NeuroPower Leader: Barack Obama

Insights from New Zealand

Greetings from the latest NeuroPower training program in Queenstown, New Zealand. Each year NeuroPower practitioners gather in this inspirational and contemplative location to develop not only participants' understanding and application of the framework, but to review the year's latest research and refine and update the framework itself with the latest input, insights and business applications.

This year's particular focus is the process of Transformational Change in organizations and teams. We have also looked at the role of NeuroPower Leaders in the transformation cycle, as outlined in the NeuroPower handbook (developed by author and strategist Peter Burow).

NeuroPower Leaders

These extraordinary individuals are the leaders we admire and follow because we trust them.

We trust them because neurobiologically we can sense that they are coming from a position of nobility rather than a position of selfishness.

We trust them, yet they can be difficult for us to understand because they have most often been able to integrate the diverse aspects of their personality in a way that is compelling and inspires us to achieve more of what we are capable of being ourselves.

In their presence and through their words we believe we can be more than what we've been up to now, that we can achieve more than we've ever achieved before.

If you haven't seen or heard President-elect Barack Obama's acceptance speech I encourage you to do so through the embedded link below or here. Notice in his speech how he integrates all the aspects of both archetypes that he represents, the Chancellor ("bridge builder") and the Navigator ("visionary planner").

Listen for how he brings together the various noble qualities of:

Faith - "The road ahead will be long. Our climb will be steep. We may not get there in one year or even in one term. But, America, I have never been more hopeful than I am tonight that we will get there."

Charm (in the sense of placing the focus on the other person) - "... you made this happen, and I am forever grateful for what you've sacrificed to get it done. But above all, I will never forget who this victory truly belongs to. It belongs to you. It belongs to you."

Negotiating and Diplomatic - "There will be setbacks and false starts. There are many who won't agree with every decision or policy I make as president. And we know the government can't solve every problem. But I will always be honest with you about the challenges we face. I will listen to you, especially when we disagree. And, above all, I will ask you to join in the work of remaking this nation, the only way it's been done in America for 221 years -- block by block, brick by brick, calloused hand by calloused hand."

Protecting - "To those who would tear the world down: We will defeat you. To those who seek peace and security: We support you."

Responsible and Principled - "And to all those who have wondered if America's beacon still burns as bright: Tonight we proved once more that the true strength of our nation comes not from the might of our arms or the scale of our wealth, but from the enduring power of our ideals: democracy, liberty, opportunity and unyielding hope. That's the true genius of America: that America can change. Our union can be perfected. What we've already achieved gives us hope for what we can and must achieve tomorrow."

Building Bridges - "A little bit earlier this evening, I received an extraordinarily gracious call from Senator McCain. Senator McCain fought long and hard in this campaign. And he's fought even longer and harder for the country that he loves. He has endured sacrifices for America that most of us cannot begin to imagine. We are better off for the service rendered by this brave and selfless leader. I congratulate him; I congratulate Governor Palin for all that they've achieved. And I look forward to working with them to renew this nation's promise in the months ahead."

Seeking Role Excellence

What began 21 months ago in the depths of winter cannot end on this autumn night. This victory alone is not the change we seek. It is only the chance for us to make that change.

And that cannot happen if we go back to the way things were. It can't happen without you, without a new spirit of service, a new spirit of sacrifice. So let us summon a new spirit of patriotism, of responsibility, where each of us resolves to pitch in and work harder and look after not only ourselves but each other.

In this country, we rise or fall as one nation, as one people. Let's resist the temptation to fall back on the same partisanship and pettiness and immaturity that has poisoned our politics for so long.

Let's remember that it was a man from this state who first carried the banner of the Republican Party to the White House, a party founded on the values of self-reliance and individual liberty and national unity.

Those are values that we all share. And while the Democratic Party has won a great victory tonight, we do so with a measure of humility and determination to heal the divides that have held back our progress.

And perhaps most characteristic of all for his campaign, the hopefulness of the slogan "Yes We Can", embodied by the qualities of Honour and Genuineness invoked by the memory of Obama's Illinoian predecessor, President Abraham Lincoln:

As Lincoln said to a nation far more divided than ours, we are not enemies but friends. Though passion may have strained, it must not break our bonds of affection. And to those Americans whose support I have yet to earn, I may not have won your vote tonight, but I hear your voices. I need your help. And I will be your president, too.

An extraordinary individual for an extraordinary time - and most hopefully for us all, the things he is able to do are based on his being able to fully and freely access all six intelligence centres that are available to him - as they are to all of us.

So are we all able to access the things that will make us NeuroPower Leaders like the 44th President of the United States, Barack Obama?


Yes We Can!
TM

Transformational Leadership Intensive - Cairns Jan/09

There's a great opportunity coming up in Australia that I want to let you know about.

The next Transformational Leadership Intensive training program will be held in Cairns, Queensland from 20-24 January 2009. In this intensive workshop you will explore the meaning, context and value of Transformational Leadership and gain skills in this practical application of the NeuroPower framework.

The program will be taught by the creator of the NeuroPower framework, the author and strategist Peter Burow. My role will be as co-facilitator for the program. I will also help participants to embed the knowledge gained in these workshops in their particular work settings with practical follow-on coaching sessions.

See the flyer here - for registration details contact me.

Overview

During five intensive days you will learn more about how to weave together the three key areas of Management, Leadership and Transformational Leadership (see diagram below) to ensure peak performance for your business or organization. Subsequent coaching ensures that you to retain this knowledge and are better able to apply it to your own real-life situations.

Management – learn the six needs that effective leaders must satisfy in order to build a stable, agile, focused, performance-oriented, informed and team-centred organization

Practical skills:

• identify why teams are not functioning effectively
• execute processes to increase trust, creativity, passion, connection, knowledge and hope within teams
• coach employees on their signature strength and help them to practically embed this knowledge in their daily work

Leadership – learn the concepts of character and integration as applied to Leadership and how life stages and psycho-emotional/spiritual development changes the individual’s motivation, focus on attention and worldview

Practical skills:

• create a coherent vision and sense of purpose that aligns people to that vision
• apply character as a leader to every management dilemma for increased business performance

Transformational Leadership – learn the role the brain’s limbic system plays in motivation, communication, attitude change, perception and decision making

Practical skills:

• communicate and negotiate with each of the limbic types
• transform the energy expressed as resistance to change into the motivation and commitment to carry out change processes

These skills will enable you as a Transformational Leader to:

• provide strategic advice regarding the specific actions required to contextualize the change and engage employees in rolling out your strategy for enhanced performance
• advise leaders on the actions, processes and sequence of messages to be employed to maximize positive employee engagement
• describe at all levels of the organization the key messages needed to dissolve resistance

COACHING increases retention of information by up to 400%

These workshops are an excellent way to learn how to apply the powerful and practical NeuroPower framework at a very reasonable time and cost investment. What’s more, the program includes post-workshop coaching to practically embed your new knowledge in your own setting and ensure that you gain maximum value for your investment.

You are probably familiar with the concept of the “learning curve” that refers to how fast we learn information. The same psychologist who described that concept also discovered the “forgetting curve” which states that we begin immediately to forget what we have learned unless we revisit the information and, ideally, apply it to embed the knowledge.

Memory experiments show that within hours most people will retain less than half of the overall material presented, and after 30 days only about 22% remains. With coaching, however, the information retention increases to as much as 88% - a four-fold increase. Clearly, coaching on practical application of knowledge has the potential to achieve tremendous results.

As a workshop participant, here's how coaching works for you:

• during the five days you will first learn the theories and skills
• before you leave on Day Five you set yourself a few practical tasks to do within a set period of time
• you then have a go at applying them with your own work and personal situation
• we have regularly-scheduled coaching conversations to close the loop on your learning, exploring what has worked well in your practice and what useful tweaks you will want to make for next time.

Overall the coaching follow-up process offers you the vital opportunity to:

review your efforts
reinforce your successes
revise your approach where things need improvement
rehearse new applications and practices in advance of doing them “for real”
reengage with the learning process and thereby
retain your knowledge as you strengthen the neural connections associated with that learning

Once again, if you are interested and wish to find out more, email me.

TM

Global outbreaks of Framework Fatigue and Model Mania

In my recent travels across Australia, the UK, Canada and Asia, I've been talking to businesspeople and consultants about what tools and consulting approaches help them to achieve practical and sustained results - in their lives and in their businesses. In these conversations I have noticed two trends: framework fatigue and model mania.

Framework Fatigue

There are many, many models, personality profiling tools, psychometric assessments, systems and frameworks in the marketplace today. You've doubtless heard of them, possibly used them, possibly been subjected to them. To name just a handful:

• MBTI - Myers-Briggs Type Indicator
• JTI - Jung Type Indicator
  
• KTS - Keirsey Temperament Sorter
• FIRO - Fundamental Interpersonal Relations Orientation
  
• DISC - four quadrant behavioural model
  
• NLP - Neuro-Linguistic Programming
• EI - Emotional Intelligence
  
• AI - Appreciative Inquiry
• SF - the Solutions Focus
• CBT - Cognitive Behavioural Therapy
• BT - Brief Therapy
• NVC - Non-Violent Communication
• VIA Signature Strengths Survey
  
• MBS - Management by Strengths
• Strengthsfinder by Marcus Buckingham (Gallup)
• SDI - Strengths Deployment Inventory
  
• HBDI - Herrmann Brain Dominance Indicator
• Systems thinking (e.g. Senge's Learning Organization)
  
• ICP - InterCultural Competence Profiler
• ILA - InterCultural Leadership Assessment
• Belbin Team (Roles) Inventory, a.k.a. Self-perception Inventory
• LSI/OCI - Life Styles Inventory/Organizational Culture Index (Human Synergistics)
  
• LGAT - Large Group Awareness Training (Landmark Forum, Goldzone)
  
• (...and the list goes on...)
  

Are you starting to get a case of information overload? Well that's what framework fatigue feels like. So that you can find your way out of this maze, and in the spirit of full disclosure, I'll give my view.

I have used some of the frameworks listed above in my own consulting practice to good effect with clients, notably Solutions Focus, Strengthsfinder, NVC, some systems thinking and some of the ones based on Jungian psychology. Of the others I can say that most are sound, useful and provide some insight to certain areas of human behaviour and performance. Then there are the bad apples; a few have decidedly poor reputations.

Model Mania

You may have had the experience where, despite their better natures and good intentions, enthusiastic people skilled in a given framework, system or method will claim for it explanatory powers far beyond what the thing was ever built to do.

This is model mania: the belief that the entire world can be understood through a particular lens, often to the exclusion of most (if not all) others.

In the famous turn of phrase offered by the American financier and Presidential advisor Bernard Baruch: "If all you have is a hammer, everything looks like a nail."

I've always been partial to a 'toolkit' approach, and in my consulting engagements always look to 'make it fresh' for each new client, using the tools appropriate to the context and issues present each time.

For those of you faced with so many available options and with so many of those options claiming to be all things to all people, how do you know which one does what, let alone which one works? I offer the following checklists, the first one what to beware of, and the second what to look for.

Checklist: what to watch out for

If you observe the following, it's time to ask some hard questions. If the framework, model or system:

• Actively fosters long-term dependence on the consultant or service providers
• Features a lot of hard-sell and constant expectations of signing up for more 'advanced classes'
• Uses processes that are done 'to' you rather than 'with' you
• Keeps materials, tools and mechanics of the actual processes a tightly-guarded secret from you
  
• Categorically condemns certain forms of human behaviour while others are lauded in an unqualified manner (i.e. stop all 'red' and 'green' behaviours in favour of doing only 'blue' ones)
• Encourages you to recruit others (family, friends, colleagues) in an ever-widening, Borg-like assimilation process
• Makes far-reaching explanatory claims across all aspects of human behaviour, as seen through a single keyhole view
  

Checklist: what to look for

To get the best long-term value and real results from your time and money invested, you should reasonably expect the following from an explanatory framework focused on human behaviour:

• Transparent - the tools are put in your hands for you to use for yourself with guided tuition
• Holistic - it has language that works 'from the boardroom to the boilerroom' and all the moving parts work well together
• Integrated - the framework features both internal consistency and an ability to coexist harmoniously with other explanatory models in your existing 'toolkit'
• Humanistic - its tenets line up with what the great traditions and civilizations of the past have had to say about human behaviour, personality and group interaction
• Scientific - uses the latest neuroscientific insights on brain function in a practical applicable way
• Empowering - offers insights to identify blind spots and reactive behaviours, in order to break repetitive patterns of unhelpful behaviour and help you achieve what you want for yourself
• Positive - is based on the belief you are not 'broken' and focuses on helping people achieve all they are capable of being by accessing their particular gifts and talents
• Developmental - describes the process toward personal integration and realization of one's full potential
• Interactive - more than a model for self-awareness, it gives you the tools to better interact with others and relate to them emotionally, cognitively and behaviourally
• Versatile - has application to the fields of self development, effective communication, management skills, fostering better leadership, transformational change in organizations, interpersonal relations, negotiation, sales skills, persuasion and influencing, difficult conversations...
• Practical - results-focused and applicable from the very first day of training

Having used and studied most of the frameworks on the long list at the top of this post, I can say that I have yet to see one that ticks all the boxes of the list immediately as well as the NeuroPower framework.

What is most positive about it is that I have not needed to 'unlearn' any of my previous training. The NeuroPower framework (as developed by author and strategist Peter Burow) is an integrated toolkit of useful and practical tools based on neuroscience and brain function. There is plenty of room for other tools and methods that you are already using and that work - because if they work, they must by definition line up in significant ways with brain function.

In this way NeuroPower happily coexists along with other methods and systems...though it's possible that once you have experienced its holistic nature and powerful explanatory insights into human behaviour, it may become your preferred toolkit for any number of applications!

As always, to find out more you can email me to talk about how I am using NeuroPower in my work with clients around the world.
TM

Change, innovation & global opportunities

In the run-up to the workshop I’m running next Tuesday that asks, “Is your organization change-ready?” a bit of recent research suggests a growing realization among global senior leaders that their organizations are not as change-ready as they would like.

The “Global CEO study” by IBM is based on interviews with 1,130 CEOs, general managers and senior public sector and business leaders from around the world.

Here are some highlights:

• Eight out of ten CEOs see significant change ahead, and yet the "change gap" between expected change and the ability to manage change has almost tripled since the last Global CEO Study in 2006.

• Nearly all CEOs are adapting their business models and two-thirds are implementing extensive innovations. More than 40 percent are changing their enterprise models to be more collaborative. (And I would suggest this is not just with customers as the IBM study suggests, but also with employees as the Mercer Workplace 2012 report has persuasively argued.)

• CEOs are moving aggressively toward global business designs, deeply changing capabilities and partnering more extensively; organizations of all sizes are reconfiguring to take advantage of global integration opportunities.

An increasing number of senior leaders are coming to the realization that a different approach is required if they are to successfully manage change, develop sustainable innovation and succeed in a global context.

How does your organization compare?

According to the IBM report, the predicted Enterprise of the Future is change-ready, radically innovative, accesses active (not reactive) creativity and is comfortable with the realities of global business across cultures, able to work virtually and beyond the constraints of traditional “9-to-5” thinking.

So how does your current organization measure up to this predicted future?

Are there structures in place to manage the inevitable conflict created by change? Is there a healthy corporate culture in your own organization, let alone the expertise to manage the cross-cultural challenges of global business?

If not, what steps are being taken to foster the development of trust relationships? Is it a project devised by an external consulting firm and done TO your people, or process created collaboratively and interactively WITH your people – who are after all the ones who will have to carry on long after the consultants pack up and head out?

Does your organization have the management capacity to deal with complexity, the leadership ability to guide through change and – crucially – the transformational skills to overcome natural resistance to change by channelling that energy into engagement to produce positive growth and development of people, teams and organizations?

Useful questions to consider, whether you are a senior leader making your way in the current global business climate or a staff member making decisions about the sort of company where you want to spend the majority of your productive waking hours.

If in your opinion the answers to those questions fall short of the mark, the good news is that there is a way forward: an integrated, holistic approach to improved business performance that offers people a common language to structure their experience of change, helps to effectively engage stakeholders cognitively, emotionally and behaviourally, and enables organizations to communicate in a structured, effective, managed and phased way to enhance strategic alignment and produce high-performance cultures.

Email me for details.

TM

Sydney workshop: Is your organization change-ready?

On the morning of Tuesday 09 September I’ll be presenting a half-day workshop on communications and change in Sydney at Melcrum’s 5^th annual Strategic Communications Management Summit.

Is your organization change-ready?

A change initiative - whether a merger, acquisition, restructure, change in leadership or other shift in strategy - is typically undertaken for practical business reasons. A change that makes sense on paper, however, can fail to deliver the expected value if the change process is not supported with tangible actions in the short term.

People issues once were considered “soft” issues, but organizations have learned there are hard consequences to mismanaging people issues during a change, including employee disengagement, dropped productivity, decreased revenue and loss of competitive advantage.

In this informative and interactive workshop you will learn how to use communications as part of a holistic strategy to shape organisational culture and mitigate the people risks in the change process.

Using client examples, I will describe an approach to culture change that features proven models and offers practical tools to identify, prioritize and address these risks. Participants will leave the workshop with new insights on how to help their organizations to be “change-ready”.

For more details download the summit brochure.

Go here for registration options for this pre-summit workshop and for the full two-day summit on 10-11 September.

TM

Clear Mountain Leadership Retreat: musings on gearboxes and transformation

Another weekend, another workshop…. It’s unusual that I book back-to-back weekends with professional development courses, especially when I’ve got significant client work in between. For this one, however, I could resist neither the topic – an intensive look at integrated leadership styles through application of the NeuroPower framework (as developed by author and strategist Peter Burow) – nor the location: Clear Mountain outside Brisbane in Queensland.

So I’ve been sitting atop a mountain surveying the vistas of the river valleys spilling out to the sea, in a quest to “rediscover the leader within.” I’ve also been mindful of the line from my favourite novel, The Razor’s Edge: “It is easy to be a wise man on the top of a mountain.” The point for me in such courses is in the practical application of insight and knowledge and the task is therefore not merely to go up the mountain in search of wisdom, but to bring one’s integrated perspective back down from the heights and help others along their own path to insight, knowledge and wisdom. And since arguably corporations are the cathedrals of today inasmuch as many people want to derive meaning and purpose from the work that they do, I like those insights to wherever possible have a business application.

The limbic reaction: fight/flight/freeze revisited
All forms of change, be they in work or relationships, whether in the areas of learning, shifts of mindset, altered circumstances or new developments, will provoke a limbic response. Whether we ultimately perceive the change to be positive or negative, the immediate response at a very basic level of the brain will be “something is changing the status quo, what does this mean?? Am I under threat?? Am I going to be OK??”

You have probably heard of this as the fight-flight-freeze response. It’s a critical part of our survival mechanism. It’s hardwired into our neural circuitry and happens even before we’re consciously aware of it. This is to the good: it’s the reason your distant ancestors dodged threats (like Australia’s infamous three S’s: snakes, sharks and spiders) and defended their turf long enough to produce the people who, in turn, eventually produced you.

The fight-flight-freeze or limbic response gets some bad press because it can lead to really dumb decisions. The point is, it’s not the place you want to make all your decisions from, but without it you can’t make decisions at all. Let me explain.

Your limbic responses are absolutely not the noble, rational, thinking part of your brain that goes so far toward making you uniquely human and particularly you. Still, I’d like to revisit the limbic/fight-flight-freeze response and suggest a bit of a reframe, a more nuanced understanding of what this part our brain is about.

The parts of the brain responsible for this automatic, seemingly knee-jerk reaction that happens beneath our conscious awareness are also the bits of the brain that provide the energy required for your higher brain functions. These higher functions are the ones that help you to define what you feel about the reaction you’ve just had and in turn what you think about that feeling about what’s just happened.

For example, the unconscious reaction when you first meet someone might be strong attraction, which produces a feeling of both pleasure and embarrassment (perhaps because this person happens to be your boss’s new wife) at which point your thinking brain comes up with a story to explain the situation to yourself in an acceptable fashion (“she reminds me of an ex-girlfriend,” or, “she must have been flirting with me somehow”).

The mental gearbox

People who’ve had the limbic part of their brains surgically “shut off” end up being incapable of making a decision – they simply can’t be bothered about anything in particular because they can’t decide if they want to fight it, flee it, or freeze. You could therefore think about this function in less sinister, life-threatening terms, by simply understanding them as gears that you switch in your mind depending on whether you need to go forward, be in neutral, or reverse.

You may be thinking, “OK, forward makes sense, that’s how you get stuff done, but why on earth would I want to be in neutral or even reverse!?” Well, think of a conversation between two people constantly in forward – they’d be talking over each other and not hearing anything the other person said. While you may well have engaged in conversations like this in the past (or even today) you’d probably agree that it’s not a very useful means of two-way communication. So “neutral” in this context is the part you play in the natural flow of conversation when you let other people take their turn to speak and have their say.

What about reverse? Think of reverse as the reflective gear, where you withdraw to gather your thoughts, make new connections and create knowledge out of the raw information that you’ve gathered.

We all need reflection time – it’s the key to developing awareness of oneself and others. Hence my decision to spend time this weekend on the mountain, learning (among other things) how to manage my own mental gearbox of limbic reactions and becoming attuned to what gear other people are currently using so as to have more successful interactions with them.

When people have developed this capability and happen to be in an organization, this function is the key to achieving transformational leadership, which (in a triad along with management and leadership) will be the theme of future postings on this blog.

For now, I appreciate your taking the time in neutral/reverse gears to read/ponder my musings from the mountain, and encourage you to get into forward gear to seek out my further posts on this subject…

TM

Michael Rennie – McKinsey, meaning-making, mindsets and more…

It's been a week of serendipity...while researching something else entirely I came across this interview with Michael Rennie, whose name resonated because of a conversation I had on the weekend. His point of view converges entirely with the ideas I want to promote with this blog and deserves the widest possible audience, hence this post.

Rennie's a remarkable individual. Diagnosed at the age of 31 with terminal cancer and given at most 12 months to live, he embarked on both an inward journey (remember yesterday's post about the value of plumbing the depths...?) and a process of connecting outwardly with others.

He beat the cancer and now over a decade later has taken the lessons he learned in the process about meaning-making, meditation and changing mindsets into the world of large organizations. Today as global co-leader of McKinsey & Company's Mindsets and Capabilities practice he specializes in performance culture improvement and behaviour change in large organizations, working closely with Chairmen and their top teams on leadership performance.

The result is a compelling vision of transformational leadership for the 21st century.
Hope you enjoy what he has to say as much as I did.
TM


Michael Rennie: Head & Heart

tm helps you get what you want

toddmontgomery consultancy (tmc) is an international consultancy in the areas of organizational change, leadership and people development.

In organizations, the focus is on "the people side of change" - leading people through change situations while effectively managing organizational and interpersonal complexity.

What kind of change?

Changes like mergers and acquisitions (M&As), strategic refocus, business transformation, restructuring, design changes, employee engagement initiatives, corporate culture and brand renewals, internal communication activities and a host of others - at both the organizational and individual level.

How does tmc work with clients? Well, a good indicator is the tmc corporate tagline:

This means working with leaders and teams so they are clear what they want (set the strategy and develop the vision). Then, based on what comes out of that, helping them define the things they need to do (individually and as a team) to get what they want. 

Together we diagnose, develop and deliver a program that helps leaders find practical, sustainable ways to get the best out of each individual team member. Particular focus is placed on effective communications, emotional self-management, integrating diverse talents and particular strengths within the team, and learning how to identify and positively influence patterns of behaviour in oneself and others.

Helping you achieve and sustain practical results
 
The work doesn't end there! In the next stage of our collaboration, tmc acts in an advisory role to offer guidance and assistance with the implementation - a key component of which is finding ways to embed change competencies in the organization to sustain the change in the long term.

The methodologies used to achieve these practical results may include: individual consultation, group facilitation, large group process, executive/group/performance coaching, and workshops to enhance skills development across the team. The ultimate objective is to not only develop skills but to create sustained behaviour change (where "behaviour" is simply a skill that is applied in real-life setting) for positive business results.

In larger organizations, internal facilitators and coaches can be certified in a combination of process, systems and group leadership methods to help carry out change initiatives and embed learning in the organization through practical application in the workplace setting.

The end result: a culture of engagement with motivated teams of people who get things done.

The tmc approach is based on the belief that there is no standardized, catch-all method that will suit every client. The focus is instead on responding to your particular reality and "making it fresh" every time - tailored to your reality and most importantly: enjoyable and engaging!

What about individuals?

tmc also helps individuals to identify and "get what they want." Here's how it works.

A short series of conversations help you to identify your desired outcomes and develop a practical action plan to achieve your goals. You'll experience greater clarity, a chance to "think out loud" and ways to use your particular skills, talents and abilities to get the tangible results you want. Each conversation builds on the last to promote accountability, highlight your progress, and encourage you to "have another go" - to go out and learn from each effort, adjusting course until you reach your destination.

To find out how tmc can help you get what you want, contact Todd at:

toddmontgomery
Mobile +61 431 989 434
Email toddm AT toddmontgomery.com.au
Skype ktoddmontgomery