Month: August 2020

The following are notes from Amy Edmondson’s talk at #GLS20. Use them to help you apply the content you learned at the Summit.

To succeed in an uncertain, fast-moving world, organizations must be fearless to be agile–which means they must build a psychologically-safe environment in which people can learn and grow. In this session, Dr. Amy Edmondson talked about why psychological safety matters more than ever and how to build it. With so much riding on innovation, creativity and engagement, it is essential to attract, cultivate and retain talented employees–but even more important to ensure they are able to speak up to fully contribute to the enterprise. In this session, Amy helped us understand why engagement and candor are required for success and high standards in today’s knowledge economy—she identified the link between psychological safety and high performance, and how leaders can create psychological safety.

Psychological Safety

• Psychologists say we are endowed with a general orienting system.
• We live in a “V.U.C.A.” world—an acronym coined by the U.S. Army War College.
• Volatile, Uncertain, Complex, and Ambiguous—describes the world in which we live.
• Our brains expect to see a predictable certain world and so we’re in for a lot of unhappy surprises, but all is not lost.
• Leaders make a difference by helping people show up, helping people really adapt to and adjust to the V.U.C.A. world in which we live.

STORY | Columbia Shuttle Tragedy of 2003:

• This was Columbia’s final mission.
• The craft re-entered the Earth’s atmosphere on February 1st, 2003 and combusted, killing the entire crew.
• Engineer Rodney Rocha, watched the launch via video with concern.
• Rodney saw a small grainy spec.
• He talked to his boss and asked for support and help to look into it further.
• His boss said, “Don’t be Chicken Little. It’s nothing. Don’t worry about it.”
• Rodney pulled engineering friends, and they tried to look into it, but really, they were stymied.
• They couldn’t look into it without more resources and without more permission.
• On day 8 of the 16-day mission, there was a mission management team meeting—a high level group of folks who lead the mission, and on their formal agenda there was a line item that said, look into this foam strike issue.
• They spent two minutes talking about it and dismissed it as a nothing.
• Rodney remained silent.
• Fast forward, six months later, an investigation into the accident proved the cause was a foam strike.
• Rodney was asked by the investigators, “Why didn’t you say anything in that meeting?” And, he said, “I just couldn’t do it.”
• Why? His hands motioned, “Because she [the mission management team leader] Linda Ham, is way up here and I’m way down here.”
• “I just couldn’t do it” describes the reality in the workplace for far too many employees like Rodney Rocha, who in that moment, felt disabled—unable to express his voice.
• Impression management at work is almost second nature.

Why do employees feel unable to express their voice?

• Most of us would prefer to look smart, capable, helpful and positive, so we’ve learned how to read the tea leaves and to hold back.
• “If I don’t want to look incompetent, I’m not going to admit a mistake or a weakness.”
• “I don’t want to look intrusive. I’m not going to offer some half-baked idea that I’m not confident about.”
• This kind of thing happens every day at work.

Does It Matter?

• Not all of these moments of holding back lead to catastrophic outcomes, but they lead to small losses day in and day out.
• They lead to failures.
• They lead to a lack of innovation.
• They lead to people not feeling as good about themselves as they might otherwise feel.
• You can think of this as a state of playing not to lose, of holding back, of not putting your full self into the game instead of going for it and trusting that your colleagues and your leaders will be there for you—that’s the kind of workplace where innovation happens, where good ideas happen, where failures are avoided, where bad failures are avoided.

CONNECTION | INSPIRATIONAL QUOTES:

• Teddy Roosevelt: “The only man who makes no mistake is the man who never does anything.”
• Michael Jordan: “I’ve missed more than 9,000.” Imagine that, 9,000 shots in my career. I’ve lost almost 300 games. Times I was depended on for that final shot and I missed it. I have failed over and over and over again in my life, and that is why I succeed.”
• We understand these kinds of quotes, but how many of us are living them?
• How many of us are really knowing that it’s okay to go for it, to play to win, to know that yep, sometimes we’re going to trip and fall, but other times we’re going to do something just spectacular with our colleagues?
• Caring about what people think shouldn’t be in charge—the mission should be.
• Wake up in the morning hoping to contribute to your work lives.

Psychological Safe Work Environments:

• A belief that the workplace is safe for interpersonal risk
• That means I can speak up with a question, with a concern. I would never hold back. I would never be in Rodney Rocha’s shoes because I know that my voice is valued and welcomed, even when I’m wrong, even when my idea is crazy.
• A sense of permission for candor
• It’s not saying everything you have to say will be brilliant.
• It’s not about being nice, it’s not soft.
• It’s not touchy feely, it’s not a license to whine.
• People are willing to engage in conflict, they’re willing to debate, they’re willing to disagree.

SURVEY:

• Developed a robust survey measuring this concept of psychological safety
• Used in more than 200 studies in global organizations
• Doctoral student study with Ingrid Nembhard
• Studied 23 intensive care units in 23 North American hospitals
• All the intensive care units had active quality improvement projects underway with four or five formal teams trying to make the work a little bit better.
• Gave everyone a survey and asked about their psychological safety
• The items said things like, “If you make a mistake on this team, it’s held against you, reverse scored. It’s easy to ask for help when you don’t know what to do, etc.”
• Data was from 1,100 clinicians in different role categories.
• All did not have a hierarchy-induced psychological safety gap.
• The psychological safety levels across role groups were absolutely flat.

Does It Matter?

• Yes. Three years into this study, the pattern had an 18% improvement in morbidity and mortality, compared to those with the steep pattern.
• Everybody can see something that others miss.
• What the respiratory therapists and the nurses are seeing and wondering about really matters.
• Their quality improvement work was able to yield those performance outcomes.

What Explains The Difference?

• There are things that leaders can do, that were done in these high-performing units, that you can do as well.
• Studied an executive team in a global electronics company facing an important strategic decision about whether to acquire another company.
• Someone on their team was new from another company and industry.
• He had concerns about the takeover, but he came onto the team when they were halfway through making the investment, so he held back.
• Six months in and it was a fiasco…a terrible failure.
• The team got together to review what contributed to this failure. He said “I let you down. I had concerns and I didn’t share them.”
• “I didn’t want to be the skunk at the picnic.”

Cognitive Frame

• Something that is wrong for the actual work they were doing
• The work of strategic decision making is not a picnic.
• When you have a dissenting view, you’re potentially a lifesaver.
• Take away those orienting systems leading us to have the wrong frame for the kind of work we do.

STORY | Volkswagen + Google:

• By 2015, Volkswagen achieved being the largest car company—the most successful profitable car company in the world.
• In 2008 won the coveted Green Car of the Year Award.
• It was based on fraud.
• The Volkswagen engineers, unable to do what senior executives wanted them to do to design a diesel engine that could not only pass emissions, but also be efficient and affordable.
• They couldn’t tell their bosses that they couldn’t do it.
• They developed software to cheat the regulators.
• The Senior Executive said, “there was always a distance of fear or respect. If Winterkorn [who was the CEO of Volkswagen at the time] were going to come and visit you, you would be very anxious, your pulse would go up, and if you presented bad news, God forbid, it could become very unpleasant, very demeaning.”
• Ambitious goals and closed ears
• You need to have ambitious goals, open ears and open hearts because nobody ever wants to see that kind of headline.
• Four years ago, Google released a study in its attempt to find out what was the factor that helped explain why some of its teams were outperforming others.
• Nothing predicted team performance until they discovered the variable of psychological safety.
• Julia Rozovsky put psychological safety in the model, with my survey variable, that explained more variance in team performance than anything.
• People need to feel psychologically safe to do their best work.

Is There A Trade Off Between High Psychological Safety And High-Performance Standards?

• No
• As leaders, it is your job to convey high standards and to enable people to reach those high standards. It’s also your job to create a safe environment for people to bring their full self to work.
• If you don’t do either, well, that’s the apathy zone—where people quit and stay.
• They’re still coming to work, but that’s all.
• Most of us want to be put to a good use—to work hard and support the mission of our organization.
• We’re not seeing many places with the comfort zone anymore.
• More workplaces are categorized as the anxiety zone.

How Do You Create Psychological Safety?

What does it look like?

• If you look around, are people talking and speaking up about things that go wrong or about their successes?
• Are people speaking up to disagree and especially, to disagree with the boss?
• Are they offering half an idea that someone else might build on and turn into a great idea?
• Are they speaking up when they need help, when they’re in over their head?
• If those things are happening, you have psychological safety.
• If they’re not, it’s not the case that nothing’s going wrong.
• We live in a V.U.C.A world, you are just not hearing about it.

What are You Going To Do?

• Recognizing failure is not all bad. It’s how we learn. It’s how we innovate. It’s how we grow.
• Thomas Edison famously said, “I have not failed. I have found 10,000 ways that won’t work.”

Failure Comes In Three Types:

1.Preventable Failure

• Things where we have a formula, we should have done the training, we didn’t do it right for some reason and we shouldn’t celebrate those.
• We should learn from them to be sure. We shouldn’t blame people, we shouldn’t point fingers, but they’re not good news.

2. Complex Failures

• A set of factors that come together in a novel way and produce an unintended consequence, despite being in a reasonably familiar setting like a hospital or a subway system.

3. Intelligent Failure

• The result of a new foray into new territory
• Nobody could have known what would happen without trying it.
• Think of these three categories as essentially mistakes, accidents and discoveries.
• Internalize the joy of discovery. In the moment, it will feel disappointing because it’s in fact a failure, but it’s a happy failure. It’s an intelligent failure. However, there are criteria. You can’t call anything that happens that’s bad an intelligent failure, you got to follow the rules.

The Rules Of Intelligent Failure:

Pursuing something meaningful

• The outcome of the test, of the pursuit, will be informative—you will learn from it and you’ve thought about the assumptions going into it, and the cost and scope of the experiment are as small as they can be and still be informative.

Promote intelligent failures

• Have more of them, try to help people do more smart experiments so that you can discover more and innovate more and make a better project or product together.
• Something you can talk about together and start to exercise that leadership role of helping people make these important discernments in their work

What You Can Do To Create Psychological Safety:

1. Framing the work
2. Inviting engagement
3. Responding productively

1. Framing The Work:

• As leaders, help people reframe the work so it’s more productive for them to do the work they need to do.
• David Kelley, who leads the world’s most celebrated innovation consultancy is known for going around to his teams and saying, “Hey, fail often to succeed sooner.”
• He is not saying, “Please go ahead and do lousy work”.
• He’s saying, “I’m sorry, but there’s no way to be brilliant and successful in innovation work unless you’re willing to fail along the way.”
• Christa Quarles, CEO of OpenTable says, “Early off and ugly, it’s okay. It doesn’t have to be perfect. Don’t wait until it’s perfect because you know why? It’ll be too late. The competitors will be there already. Just give me something good enough. Let’s get it out there. And guess what? We can learn as we go from how customers interact with it.”
• Julie Morath, who was Chief Operating Officer at Children’s Minnesota for over a decade, says “Healthcare, by its very nature, is a complex error-prone system.” She’s saying, when things go wrong, and they will, speak up quickly so we can catch and correct before anyone is harmed.

Frames To Kick Out Of Your Brain:

• Employees are self-interested and not trustworthy.
• Top management are the ones who know best about everything.

Replacement Frames:

• Employees are trustworthy and well-intentioned.

2. Inviting Engagement:

• Do it proactively. Don’t just say, “Hey, dissent is fine.” That means insisting on dissent.
• Alfred Sloan was one of the great business leaders of the 20th century, and his top team at General Motors was considering acquiring another company. He said, “Gentlemen, I take it we’re in complete agreement on this decision. You can almost feel the joy in the room”.
• But he said, “That’s not good enough. Well, then I propose that we postpone further discussion on this matter. Why? To give ourselves time to develop disagreement.”
• He is essentially saying, “If you guys were any good at your jobs, you would have brought something to the table. It is not a place to come in and agree. It’s a place to come in and debate and get to the bottom of it.” That’s what strategic decision making is all about—insisting on dissent.
• Ed Catmull, CEO of Pixar, says, “As leaders, we have got to be willing to go first. We got to talk about our own mistakes because that’s what makes it safe for others to do the same.”
• The most important tool that you can have for creating psychological safety is the good question.

What’s a good question?

A good question is one that helps us not miss something.

• What do others think?
• What other options could we consider?
• What are we missing?
• Who has a different perspective?
• The other kind of good question is the kind that helps us go deeper.
• What leads you to think so?
• What are the concerns you have?
• If we did that, what might happen there?
• Encourage people to do better thinking.
• The essence of a good question is that it focuses us together on something that matters so we can think aloud together, so that we aren’t vulnerable to holding back or to group think.
• Good questions make silence awkward.

3. Responding Productively

• The essence of a productive response is twofold.
• One, appreciative—thank you
• Two, forward-looking—where do we go from here?
• Alan Mulally, CEO of Ford said, “Listen, everybody, I want you to color code your reports for us. Red for problems. Yellow for caution. Green for good news.”
• Mulally says to the team, “Listen, everybody, we are on track to lose 17 billion, that’s with a B, dollars this year. What is not going well?”
• Mark Fields, head of Americas, raised his hand and he proceeded to describe a very serious problem with a Ford model Edge launch.
• Everybody thought Mark Fields would get fired for speaking up.
• Mulally put his hands together and he started to applaud, then he said, “Mark, thank you for that clear line of sight. How can we help?”
• That is a productive response. Thank you and forward-looking.
• There will be time later, and this can be important work to look into how this happened, not now. Now is the moment to figure out how we can help.
• They had it solved within a couple of weeks.

Make honest feedback a positive experience.

• Leadership that builds psychological safety starts with humility.

Framing the work in a V.U.C.A. world:

1. Say “We don’t know all the answers, we need to hear from you.”
2. Be curious when saying “Tell me, what are you thinking? What are you seeing?”
3. Be empathetic, saying “Thank you for that clear line of sight. How can we help?”

NEXT STEPS:

Make work psychologically safe for your teams so they can innovate so they can help you pursue the important missions that you’re all working on today.

View All GLS20 Session Notes >>

The following are notes from Beth Comstock’s talk at #GLS20. Use them to help you apply the content you learned at the Summit.

Accelerating growth and innovation is one of the most challenging tasks of a leader. In this interview, Paula Faris draws out some of the ways in which Beth Comstock has thrived in her ability to continue to innovate both in business and in life. Beth helps us understand specific ways we can re-capture the joy and art of discovery, find the courage to be a permission granter, and get comfortable with experimentation and failure.

Faris: Your book’s all about innovation and change. Why is it so important for organizations to change?

Comstock: We’ve seen it over and over again when companies don’t innovate, they die.

• Came into GE from NBC but it was a different world.
• Look at a company like GE going through change—that’s a sign of resilience.
• Change is a test of longevity.

Faris: You open the book and right away you mention your time working with the CIA and talk about failure of imagination, which ultimately led to GE’s response to 9/11. How did GE respond?

Comstock: I was invited to lecture there and what I liked about the CIA at the time was they were bringing in outsiders to give them different perspectives. Whereas what had happened leading up to 9/11, they stuck with the same playbook and missed that terrorism had gone on a grassroots level. They realized they were indicted, if you will, for a failure of imagination to imagine something different. I liked that they were bringing in outsiders who could challenge them. I was at GE and 9/11 happened, for all of us in business we couldn’t imagine there would be terrorism attacks—that business would literally stop. Now, in COVID-19 we’re experiencing this again, but it caused us to rethink what happens when your business totally stops. Airplanes can’t fly, what do we do?

The good thing about change is it forces us to confront things that otherwise we might not.

Faris: You took a leap of faith getting a lot of pushback. What brought that?

Comstock: Post- 9/11 America was in shock. Business had stopped. People were feeling incredibly vulnerable, lives were lost which was the worst tragedy of it all. GE said, “we need to do something.” The team I worked with had this crazy idea, “Let’s do an ad.

• Most advertising had stopped except print newspapers.
• “We can go forward from here.'”
• First of all, the agency hated the idea, most of the team hated the idea.

Faris: Did you believe in the idea?

Comstock: I believed it because part of our job in change is to appreciate the zeitgeist and people felt vulnerable.

• Wanted to send a message of hope.
• We pored through the artwork of the agency, producing Lady Liberty rolling up her sleeves and turning it into an ad.
• The ad wasn’t about GE, it was brought to you by GE.
• The head of the company Jeff Immelt resonated with it and employees were proud.
• With change, you have to find a story that gives people hope of where the future is going to be.

Faris: For those individuals and the organizations that are listening to this, what do you tell them? What tools do you put in their hand to take those first steps to innovate and to change?

Comstock: The most critical thing is giving yourself permission. I love this idea of permission granted. You have to say, “okay, I’m going to give myself permission.”

Came up with a habit, sharing with colleagues of writing a self- permission slip.

Stepping Out Of Your Comfort Zone:

• Asking a question in a team meeting
• Pitching an idea to somebody who you think is receptive.

Comstock: You can’t have all the answers. Use your curiosity as the lead.

What you’re doing is creating a path of discovery, which is a critical step in that permission granting, risk-taking—getting out and discovering new ideas.

Faris: How do we take the steps to counteract what is rooted into fear?

Comstock: Fear is a basic human instinct. It motivates us more than we want to admit. It’s centered in our amygdala, in our brain, it’s the reptilian brain if you will, the kind of fight or flight for survival.

• Recognize it’s a natural reaction.
• At times say, “let’s admit we’re afraid.”
• Leaders, very now and then to say, “we’re in COVID-19, I don’t know how to deal with a pandemic. You’re here, we’re here together to figure it out but we don’t know.”
• That is a bit of a way to get rid of the fear. “Here’s what we know and here’s what we don’t.

Faris: GE CEO, Jeff Immelt, at the time tapped you to lead marketing. What was it about you that people were willing to take a chance on at that point?

Comstock: I was willing to bring outsiders in who provoked us. I took on a pretty aggressive effort to rebrand the company. We ask all kinds of tough questions. We did things I think he thought were very unusual and got good results.

• One of the things I did is I brought in a cultural anthropologist early on who did not come from our culture.
• He asked tough questions and helped us get to the core of what we were trying to understand “what’s our story? What’s our strategy?”

Faris: Was that person what you would define a spark?

Comstock: A spark is somebody you’re bringing in to spark a new perspective.

• As simple as a team of marketers bringing an engineer from inside your company.
• Someone from the outside who challenges you.
• Looking for somebody with expertise not just a troublemaker to come in and bring a perspective.
• Ask “what questions make us feel uncomfortable with what they’re asking? What perspectives must we focus on and what doesn’t make sense?” And so, it’s really a way to provoke a different perspective.

Faris: You’re a self-proclaimed introvert. You don’t love change, your book’s all about innovation and change. How have you been able to develop the skills that are necessary to go into the unknown and to get your ideas and to get your voice heard?

Comstock: That notion of discovery to me it’s a joy of life, it’s a joy of work and it’s often counterintuitive to what we do at work. That’s what’s really propelled me to get out and discover.

• Go into situations needing to learn.
• Go to places that are seemingly weird.
• What’s an example? When I was doing digital at NBC, a group of us went to South Korea to understand what we’re doing, and we judged boy band competitions.
• Just to get a sense I went with a group to understand the Israeli Military, to understand non-hierarchical learning. It doesn’t have to be that grand, it could be if you’re in New York City go to another neighborhood and see what you see.
• First, you need a notebook, or I keep a folder on my phone of interest.
• You’re learning about it and you’re understanding what the facts are versus what’s the hypothesis. And you’re saying to yourself, “How can I speed up my learning on this so I can get smarter on it?” And I really believe speed to learn is a competitive advantage especially now. The faster you learn, the faster you can serve your customer, the faster you can do well in your job.

Faris: You talk about getting comfortable with some level of maybe, how do we get comfortable with just some level of maybe?

Comstock: Most of us I think we want certainty. Especially in the world today we assume we’re going to have certainty. And so, it’s a fallacy I think many of us have grown up with, we don’t learn it in school. And so, for me it became this getting comfortable with just living in hypothesis. I mean, my biology background science helped a little bit in that.

• The scientific training is what’s your hypothesis? You’re not saying we have to have the definitive answer. What’s your hypothesis? What can we go and do to test that?
• You’re saying, “we’re going to move forward on this side of assumptions until we learn something different and then we’re going to reserve the right to change it.”
• Did anyone imagine COVID-19 affecting their revenue in 2020 the way it is? No. You need contingencies, you need hypotheses that get you through some of that.
• It’s a tension between both.

Faris: You talked about mental grazing and trendspotting and you didn’t mention trendspotting, but can you elaborate on mental grazing?

Comstock: Mental grazing is I think this notion of just getting out when you’re out in your discovery mode, which we talked about.

• You’re grazing a cow or something. You’re just picking up, eating little bits and pieces, taking it in, just to try to see if you can start to build some of those patterns we talked about.
• It’s how you build up your recognition of things that are different.
• Right now, we’re in a really tough time with most people being siloed in their homes, they’re only now being able to return to work in some areas.
• It’s harder to get out and mental graze physically in the world. But you certainly can do it digitally, you certainly can ask people what they’re reading.
• Read different sources than you are used to reading. I don’t just mean politically, I mean, read a book on physics if you’re a designer.
• Ask yourself different sets of questions and how might this impact me, the work I do.

Faris: How do you balance that?

Comstock: Everyone has to imagine it forward. Just like I think everyone’s job right now is changing, whether you know it or not that’s in your job description. And what do we mean by imagining it forward?

• Have a vision for where the world’s going and how you’re going to get there.
• Notion of thinking in two speeds, operating in two speeds.
• You have your now and your what’s next.
• Your now, is where we mostly are—where we live, focus, it’s where your investors are expecting repeatable earnings. They’re expecting some predictability as much as you can predict.
• This is the area where you feel really peak confidence.
• Not to say change won’t happen, but let’s say most of your resources, your time, your energy goes into now, but you must create the second lane.
• Call it your imagination lane, your what’s next, maybe it’s 10% of your time and resources in a good year, maybe it’s only five.
• This is where you’re starting to do the discovery.
• “Can we think of something different?
• Can we carve out a couple of hours a week, even a month to go and discover and try these things?”
• The secret to success and made us have better jobs.
• We didn’t need the permission as long as we met the numbers, we were able to discover things.
• People started to see that it was working. They’d ask, “how did you get permission to do that?” “Oh, we didn’t need permission, we just tested it on a small scale.”

Faris: Ecomagination is one of your crowning achievements at GE, it happened under your watch, under your tenure. How did you come up with Ecomagination? What was the discovery process for that?

Comstock: Ecomagination was about looking at the world saying cleantech is the future and it’s coming to an industry. We had the idea; it just came out of the ether we got out in the world. We heard from our customers. They were saying whether it was a rail customer, an airline customer, a power company customer, they were saying, “Help us. We need technology that’s going to make us greener but not make us go broke.”

• Right there was our platform, ecological and economical. We spent a year in discovery, talking to them. One of the interesting things we did is we talked to our critics. Up until that point GE had really been at war with environmentalists. We changed that. We said, let’s ask environmentalist’s, “How could we do something that would be meaningful? How would you hold us accountable? Can you help?”
• They were skeptical for good reason. And it was a very unnerving thing to go to a critic and go, “We want to change, can you help? They didn’t believe us at first, but we started to feel good that we knew we could do this with partners. The other thing you start to realize is that some of this you’re already doing that you don’t know so we started to take an inventory inside the company. And there were certain things, technologies we had or were developing that were greener. And we actually had that capability, so it wasn’t such a far leap.

Faris: How can a leader when you’re trying to encourage innovation—how can you also establish feedback loops and circle of trust so to speak, transparency and honesty?

Comstock: One of the most critical things are feedback loops. We’re in a digital age where we have never had so much data and exhaust if you will, so it’s a bit overwhelming.

• There are some basic questions that you need to ask because you’re trying to get feedback. Again, if your speed to learning is your competitive advantage today, the faster you get feedback the better you should be able to learn, it’s that premise. How quickly can I get feedback?
• The simplest thing you can do is ask this question, “tell me one thing I don’t want to hear.”
• You need to ask that regularly of your team, of your customers.
• You want all the answers and you come into a room with everything fully done and we’re asking ourselves, ‘Why are we here?'”

Faris: But when you’re not in control of it that’s when it can be difficult. And when you left GE you weren’t in control of that fate. What did you learn about yourself?

Comstock: I was leaving GE; I knew at some point there’d be a new leadership change but the company hit a tough spot and the leadership team was out.

• I got a call from the new CEO saying, “we don’t have a place for you.”
• I had to renew my story.
• I spent a lot more time in personal discovery trying to be more creative. I’m doing a lot of writing, reflecting, finding time for spirituality, things that frankly I had excuses for not doing in business because I just didn’t have time. But things that were calling to me I just didn’t necessarily listen to them.

Faris: How do you embrace that lane when it’s not really your choice?

Comstock: You don’t always embrace it at first.

• Give yourself that space and then just go, “okay, I’m going to create an experiment lane for myself. I’m going to try things.”
• Just do some things to get you to another level.

View All GLS20 Session Notes >>