• About

Kathy Stoddard Torrey

~ Leadership Coach and Trainer

Kathy Stoddard Torrey

Category Archives: coaching

State a Positive Need

10 Tuesday Nov 2020

Posted by Kathy Stoddard Torrey in coaching

≈ Leave a comment

Tags

#LeadershipRules #LeadYourselfFirst #KathySays, #positiveneed

It’s not uncommon for us to complain about things. Humans are hardwired to notice and remember things that they see as wrong.

Sometimes we see something that isn’t efficient enough or an action that challenges our value system. Maybe someone’s thoughtlessness sets us off.

Complaining is natural – and not terribly useful.

If we are having a disagreement and I only tell you what’s annoying me, you have to guess at what would make me happy. It’s not the most efficient way to resolve a disagreement.

Most of life works better if we state a positive need, rather than just our complaint. For example, we can complain about the way someone writes a report or loads the dishwasher – or we can show an example of a well-written report or demonstrate the way we’d like the dishwasher loaded.

In workshops, I give the group a simple map and then tell them which turns not to take as they plot a course. They rarely get from the start to the finish when I only tell them what not to do.

Once I give explicit directions, tell them exactly when to turn and in which direction, they get to the finish easily. We can’t just tell people what not to do; we must tell them what “right” looks like.

In fact, many leaders insist that employees state a positive need. When someone comes into their office complaining about something, the leader asks for a solution. Everyone learns to create a possible solution before lodging a complaint.

It’s also important for leaders to model the behavior. Unfortunately, many leaders don’t take the time to figure out and share what the ideal situation looks like.

They just tell their employees when they aren’t doing it right, which leads to frustration on both sides. We must clearly define what success looks like and then help people achieve it.


For a little bit of fun leadership development, join 53 Leadership Challenges at KathyStoddardTorrey.com.

Want to go further with your professional development? Check out the courses offered at PositiveEffectLeadership.com.

If you are interested in taking your career to the next level quickly, contact me for a sample coaching session at KSTorrey@tapferconsulting.com.

 

Not My Circus, Not My Elephants

05 Tuesday Nov 2019

Posted by Kathy Stoddard Torrey in coaching, Leadership, Uncategorized

≈ Leave a comment

Tags

#coachingstyleofleadership, #LeadershipRules #LeadYourselfFirst #KathySays, #notmycircusnotmyelephants, #sendingsolutions

circus ticket 1200 px

During a recent conference, I gave a short workshop on using a coaching style of leadership. We started by talking about the importance of a helping mindset. We talked about using powerful questions. The challenge for most people in my workshops is to refrain from offering solutions.

As leaders, we are trained to be fixers. We are constantly on the lookout for problems, and we then come up with ways to solve those problems. When we are using a coaching style of leadership, we help people figure out how to solve the problem themselves.

Before the group started coaching each other, I said, “It is not your job to solve the coachees’ problems. Your job is to ask them questions that will help them figure it out for themselves.” The purpose of coaching is to raise a person’s awareness around a challenge. The coach helps the coachee to get unstuck by helping them to see the big picture and possible paths to take.

For example, if I’m having trouble getting to work on time regularly, you could coach me on that. You might have several hypotheses about why I am late and several solutions in your head. It’s crucial that you keep them in your head and not let them spill out all over me.

There are a few reasons for this. First, if I use your solution and it doesn’t work, it’s your failure, not mine. Second, I have very little ownership and motivation if I’m just doing what you tell me to do. Third, you are giving me a solution that would work for you, but it probably won’t work for me. I am the expert in my own life and, hence, the only person who can come up with a great answer to my challenge.

Not telling others what to do has always been a challenge for me. My mother said that, as a little girl, I was bossy. During my coach training, I spent a great deal of time and energy learning to ask powerful questions instead of listing things that a person should try.

During coaching, and in life, people don’t really want to be told what to do. They want to be listened to, truly heard, and understood. When I am tempted to throw my two cents’ worth at someone, I have a phrase that I repeat to myself: “Not my circus, not my elephants.” It means that whatever situation a person is in, it’s not my responsibility to fix it. We are each the ringmaster in our own circus.

I did not share my personal reminder phrase about the circus at the workshop, but I did make a point of telling the group that they were not responsible for solving the problems of the people that they coach. One young woman told me after the workshop that learning that one thing had made the entire conference worthwhile.

She shared that she often took on other people’s problems, relieving them of the burden of solving them at all. The new perspective was freeing for her and placed the responsibility for facing and overcoming challenges where it belonged – with the owner of the situation. We are not doing anyone a favor by taking on and solving their challenges.

When we take on other people’s problems, we are telling them that we don’t think that they can do it on their own. We minimize their creativity and determinedness. We also steal the opportunity to build resilience. Every challenge we overcome makes us more confident to face the next. Although it can feel callous, we are helping more by supporting people in overcoming their challenges rather than jumping in and doing it for them.

If you are tempted to send someone your remarkable solution to his or her challenge, remember that you are only responsible for your own circus and your own elephants.


For a little bit of fun leadership development, join 53 Leadership Challenges at KathyStoddardTorrey.com.

Want to go further with your professional development? Check out the courses offered at PositiveEffectLeadership.com.

If you are interested in taking your career to the next level quickly, contact me for a sample coaching session at KSTorrey@tapferconsulting.com.

No Trace of Injury

29 Tuesday Oct 2019

Posted by Kathy Stoddard Torrey in coaching, Emotional Intelligence, Feelings, Leadership, Uncategorized

≈ 2 Comments

Tags

#cognitiverestructuring, #LeadershipRules #LeadYourselfFirst #KathySays, #navel-gazing, #NoTraceOfInjury

no trace of injury 1K px

I was watching an episode of Star Trek: The Next Generation, and Worf (the big, scary Klingon) fell off a catwalk and broke his spine. Luckily, a friendly alien with healing powers was on the scene. He put his hands on Worf’s head and fixed the broken spine. Dr. Crusher scanned the now breathing Worf and declared that there was no trace of injury.

The phrase really hit me: No trace of injury. My first thought was “I want that.” As I move forward in life, I want no trace of past injuries. Of course, that can be impossible for physical injuries. My ankles will always have some stiffness and tons of broken blood vessels from multiple sprains while playing basketball in high school.

However, what about emotional injuries? Do we need to carry those scars forward with us throughout our lives? I began to ask myself what was keeping me from living a life with no trace of injury.

I have felt for some time that I am resistant to being happy and successful. It infuriates me when people say, “You look good. Everything must be going well for you.” The immediate response in my head is, “You try restarting your life from scratch at 58 and see how well it goes, Donkey Head!”

In truth, life is going well! I have work that I love. I’ve bought a condo that is beginning to feel like home. I have friends and family who love and support me. My life is not the life that I planned and worked on for 35 years, but it’s pretty darn nice!

So why do I resist joy and peace? It took some soul searching and navel-gazing to come up with the answer. I feel that I am minimizing or even forgetting the trauma of my divorce if I look like I’m doing great. Several years of my life were awful, bordering on unbearable. If I look good, I believe that others think it couldn’t have been that bad if I’ve managed to recover so well.

If I look depressed and miserable, I am showing the world just how yucky the experience has been. I wear my misery as proof of my suffering. Yes, I know, that sounds very melodramatic. I have never denied my gift for hyperbole. What’s surprising is that I actually felt that way. It was a bit of a self-revelation.

I know that I am not alone in dealing with the curveballs that life throws. Many people have suffered much greater traumas than the ones that I have experienced. We all have experienced situations and events that just weren’t fair! Absolutely not our fault and totally unfair! The injustice of life can really get my blood boiling.

However, blood boiling is not all that productive. In reality, the only person suffering from my suffering is me. Can’t I just let the injustices of the past disappear? After more soul searching and navel-gazing, the answer for me right now is no. I cannot let it go completely. I want all the injustices I’ve endured to live on.

I want them to live on, but I’m tired of carrying them. So, I decided to write them all down. When I think of a time that I’ve been harmed, I write it down. If I start to think of that particular event again, I stop and tell myself that I don’t need to hold on to it in my brain anymore because it’s written on paper. The process is a blend of release and cognitive restructuring.

I told my therapist about my coping mechanism, and he asked me to make a list of all the “shaping events” of my life. Those include both positive and negative events that have made me who I am. We got into a lively discussion about whether or not we get to choose how we are shaped by an event. I feel that we get to choose to some degree. I can choose to become bitter and resentful, or I can choose to process the @(*#%/! emotions, learn the lesson, and move on.

For the record, I do not like processing emotions. I spent a good deal of life stuffing them and ignoring them. Also for the record, that is not the healthiest way to deal with them. It’s best if we name the emotion, claim the emotion, and then tame the emotion, which means we integrate the feeling and emotion into who we are now.

I like the idea of creating a list of shaping events for several reasons. First, it’s a balanced list of good and bad life events that helped create the me I am right now. That’s some good information to bring to light and discuss. Second, our beliefs are based on our experiences, and I am ready to look at those beliefs and see if they are still serving me. Third, I like that an objective person is going to read my list. It makes me feel seen and heard. Someone else will see my traumas and triumphs. As a result, I don’t feel like I have to hold on to them so hard.

I will definitely be asking my coaching clients to do the shaping event exercise. Coaching is about raising awareness and providing support. I look forward to being their witness to life’s triumphs and injustices. I will be keeper of their experiences so that they don’t have to carry them around anymore.

If we hold onto the past, we cannot move forward with joy into the future – with no trace of injury.


For a little bit of fun leadership development, join 53 Leadership Challenges at KathyStoddardTorrey.com.

Want to go further with your professional development? Check out the courses offered at PositiveEffectLeadership.com.

If you are interested in taking your career to the next level quickly, contact me for a sample coaching session at KSTorrey@tapferconsulting.com.

Coaching a Bad Attitude (Part 5)

23 Tuesday Oct 2018

Posted by Kathy Stoddard Torrey in #Communication, coaching, Emotional Intelligence, Leadership, Uncategorized

≈ Leave a comment

Tags

#coachingabadattitude, #LeadershipRules #LeadYourselfFirst #KathySays, #morale, Motivation

coaching cycle

In part 1 of Coaching a Bad Attitude, we talked about the importance of having a job manual for every single employee. Often, employees with bad attitudes are also people who hold onto knowledge and power. A manual ensures that no one’s daily actions are a mystery, which means that everyone can be let go if necessary.

In part 2, we discussed the importance of the coach having a positive attitude. Leaders are responsible for helping their employees create success. If we get adversarial with employees, we are ensuring a battle during the coaching.

In part 3, we talked about limiting the conversation to observable behaviors. Proving a bad attitude can be a difficult thing.

In part 4, we outlined the best way to have a coaching session, by using the Coaching Dialogue Outline.

It’s important to note that coaching is not a one-and-done deal; coaching is an ongoing process. The cycle actually starts with observation. We watch our employees and notice what they are doing well and what they could improve on. We are great leaders, so we always comment specifically on the good things in a positive way. Areas of improvement are the topics of coaching.

It’s hard to miss a bad attitude, but it’s important to remember that we are looking for specific behaviors that lead us to believe an employee has a bad attitude. We must have specific, observable behaviors to discuss.

We set up a time to talk and follow the Coaching Dialogue Outline. You can download the outline here. At the end of the conversation, we agree. It’s really important for the next phase of coaching that the agreement be in writing. We can summarize our agreement and then email it to the employee.

We could start the email with: I want to make sure that we are both clear about what we agreed to in our coaching session. A summary is below. Please let me know if I’ve forgotten anything or if you feel that something is not right.

Then say something positive about the coaching session and optimistic for the future.

It is imperative that we pester the employee until we get a response. We must have written confirmation of the employee’s agreement to change his or her behavior. Resend the email if necessary, and ask for confirmation. If that doesn’t work, print the email, hand it to the employee, stand there while he or she reads it, and then get a signature.

People can be slippery and claim not to have understood or not to have agreed to what was discussed in the coaching session. People with bad attitudes are often adept at dodging accountability. Do not let that happen. All is lost if we don’t get written confirmation of our agreement.

The next stage of coaching is action. It’s imperative that we follow through on anything we committed to do. How can we expect employees to adhere to our agreements if we don’t? Now is also when the employee will change his or her behavior. We both put what we agreed to during the coaching session into action.

Now we are back to observing. This time we know exactly what we are looking for as far as acceptable behavior. If the employee makes a positive change, yay! We want to be sure to comment on each and every good thing that we see him or her do. Sometimes, that’s all it takes. However, it’s rarely a one-and-done with a bad attitude.

Usually, we’ve got to go through the coaching cycle again. We observe that the behavior hasn’t changed or that the employee is expressing the bad attitude in new ways. Then we start the cycle again. We coach using the Coaching Dialogue Outline, we get written confirmation of our agreement, and then everyone acts as agreed upon.

So, how long do we continue in the coaching cycle? In workshops, I have people guess how many times we should go around before giving up. The most popular answer that I get is three, but the answer is not a number. We go around the coaching cycle until we lose hope. When we feel certain that there is no point in going around one more time, it’s time to leave the coaching cycle and begin the organization’s official termination policy. It’s essential to get HR involved at this point and do exactly as we are told. HR will be grateful for your documentation of the coaching process.

Lots of leaders have trouble letting an employee go. It’s particularly troubling to terminate an employee who does a good job but has a bad attitude. Know that we are freeing the person to find a job that is better suited to his or her talents and abilities.

Also know that a bad attitude is toxic. One person can destroy the motivation and morale of a team. One person’s bad attitude can also create a lot of turnover, which is quite expensive. Studies show that it costs between 50-90% of an employee’s annual salary to find and train a replacement.

In the end, it’s up to the employees to change bad attitudes and negative behaviors. Some just can’t do it. They are too ingrained in their thought patterns and don’t want to see and do life differently. It is their choice – and our choice not to tolerate behavior that affects productivity, efficiency, positivity, morale, and turnover.


For a little bit of fun (and free) leadership development, join 53 Leadership Challenges at KathyStoddardTorrey.com.

Want to go further with your professional development? Check out the courses offered at PositiveEffectLeadership.com.

If you are interested in taking your career to the next level quickly, contact me for a sample coaching session at KSTorrey@tapferconsulting.com. #PositiveEffectLeadership #LeadershipRules #KathySays

Coaching a Bad Attitude (Part 4)

16 Tuesday Oct 2018

Posted by Kathy Stoddard Torrey in coaching, Leadership, Uncategorized

≈ 1 Comment

Tags

#coachingabadattitude, #conversationoutline, #discoverandshare, #LeadershipRules #LeadYourselfFirst #KathySays

Conversation outline for coaching

In part 1 of Coaching a Bad Attitude, we talked about the importance of having a job manual for every single employee. Often, employees with bad attitudes are also people who hold onto knowledge and power. A manual ensures that no one’s daily actions are a mystery, which means that everyone can be let go if necessary.

In part 2, we discussed the importance of the coach having a positive attitude. Leaders are responsible for helping their employees create success. If we get adversarial with employees, we are ensuring a battle during the coaching.

In part 3, we talked about limiting the conversation to observable behaviors. Proving a bad attitude can be a difficult thing.

Now we are going to outline the best way to have a coaching session by using the Coaching Dialogue Outline. Let’s go through it step-by-step.

1. Before the Discussion. We’ve already talked about this step. We want to bring in a positive attitude and be clear on the outcome that we want from the coaching. Before the coaching session, we also want to consider what the challenges might be for the employee. Generally, the obstacles are ability, resources, or attitude.

For employees with bad attitudes, the root cause may be that they don’t have the resources that they need to perform their jobs. If so, that’s something that we can fix as leaders. Perhaps they don’t have the needed skills and abilities for the job. If it’s a training issue, that one is also on us to fix.

It’s important to consider possible reasons for the bad attitude, but it’s imperative that we don’t make assumptions.

Here’s a summary:

  • Consider ability, resources, and attitude
  • Intentionally create a safe space for the coaching by having a positive and helpful attitude
  • Clearly define the desired outcome

 2. Opening. In this step, we are face-to-face with the employee, and we are telling them what we want to talk about. It’s important to let your positive attitude and intention to be helpful shine out during this step. We can use the CAR format to help us stick to observable behaviors and business-based results.

This is a good time to remind the employee and ourselves that this is a dialogue, not a diatribe. As leaders, we need to do more asking than telling. We are problem-solving together with the employee, not telling the employee what he or she needs to be doing.

Here’s a summary:

  • Use the CAR (circumstance, action, result) format as a good objective opening
  • Emphasize that this is a dialogue

3. Discover and Share. This is THE MOST IMPORTANT STEP! When we skip this step, we miss the information that we need to solve the problems and overcome the challenges.

We, as leaders, want to make no assumptions and put all our preconceived notions aside. During this phase, we pretend like we know nothing and get really curious about what is going on. Remember, we hold onto our positive attitude while asking thoughtful questions.

If we enter the discussion with an open mind, we are listening carefully and willing to change our minds about a situation. It is possible that the employee has a brilliant suggestion. We must put our egos aside and listen without trying to “win.” We all win when our employees are successful.

Lastly, the conversation must include both facts and feelings. One way to bring feelings into the conversation is to name the feelings that we see and watch the employee’s response. For example, I could say, “Henrietta, it seems like this topic annoys you.” It could also be that she is fearful, upset, feeling disrespected, etc. If we don’t get it right, they will let us know, but we are getting to the heart of an issue when we discuss the feeling part of it.

Here is a summary:

  • Set all assumptions and preconceptions aside, and listen without judging
  • Be open to influence
  • Share information clearly without trying to “win”
  • Include a discussion of both facts and feelings

Here are some possible questions to ask:

  • What obstacles are you facing?
  • What feelings are present?
  • Have you faced a challenge like this before? If so, how did you deal with it?
  • Do you see any patterns here?
  • If circumstances were perfect, what would the situation look like? Is there a way to create those circumstances?

4. Develop solutions. This is the brainstorming step. We start by creating as many crazy solutions as possible. In the beginning, we sideline any reality checks. It’s fun! We are asking our employee to get creative.

Then we start discussing the possible solutions that we’ve created, with an eye to what is realistic. Someone’s job might be a lot easier if we hired an assistant for him or her. However, that might not be the best solution for the organization. It can be helpful to discuss the difference between what is best for the employee and what is best for the team, group, or organization. They aren’t always the same.

Maybe we can’t hire an assistant. Are there other ways to remove some responsibilities from the employee if he or she is truly overwhelmed? Sometimes great solutions begin with outrageous ideas.

We want our employees to solve their own problems if possible. They will be more likely to follow through on their own ideas than ours. Also, they know more about their own situation and abilities. As much as possible, we want them to create the solutions.

Here is a summary:

  • Brainstorm as many solutions as possible, without limitation
  • Then discuss options in terms of what is best for the team, group, or organization
  • Allow the employee to come up with as much as possible

5. Agree. We’ve done all the hard parts now. This step is just ensuring that we and the employee are on the same page. We want to capture what we’ve decided in writing. The summary below captures the things to consider in this step.

Here’s a summary:

  • End the discussion with an action plan and summary
  • Ensure that the employee creates and/or supports the action plan as much as possible
  • Connect the action plan with the initial desired outcome
  • Consider ability, resources, and attitude
  • Make sure the action plan is SMART (specific, measurable, attainable, relevant and time-bound)

6. Close. And we are done! The last thing to do is to check in with the employee to see how he or she is feeling. Ideally, they are positive and excited about moving forward with the plan. That might be a bit much to hope for when coaching employees with a bad attitude, but we can express confidence in their ability to move forward and follow the plan. It’s a good time to remind them of the positive business outcomes that everyone will receive as a result in the change in behavior.

Here’s the summary:

  • Check the relationship
  • Express confidence in agreement and employee
  • Summarize the benefits of the behavior change

The conversation is complete, but the coaching is far from done. Next time we will discuss the bigger picture – the Coaching Cycle.


For a little bit of fun (and free) leadership development, join 53 Leadership Challenges at KathyStoddardTorrey.com.

Want to go further with your professional development? Check out the courses offered at PositiveEffectLeadership.com.

If you are interested in taking your career to the next level quickly, contact me for a sample coaching session at KSTorrey@tapferconsulting.com. #PositiveEffectLeadership #LeadershipRules #KathySays

Coaching a Bad Attitude (part 3)

09 Tuesday Oct 2018

Posted by Kathy Stoddard Torrey in coaching, Emotional Intelligence, Leadership, Uncategorized

≈ 2 Comments

Tags

#CAR, #coachingabadattitude, #LeadershipRules #LeadYourselfFirst #KathySays

CAR STP feedback 550 px

In part 1 of Coaching a Bad Attitude, we talked about the importance of having a job manual for every single employee. Often, employees with bad attitudes are also people who hold onto knowledge and power. A manual ensures that no one’s daily actions are a mystery, which means that everyone can be let go if necessary.

In part 2, we discussed the importance of the coach having a positive attitude. Leaders are responsible for helping their employees create success. If we get adversarial with employees, we are ensuring a battle during the coaching.

So now the job manual is done, and we have the proper attitude. The next thing to consider when planning to coach an employee with a bad attitude is, “What is the outcome that I am looking for?”

Most people immediately answer, “I want him or her to have a good attitude!” However, discussing the attitude itself is usually counterproductive. If you sit down to coach me and say, “You need to change your attitude,” my response would be, “What attitude? I don’t have an attitude. You have an attitude!” And we are off and running in a conversation that runs in circles.

We want to discuss the specific behaviors that lead us to believe that the person has a bad attitude. Is there a lot of eye-rolling and negative body language going on? Discuss that! Are there foot-dragging and bad-mouthing behaviors? Discuss the specific behavior that you want to change. It’s the behaviors associated with a bad attitude that we can prove and discuss.

Observable behaviors are facts that a person cannot deny. We want to give specific instances of when a person behaved in a way that was detrimental to productivity, efficiency, or morale. There is a formula that we can use to help us stay on track. It’s called a CAR, which stands for Circumstance, Action, and Result.

We start with Circumstance by describing what was going on when the person displayed the specific behavior that we want to see changed. For example, let’s say that we have an employee named Henrietta who rolls her eyes at what other people say during meetings. We could start with “I want to discuss your reaction to Joan’s comments during our staff meeting last week.” We’ve told the person exactly when and where the behavior happened.

Next, we want to name the specific Action that Henrietta did. We might say, “When Joan suggested that we change the way we process paperwork, you rolled your eyes.” By the way, eye-rolling is totally unacceptable behavior. Next, we are going to explain why.

We explain the detrimental results that come from eye-rolling. It could go like this: “When you roll your eyes, it looks to all of us like you are disapproving of what has been said, which makes people hesitant to speak up. It’s important for the team’s success that everyone feels free to share ideas and even disagree.” We could go on to mention Google’s Project Aristotle and how essential psychological safety is to the creation of a successful team. We are great leaders, so we are sure to have mentioned this before.

We might also say that the eye-rolling doesn’t let us know why Henrietta disagrees. We want to remind her that we value her perspective and want to hear it. We want to hear what Henrietta thinks, but we want her to say it in a respectful way. Now would be a good time to remind Henrietta of our Designed Alliance, which states that we speak to each other respectfully even when we disagree. We are fantastic leaders, so we are sure to have created a Designed Alliance with our team.

Eye-rolling is probably only one of the ways that Henrietta flies her bad attitude flag, but it’s best to deal with one behavior at a time. Pick the behavior that is most damaging to the morale and productivity of the team, and start there.

The CAR format is an excellent way to begin a coaching session, but it’s just the opening. We will talk about the rest of the process next time.


For a little bit of fun (and free) leadership development, join 53 Leadership Challenges at KathyStoddardTorrey.com.

Want to go further with your professional development? Check out the courses offered at PositiveEffectLeadership.com.

If you are interested in taking your career to the next level quickly, contact me for a sample coaching session at KSTorrey@tapferconsulting.com. #PositiveEffectLeadership #LeadershipRules #KathySays

Follow Blog via Email

Enter your email address to follow this blog and receive notifications of new posts by email.

Join 2,002 other subscribers
  • RSS - Posts

Categories

Follow me on Twitter

My Tweets

Archives

  • December 2020
  • November 2020
  • October 2020
  • September 2020
  • August 2020
  • July 2020
  • June 2020
  • May 2020
  • April 2020
  • March 2020
  • February 2020
  • January 2020
  • December 2019
  • November 2019
  • October 2019
  • September 2019
  • August 2019
  • July 2019
  • June 2019
  • May 2019
  • April 2019
  • March 2019
  • February 2019
  • January 2019
  • December 2018
  • November 2018
  • October 2018
  • September 2018
  • August 2018
  • July 2018
  • June 2018
  • May 2018
  • April 2018
  • March 2018
  • February 2018
  • January 2018
  • December 2017
  • November 2017
  • October 2017
  • September 2017
  • August 2017
  • July 2017
  • June 2017
  • May 2017
  • April 2017
  • March 2017
  • February 2017
  • January 2017
  • December 2016
  • November 2016
  • October 2016
  • May 2015
  • April 2015
  • March 2015
  • February 2015
  • January 2015
  • February 2014
  • January 2014

Powered by WordPress.com.