-profile conflicts due to the nature of stakeholders in the conflict. Fans of players, teams, and leagues have an unorthodox relationship with these organizations and entities. The fans are stakeholders insofar as what happens with their given interest truly does impact their lives. A fan will have much interest in what happens with their favorite player, team, or league, to the point where their identity is often tied into that interest. However, fans are not stakeholders in the conflict in a traditional way of being a stakeholder. That is, they (generally) do not have an actual monetary or other tangible stake in the outcome of the conflict. The fans are generally not present for the resolution of the conflict, no matter which system is used, yet are impacted nonetheless. Due to this special relationship between fans and those in the conflict, use of mediation in sports may be able to resolve the conflict in a way that appeals to fans the most. Mediation in sports could offer a quick resolution and a win-win scenario, both of which lead to higher morale among fans.

Mediation in sports is a relatively quick process

When a conflict occurs within an organization, it clouds the fans’ perception of what is going on with regard to the actual sport. The longer the conflict lingers, the more time the fans have to become frustrated. In terms of having a good relationship with fans, an organization should want to have as few, as small, and as quick of conflicts as possible. Mediation is touted as being a conflict resolution process which, when effective, can bring about resolution in a timelier manner than litigation, arbitration, or negotiation because of the informal and open nature of the process. If a sports team is able to resolve a conflict quickly, fan morale will be less likely to suffer.

“Win-Win” from mediation in sports can have positive effect on morale

The primary reason for fans to engage in sports is for the enjoyment of the game, whatever game that may be. When conflicts happen, fans will often have lower morale, spending the time normally devoted to the enjoyments of the sport thinking about the conflict. Use of meditation in sports could combat this negative effect by being an avenue for the two sides to work together. If fans believe that the two sides of the conflict will resolve it in a way that could potentially lead to a healthy working relationship going forward, they may worry less about the long-term impacts of the conflict, and suffer less from changes in morale. Mediation as a process aims for and allows both parties to ‘win,’ which can help those in the conflict to have a much better post-conflict relationship. Due to the relative speed of the mediation process, a conflict has less of a chance of lingering in the media and becoming a public relations nightmare. A conflict will have more lasting impacts on fan support and morale the longer it persists over time. With this in mind, fans will be able to confidently focus on the enjoyment of the sport, knowing that the conflict will have less impact than it might if it were to be litigated, arbitrated, or negotiated.

While sports organizations may have legitimate reasons for wanting to pursue other mechanisms of conflict resolution than mediation, fan morale should be kept in mind as a reason to consider mediation in sports.

Author: Mitchell Kiefer

Reinventing the NCAA: A Conversation with Faculty Athletics Representative Jo Potuto

In this episode of SCI TV, we explore the theme of Reinventing the NCAA with the University of Nebraska’s Josephine Potuto. She discusses issues and perspectives regarding reinventing the NCAA, and improvements to the system to make it a more enriching and consistently positive experience for student-athletes.

About Jo Potuto

Josephine (Jo) R. Potuto has been Nebraska’s faculty representative (FAR) at the NCAA and conference level since May 15, 1997.

In 2002, Potuto was named Outstanding Faculty Athletics Representative by the All-American Football Foundation. From 2008-09 to 2011-12 she was president of the 1A FAR (FARs from FBS institutions). Among her NCAA positions, Potuto spent nine years (the maximum) on the NCAA Division I Committee on Infractions (chair her last two years) and currently substitutes when a member cannot serve. She was one of three Big 12 Conference representatives on the NCAA Division I Management Council, served on the NCAA Men’s Gymnastics Championship Committee, and currently serves on an NCAA-wide (all divisions) committee to advise NCAA staff on student-athlete issues and educational programming for coaches, staff, and student-athletes.

A sports law expert, Potuto regularly lectures and consults on sports issues in general and NCAA processes in particular. She is an expert witness in litigation involving sports issues. She testified before the House Subcommittee on the Constitution regarding due process in NCAA infractions hearings.

Potuto earned her bachelor’s degree in journalism at Rutgers’ Douglass College, and her master’s degree in English literature at Seton Hall. She earned her juris doctorate at the Rutgers Law College.

Group Dynamics in Sport with Dr. Mark Eys

Sports Conflict Institute’s Joshua Gordon and Dr. Ken Pendleton discuss group dynamics with guest Dr. Mark Eys, co-author of Group Dynamics in Sport. They cover elements of group cohesion, it’s effect on performance, and which team activities build or undermine cohesion.

Group Performance is Complex

Successful group performance is the result of many complex factors, but Dr. Mark Eys of Wilfrid Laurier University specializes in teasing out which factors matter, or at least which can make the difference between winning and losing in a close matchup.

Correlation Between Cohesion and Performance

“Ultimately if there is overwhelming talent, it’s going to overwhelm,” Eys admits. “But (cohesion) could be the differentiating factor when you’re talking about groups that are equal with respect to strength.” Studies do show there is a reasonable, moderate correlation between cohesion and performance.

Myriad Factors

So what makes a cohesive team? “When you think about group performance as an outcome variable, it’s very complex,” Eys says. These factors can be related to leadership, role acceptance, environment, and personality. Two of the most studied are social cohesion, a sense of belonging, and task cohesion, how united a group is around completing a particular task.

Goal Setting is Critical

To improve both types of cohesion, Eys recommends teams pay special attention to goal setting and not just individual goals. “Getting on (the same) page from a task perspective is probably the first and most pragmatic activity groups can do. Make sure you understand what you’re striving for and how you’re going to get there. Set performance and process goals that are very specific, that athletes can buy into during practice, that coaches are involved, and that you monitor over time. I think it keeps the team directed.”

More Isn’t Always Better

There could also be such a thing as too much cohesion. “If social cohesion is really high, it can lead to distraction around completing a task,” Eys said. “There might be this tradeoff if you consider both the social and task aspects of cohesion. We don’t want to get to a point where we can’t have open and honest conversations.”

Hazing

A form of team activity that tends to be destructive to cohesion is hazing. “(As a team) you have a goal of welcoming players, to initiate them, to bring them into the fold of the group,” Eys said. “Hazing obviously is a real nasty level of initiation and welcoming. There are alternatives, (and doing) welcoming activities in a more positive fashion is really important.”

Proactive Approach Can Prevent Many Issues

Eys believes that studying and understanding group dynamics allows teams to be proactive with the inevitable conflicts that arise in sports. “It’s a really emotional laden environment; players play because they want to be on the field, they have desires that might be in conflict with other players. The more proactive you can be about these issues, and the more thought that can go into the group processes ahead of time, is really important.” Thinking about role development, cohesion, and goal setting Eys says, “can save a lot of pain later.”

Watch the entire interview: https://www.youtube.com/watch?v=L42QNg-m1Y4

Cornell University’s Jen Baker Discusses Leadership Development on SCI TV

With leadership such an important element of team success, Sports Conflict Institute’s Joshua Gordon and Dr. Ken Pendleton recently spoke with Jen Baker, the Director of the Big Red Leadership Institute at Cornell University, about her approach to leadership development and how it can help student athletes perform their best both on and off the field. As a student athlete, naval officer, business owner, coach, and teacher, Baker has developed her leadership skills across many settings and believes in a diverse set of leadership styles. “There is a lot of different thought out there on how to lead and all of it is right quite frankly. The right way to lead is the way that feels the most authentic to any given individual.”

Leadership Style

So how to know your leadership style? Baker stresses the importance of identifying your personal values: “Until you understand what grounds you it’s very difficult to take on the presence of a leader. (We try to) grow that awareness, building that intuition as a leader. Where is that decision coming from? Is it coming from me and how I see the world or from my team and what’s best for them?”

Critical Questions for Leaders

As an athlete or a coach, making decisions can collide with team culture and tradition. Leaders have to constantly ask questions, Baker emphasizes: “How is this serving our best interests? How is this helping us win a game on Saturday? How is this helping us win a championship? If you can’t answer those fundamental questions, leaders have to step up and do the right thing, even when it feels difficult.”

A Learned Skill

When asked if certain people are better suited to leadership roles than others, Baker thinks that is a major social misconception. “Leadership is a skill, and skills can be learned, like throwing and catching. There is a natural bias to favor the extroverted. Leadership has nothing to do with comfort in social skills. It also has nothing to do with athletic ability. Our mission is to empower (people) to step into those roles, start to grow that leadership voice, because everyone has one.”

It Begins with Followship

Baker describes leadership as a “contact sport” where listening to others and the ability to switch between leader and follower are critical. “Followership is the foundation for leadership,” Baker says, “Leaders emerge from being good followers.”

Athletics a Unique Context

Finally, Baker believes that athletics provides a unique context for consciously teaching leadership. “(It) lends itself readily because you’re already organized in teams, there is going to be adversity, going to be issues with motivating each other, all of those things that build a leaders toolkit. The opportunity to put a framework on it while athletes are here competing allows them to make those connections so much earlier, and sets them up for success the rest of their lives.”

Watch the entire interview: https://www.youtube.com/watch?v=0EjKN8j6m3o

SCI TV Examines Bullying in Professional and NCAA Sports with Suffolk University Law School Professor David Yamada

According to Suffolk University Law School Professor David Yamada, the commitment to create healthier workplaces for athletes on all levels must come from within the organizations themselves.

No Quick Fix

“It takes a multiplicity of forces coming together in a good way to prevent and respond to these behaviors,” Yamada admits, “but there’s no quick fix to any of this.”

Expert David Yamada

David Yamada, a tenured Professor of Law and Director of The New Workplace Institute at Suffolk University Law School in Boston is an internationally recognized authority on the legal aspects of workplace bullying as well as host of the popular blog, Minding the Workspace.

Culture is Key

“Bullying does not occur in isolation,” Yamada states. “It usually is enabled and is sometimes encouraged by the culture of the organization—the profession or vocation that one is in.” “A lot of what we have to do in situations where there’s a specific allegation or concern, is just to find out what’s going on … to get the sense of that particular organization, it’s culture, and to find out what kind of opportunities there are to actually talk to and communicate with people,” Yamada says.

Effect Change

But where does change happen?

“It takes more enlightened leadership to send the message down,” Yamada acknowledges. “It’s hard for us to define (in the abstract) that line between toughness and bullying but at some point we cross the line and we go over into the side of it being abusive. And that’s what we have to look out for.”

So what dynamics can change within the organization to flush the system of the headlines we’ve been seeing?

“It’s a big picture question,” Yamada begins, “to really change this at a fundamental level, we almost have to revisit the question of ‘what is Division I sports all about?’ It really has to be a trickle-down thing that comes from the NCAA as well as the universities themselves.”

Coaches Can Be Part of the Problem

However, bullying doesn’t just happen within the dynamics of a team. Sometimes coaches get involved, too.

“It’s one thing to have a tough coach. It’s one thing to have a tough boss. It’s another thing to have an abusive coach or an abusive boss. And that appears to be that fault line that we’re seeing in these (coaching) situations.”

The common risk factors that set the stage for an abusive work environment inevitably lead toward bullying. “It’s built on aggression. It’s built on physical force. It’s built on intimidation,” Yamada says.

“But even with those qualities in mind, there’s a point at which the interpersonal behaviors can become abusive.”

One of the most recently studied issues is the domestic abuse allegation against Ray Rice, formerly of the Baltimore Ravens.*

“The NFL is sort of a hyper example of what happens when culture trips that wire,” Yamada explains, “the behavior began to shine a light on a culture that had gone too far.”

Yamada explains that it is possible to identify the organizations that breed this behavior.

“We have to remember that research indicates that when you have an organization where there’s a lot of bullying-type behaviors, you’re also going to see other types of interpersonal aggression as well,” he states. “From sexual harassment to physical aggression at times… hostile organizations become a sort of powder keg ready to go off at times.”

Yamada believes that the pressure to win further generates negative, aggressive behavior among both college and professional athletes.

“Each situation has to be handled on its own but with a respect for the facts and the culture of that particular institution. It’s a matter of balance,” Yamada concludes.

Watch the entire interview: https://www.youtube.com/watch?v=0tgIxTY7jxc

Sports Conflict Institute Announces NCAA Student-Athlete Experience Assessment

With the complexity of intercollegiate athletics, both administrators and coaches understand that the student-athlete experience across all teams needs to be consistent with university mission, objectives, and goals.

Grid of Shame

Yet, according to The College Football Grid of Shame, developed and updated annually by the Wall Street Journal, there are a number of big-time college athletic programs who perform at a very high level on the field but may not be providing a high-caliber student-athlete experience in other key areas.

Neutral Assessment is Key

Mission statements, goals, and objectives provide a starting framework, but the true test is a neutral assessment of teams and the athletic department to safely identify necessary information for student athletes to have confidence in staying the course or to successfully adapt where needed.

A Shift in Focus

According to the Journal of College Student Development, “Research on the academic performance of college athletes should focus on factors related to academic success while students are in college, such as social integration and (the) motivation to succeed…”

Analysis is An Important Step

SCI Founder and Practitioner, Joshua Gordon stated that, “In response to this critical need, SCI is applying its expertise in intercollegiate athletics to this particular area of concern. Even the best intentioned college administrator will struggle with access to key insights and information needed to make good decisions. This analysis is an important step in preventing the types of issues that administrators and coaches might not always see or know about.”

A Strong Need

“More than 460,000 NCAA student-athletes compete in up to 23 sports every year, issuing a strong need for an assessment like this one,” Gordon says.

Ensuring a Quality Student-Athlete Experience

“Member schools support their student-athletes’ academic success by providing state-of-the-art technology, tutoring, and full access to academic advisors. But now we’ve created a way to ensure the student-athletes’ college experience is consistently a strength,” continues Gordon.

Success On and Off the Field

“It’s important that individuals gain all the advantages of being an NCAA student-athlete,” Gordon explains, “and that means having a positive experience on and off the field.” The NCAA’s website reiterates Gordon’s statement, providing a detailed explanation of the value of college sports.

A Real Competitive Advantage

“Once an assessment is done, SCI works closely with the organization to identify an effective path for ensuring that best practices are protected and the areas of concern are addressed. SCI partners with internal resources to ensure that all policies, practices, and procedures align and are consistent in supporting a superior student-athlete experience. It can be a real competitive advantage,” concludes Gordon.

To learn more: https://sportsconflict.org/student-athlete-experience/

Exploring Team Dynamics, Trust, and Cooperation in Sports

In this episode of SCI Talk, we explore team dynamics in the world of college and professional sports with Doug Staneart of The Leaders Institute. He discusses the importance of team dynamics and trust in fostering a strong team culture in athletic organizations.

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How the NFL Should Respond to the Ray Rice Incident

The National Football League made a clear and undeniable mistake in its initial handling of the Ray Rice domestic violence incident. Even prior to the full video release by TMZ, it is nearly impossible to rationalize a 2 game suspension with any other comparator for bad behavior and its respective punishment. The Baltimore Ravens did the right thing in cutting Ray Rice and the NFL also should be praised for it’s indefinite suspension of Ray Rice from the League.

A Need for Better Process

This video leaves no alternative. Yet, the most interesting question isn’t about punishment or individual accountability but, rather, how does the NFL fix it’s system to ensure it’s process better prevents these heinous acts from happening and to establish a clear organizational culture that bad behavior will not be tolerated in it’s league? No level of talent should skew the moral compass from it’s directional accuracy. .

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Here are a few steps the NFL should take immediately to re-establish trust that it can competently manage it’s issues.

Don’t PR your way out of it

The NFL has incredible resources to help manage it’s narrative for on-field and off-field happenings. It’s part of what they do quite well in the sports industry. Yet, where mistakes are made and bad things happen there truly is no substitute for authenticity and acknowledging the mistakes that have been made. On no planet is the initial 2-game suspension defensible. Even if there may have been concern about what disciplinary rules might have allowed for based on evidence at hand, it is far better to err on the side of fair, transparent process and decisions that make sense. My hope in the days ahead is that the tone of the public conversation from the NFL changes on this matter. It shouldn’t be a matter of, “well had we known then what we know now” spin. A bad decision was made even with whatever level of information was available at the time. Own it, be clear about this, and apologize with clear steps to help ensure that things will be different next time.

Assess the Problem

It’s time for a deep assessment of how prevalent domestic violence is in the NFL. The NFL has an opportunity to truly be at the forefront of domestic violence prevention. Bring in the right experts to gather this data. Seek it out, actively. It’s not that the NFL necessarily has a higher rate of domestic violence (see research which argues it’s quite below the national average), but the NFL must accept that it’s visibility imposes a different standard of tolerance than for the rest of the world. Frankly, it would make sense to assess across an array of concerns and life skills to establish a baseline from which to improve.

Fix the Problem

The NFL’s tougher stance announced in August is a good start. How effective are the programs in place? What’s working and what’s not working? Check for efficacy continuously and adapt to make improvements wherever and whenever possible. The NFL Lifeline and NFL Total Wellness programs all sound good. They might very well be great. Make sure they are. These are great places to invest resources and it takes time for all of these programs to truly permeate the culture of the NFL and it’s players, families, and staff.

Consider a Sports Ombudsman Program

Organizational sports ombuds programs are designed to:

Uncover serious problems;
Resolve issues as promptly, informally, and fairly as possible;
Identify issues and trends and;
Initiate organization enhancing change.

Having a trusted resource available to help identify a range of options in any situation is critical. Many struggle to self-identify with a particular support resource they need and an ombudsman can informally handle everything from the mundane to the critical as part of the solution set made available to the NFL community.

No Substitute for Good Process and Good Decisions

The NFL is incredibly resilient. The past year has been filled with concerns around concussions, off-field incidents, locker room culture, and more and the league thrives from a business standpoint. Yet, ultimately, sustainable success will depend on violating some of the PR spin and transparently acknowledging flaws and mistakes. Nobody expects perfection but they do want to trust that broken processes will be fixed and bad decisions will be owned.

Author: Joshua Gordon

How To Develop Life Skills for Athletes

How do athletes learn skills such as leadership or conflict management? What do coaches and administrators need to know in fostering development of these skills?

A Fundamental Disconnect

Often there is a disconnect between how we impart these skills on athletes in contrast to how we teach the traditional skills specific to that sport.

Fallacy of the Two-Hour Workshop

Few coaches would expect the fundamentals of pass blocking, for example, to be learned in a two hour workshop and then be part of that athlete’s skill set. Yet, that is often the expectation for these supporting, neck-up competencies like leadership and conflict management. Life skills aren’t learned in a quick classroom session.

A Sample Conversation

At SCI, we often get calls from coaches and administrators that sound like this.

Coach: “We’re having some issues on our team. Can you come in and teach my athletes better conflict management?”

SCI” “Happy to help…”

Coach: “We have set aside two hours to have you come in this season and teach our team how to do this.”

SCI: “Well, that’s a start but few people can acquire much in the way of skills in two hours. Can I ask, how do you teach your athletes the skills they need for your sport?”

Coach: “Well, we review the key information they need and teach them it and then reinforce it at a number of practices throughout the season. We might film them so they can see how well or not well they are doing. Other teammates and coaches will give them feedback. We’ll give awards to those who really get it and spend some extra time with those who don’t. It takes time but it’s worth it.”

SCI: “Exactly.”

“I Get It”

After that conversation, most get it and understand the difference. Unfortunately, the conversation doesn’t always happen for many seeking to develop athletes on life skills such as leadership and conflict management.

What is so powerful about what Cornell is doing is that they get this and live this inconvenient truth about skill acquisition. It’s hard, requires reinforcement and practice, and organizational commitment.

Big Red Leadership Institute As A Model

Our guest on SCI TV this week was Jen Baker, Director of the Big Red Leadership Institute at Cornell University. Leadership, like Conflict Management, is a big topic in college athletics given the close connection between these skills and success on and off the field.

Look at the commitment and understanding in their Mission and Vision:

The depth to which they sustain their program over the four years, using athletics as a laboratory, is a model for life skill development. It’s what’s in our DNA at SCI. Depth matters.

SCI TV

Watch the SCI TV episode with Jen Baker to learn more about their leadership development program:

Author: Joshua Gordon