[ICYMI] No

The word “no” is so compelling because it serves as both a positive and a negative.

We’ve written about this before, here and here, and it never fails to amaze us how much more there is to cover. This is because the crowning question that we asked, from clients to casual observers of our blog and social feeds is: “How do I say ‘no’?”

Saying “no” to an opportunity, a person or a situation is hard for three reasons:

It requires us to articulate the values that we hold dear.
It requires us to make judgment about those values in relation to another persons’ desires and requests.
It requires us to place a potential future best, above a present tangible good.

It is hard for people to say “no” (positively or otherwise) because we feel as though we are letting down other people. And being the social animals that we are, reciprocity and social norming exert a powerful pull upon our psyches, our hearts and even our souls.

The word “no” places a delineating marker between people, ideas, projects and purposes. It segregates, and closes off, even as it opens up other possibilities. This is why rejection is such a hard thing to overcome for sales professionals, marketers and others who engage in the business of persuasion.

“No” ultimately can feel like a rejection of persuasion, rather than a statement of preference:

Preferring the safety of nostalgia over the danger of the new
Preferring the comfort of the present over the uncertainty of the next moment over
Preferring the status quo over a change

What are you saying “yes” to by saying “no”?

Originally published on March 19, 2015.

Download the FREE E-Book, The Savvy Peace Builder by heading to http://www.hsconsultingandtraining.com/e-book-the-savvy-peace-builder/ today!

[ICYMI] No Parking Here

“Sign, sign, everywhere a sign. Blockin’ out the scenery, breakin’ my mind. Do this, don’t do that, can’t you read the sign?” – Five Man Electrical Band (1971)

In this week’s post “How to Autopsy a Conflict,” we here at Human Services Consulting and Training (HSCT) addressed some of the methods which our conflict consultant (and many other mediators and peace practitioners in the field) use to examine conflicts almost after the fact.

There are many ways of communicating in the world today and a conflict communication situation came to us recently and we’d like to address it here, for the benefit of our readers.

In any conflict, both parties have three options in how they can choose to communicate:

They can be nonassertive “What good would it do to speak up?” Or, “Whatever you decide is fine with me.”
They can be passive aggressive: “I’m going to spy on you and then tell on you later to a person or entity up the ladder.”
They can be aggressive: “I am the boss. What I say goes.”

There is an apartment complex in Binghamton, NY, somewhere around the NYSEG stadium where the Binghamton Mets play. This apartment complex has on the street parking.

Typically, a friend of ours (for the purposes of this blog post, we’ll refer to him as C.) parks all the way up to the sign that reads this:

In essence, his selfish act of kindness, provides somewhere near an extra half to full space requirement for the vehicle behind his to park on what is a crowded, on-street parking, apartment living situation.

Now, one would expect such largesse to eventually be rewarded and acknowledged. And it is:

The person who wrote this…well…let’s get a direct quote from C. about this:

“This person clearly has a f—king problem.” (We had to edit that, we’ve got kids reading over our shoulders as we write this.)

Profanity aside, the head consultant here at HSCT agrees. As a matter of fact, we would call this type of communication passive aggressive at best.

Since we are about solutions to this, we have about three for you, our dear reader, our friend C., and the note leaver, that may help alleviate issues like this in the future:

In a previous post, (click here) we addressed getting to know your neighbor.

This would be our recommended course of action in this situation. You may key a stranger’s car, but not a friend’s.

Assertive, not aggressive, communication is the key. A note, left under a windshield with a message on it, provides the first, subtle message that escalation is not only OK, but preferable and acceptable.

Intimidation, fear, closed-off-ness, and anxiety are all present in this note and lay deep in the subtext of C’s feelings as well as his verbalized response.

The antidotes for all of those are collaboration through mutual understanding, clarification of perspectives and by having a rigid goal, but being flexible in the means to get there.

Finally, if you just can’t correct the parking situation on your own, call in a third party: A good friend, the police or the conflict communication and resolution professionals at HSCT.

We’ll take care of it all, from notes to nuts.

Originally published on July 10, 2013.

Download the FREE E-Book, The Savvy Peace Builder by heading to http://www.hsconsultingandtraining.com/e-book-the-savvy-peace-builder/ today!

[Strategy] The Line From Emotional Awareness

Lines are everywhere.

They denote boundaries and connote separation. The shortest distance between two points is a straight line. The shortest distance between two points is a man and his money. The lines are on the map.

Redlining was the process by which people were segregated from each other in urban (and rural) areas in order to prevent (or expand) access to resources. Gerrymandering is the process by which boundaries are eliminated (or created) to get political parties in power.

Lines are everywhere.

They are inside of us. They are metaphorical, but when people decide to avoid a conflict, or suppress an emotion, they are either cleaving to lines already created for them, or they are creating their own lines.

Emotional competency begins with the awareness of these lines inside of us. It begins when we look at the lines and actively decide to take our emotional well-being into our own hands. This is tough, and tenuous and it is not guaranteed.

Here are three things to consider on your way to emotional competency:

Gain emotional awareness—many people in organizations are aware that they have emotions; they are people after all. However, they sometimes lack the courage to assess their own internal lives. People in organizations where we have done corporate training have often approached us afterwards and said “I knew I should have done (X) differently, but I had no idea what was going on with me.”
Develop emotional intelligence—many people underestimate the importance of stories that they tell themselves, the role of fear of failure and the importance of framing and emotions. Without understanding these areas (and taking the time to engage with them) gaining emotional intelligence can seem like a lifetime long, twilight struggle.
Attain emotional competency—many people confuse competency with intelligence or awareness. Many people in organizations (some in the C-Suite) would rather pay for intelligence and awareness, rather than competency. But emotional competency matters more than even talent or skill. In an organization, the people who advance the furthest are those who are the most emotionally competent in the end.

Lines are everywhere.

But they don’t have to be in you, your organization or even your life.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: http://www.twitter.com/Sorrells79
LinkedIn: http://www.linkedin.com/in/jesansorrells/

[Opinion] Justice Is Blind

Justice is blind.

Or so it is said in Western culture.

The issue with justice is not the fact of justice, which is applied through law, morals, appeals to theology and philosophy. The issue with justice is that the narratives around it are often confused with several other things.

Desire for vengeance. Dissatisfaction with outcomes. Disappointment at a lack of desired consequences.

Crime victim families walk before cameras and state: “We came here for justice and justice was done.” Or, “We came here for justice, but there was no justice today.”

A character in a movie once stated that, “Karma is justice without the satisfaction. I don’t believe in justice.” Another character infamously intoned in another film “For justice, we will go to Don Corleone!” We should remember that Lady Justice carries both scales–and a sword.

Many people scream loudly for a narrative that includes and envelops justice. They even make signs and placards with the phrase, “no justice, no peace” emblazoned upon them, but what they are really seeking is karmic retribution.

Retribution, vengeance, revenge; wrongs righted with immediacy and swift, unambivalent consequences. Punishment, meted out by at the highest order, in the fastest way, with as few innocent people harmed as possible.

There is a revolution underway in both the Western world and at a larger, global level. Societies, groups, cultures and even individuals are confusing the results of that revolution with their own desires for karmic retribution. The karmic retribution narrative begins something like this:

“Never before in the history of world, do we (typically meaning “I” or “my in-group”) have access to more information, more money and more power to transform the world in ways reflecting how we would like it to be, rather than the frustrating, unjust ways that it has always been. No longer will we (typically meaning “I” or “my in-group”) wander the world, merely satisfied with outcomes formerly guaranteed to us by ‘people in power.’ We want more. And if we don’t receive the more we are guaranteed, then we will either move on those in power to get it. Or we will call for justice until we get the material outcomes we seek.”

This narrative underlies many current calls for justice, with the immediacy of the narrative being employed, following ever newly discovered injustices, as wave after wave of more access, more mobility and more individualized power seems to wash over the societies and cultures we inhabit.

But so what, right? Under a Rawlian (or even a Lockean) philosophical world view, why shouldn’t narratives be reframed and cries for justice recried?

Well, conflicts occur when narratives differ, when perceptions of justice don’t match and whenever disruptions happen. Conflicts happen when narratives of injustices (and perceived narratives of injustice) rub up against each other.

And when the only resolutions come in the form of power transfers and shifts, conflicts escalate quickly to violence. And, while this is nothing new (see Don Corleone) one need only look at incidents around the United States (and the world) last year to see the evidence of the conflicts and how quickly and irrevocably they can escalate.

What are we to do?

What is the balance between justice, vengeance, and the more revolution that we are experiencing worldwide?

What is the most unambiguous way for all people (even those who have chosen not to participate due to inability, lack of ability or lact of interest) to benefit from the new largesse that our recent scientific/moral/ethical/legal revolutions promise to provide?

What are societies and cultures to do, even as the center disintegrates and the power holders in culture, media, journalism and on and on, lose out in the shifting narratives of our times?

Who gets to choose?

Who gets to make the world?

We don’t know the answers to any of these questions.

But far more energy should be spent on discussing and solving those questions and advancing the narrative of peace. Much less energy should be spent on advancing narratives that cry out for karmic vengeance, too often framed in the language of justice, while always proclaiming that fairness and equitable treatment are the ultimate goals.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: https://www.twitter.com/Sorrells79
LinkedIn: https://www.linkedin.com/in/jesansorrells/

[Advice] 4 Locus of Control Questions

Confirmation bias occurs when a person believes that the situations and experiences they continually run into, reaffirm their persepctive on their place in the world, and their preconceived beliefs or practices.

Case in point: When a person looks at the amount in their paycheck every week and mutters “ Well, I guess we’ll always be middle class.”

Or, when a person tells another before a difficult decision, or contlict, “Well, you had to know that Bob was going to react that way.”

Confirmation bias occurs because we want reassurance that the stories we tell ourselves are the only way reality could possibly be organized. This is why we emotionally, psychologically and somtimes even physically, resist when we are confronted by a different outcome someone else has experienced in the same situation. The fact of the matter is, we are in charge of our own stories—and the stories that we tell ourselves—but we often don’t believe it.

This dovetails with locus of control.

Based in studies and research from the 1950’s, locus of control says that some people believe they are in control of their lives, and other people believe outside forces determine the direction of their lives and their decision making processes.

People with a high internal locus of control believe the world is something they control.

People with a high external locus of control, believes the world controls them.

Confirmation bias reinforces the stories of both personality types: If I believe that I’m in charge of my destiny, then I will continually tell myself the ” I’m In Charge Story.” But if I believe that destiny is in charge of me, then I will continually tell myself the “I’m Not In Charge Story.”

Most often, when things are going well, confirmation bias and locus of control concerns become secondary to a good time. But in a difficulty, confrontation or a conflict around things that matter, confirmation bias and locus of control (both internal and external) can serve as drivers that both intitiate and continue the conflict spiral.

Perceptions, stories and triggers are the fuel in the car of conflict situations, and the only person who can alter the fuel successfully is you. Here are four challenge questions for determining your conflict story:

What did I learn about difficulty, confrontation, control and conflict from my family?

Family is the world’s first organizational structure. And many of us learned the wrong lessons from those in charge. But the real issue is that we keep confirming the same lessons repeatedly with others.

What did I learn about control over my environment when I left the home?

Formal schooling in (at least in the United States) begins at around 4 or 5. This is when true confusion sets in, and when uncomfortable questions get asked about “reality”—and sometimes hushed up.

What messages have I had reinforced through my friends, associates and even the media I chose to consume?

There is a reason that many individuals with high internal locuses of control, refuse to watch the news, choose their friends carefully and are elitist about companies to whom they decide to give their money, time and talent.

What messages am I sending out to the world that are reinforcing difficulty, confrontation, control and conflict stories that are no longer relevant to my experience?

If you have succeeded in overcoming a poor story, or have moved the needle on your locus of control, revisiting old stories that are no longer relevant is the surest way to experience the same things over again.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: www.twitter.com/Sorrells79
LinkedIn: www.linkedin.com/in/jesansorrells/

[Opinion] On Emotional Labor

Just the other day at a workshop, after filling out a communication assessment, we heard this:

“I’m an engineer. This is all great stuff, but really hard to quantify.”

And later in the workshop, after we made another point, we responded by saying:

“You can quantify the effects of emotional mismanagement on the bottom line, in terms of lost productivity, health issues, declining quality of production and overall employee disengagement.”

The engineer nodded his head.

Emotional labor is the final frontier. It’s a space that care workers, mothers, therapists and social workers have inhabited for years. And, in an economy where manually (or technically) laboring was once seen as scarce, emotional labor didn’t matter much.

And yet…

40 hours a week, the average person goes to another location, away from their home, and interacts with people that they did not choose
26% of people report that they are disengaged at work and with work, and 13% of those people are actively disengaged at work
44% of companies are outsourcing jobs to other countries, across all sectors, with the vast majority of employers reporting that they are doing so “to control costs.”

What kind of labor matters?

Well, the kind that can’t be outsourced:

The kind that addresses people’s emotional inner lives, where we spend 99% of our time.
The kind that addresses issues of self-awareness, leadership, emotional intelligence, focus, discipline and many other emotional tasks.
The kind that builds resiliency encourages accountability and that develops people to be more than just cogs in the machine.
The kind that develops and encourages interpersonal communication, conflict engagement, and responsibility.

The challenge in this paradigm shift (for every organization), comes when 20% of the people in an organization are doing 80% of the emotional labor.

But, emotional labor, moving forward in a world where more and more will be accomplished by fewer and fewer people , is the only kind of labor that matters.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: www.twitter.com/Sorrells79
LinkedIn: www.linkedin.com/in/jesansorrells/

[Strategy] The Power of Story

Stories lie at the core of the human condition.

Stories, myths, fables and legends serve a psychological need that human beings have for connection and understanding. The people in professions that understand this, from priests and pastors to marketers and con men, can weave stories so fabulous that they can sell a person anything, from a washing machine to the cannibalistic sacrifice of virgin flesh.

Psychologists and psychiatrists know the power of stories.

They spend years in the medical and mental health fields, carefully mapping the ways in which cognitive connections develop and then the ways in which those connections are externalized with the outside world. Therapy is just a refashioning of a story that you have told yourself for so long that it has become true for you.

When we talk about stories, we inevitably have to talk about fiction and fact, truth and lies. Content and Context serve an important function here, because the ways we determine what the truth is (both “for us” and “for the other”) are important. What may be truth for you in a story may be an out and out lie for me.

Mediators specialize in getting to the truth by first acknowledging that everybody tells a shaded truth: Not necessarily a lie, as in, a story told with the intent to deceive, but a truth that is bent and shaped through content and context to service a particular interest: theirs.

The third factor that influences all of this is power. Now, social justice practitioners and thought leaders talk a lot about power: who has it, who doesn’t, and who is using it to oppress or to privilege.

Power, however, is also based on content and context. This is a tough truth for true believers in social justice, and why the panacea of a socially just future will never be fully recognized.

There are too many competing stories.

When every story competes for primacy in the external realm of an open, capitalistic market, some stories win and some stories lose. The story of Coca-Cola is obviously a winner in the marketplace.

The story of all kinds of insurance—from life and health to car and home—is neither winning nor losing. The story of MySpace is definitely losing: As did the story of Pets.com, Borders and Woolworths.

When we think of the personal brands that we present online, from our social media presences to our tendency to spam and flame each other in the “below-the-fold” comments section of our favorite online articles, stories and storytelling become even more important.

Case in point:

I read an article here http://tinyurl.com/q98wp8c, which served to activate my own stories that I tell myself about writing, famous authors, the nature of public opinion, online journalism, Amazon.com, Jeff Bezos, obscure Viennese writers, World War 1 intellectualism, racism, social justice, wealth inequalities and the ubiquity of online blowhards.

And that was in the first two minutes after I had finished reading the article.

A couple of hours later, I was talking to my lovely future bride and her son and relating the story of the article, further embellishing the story I was telling myself about the article that I had just read.

This is the power of a story and of storytelling. I start out reading someone else’s words and end up making my own meaning of them. Then, to make matters worse, I influence others in how they create their own stories and how they intersect with the external world, featuring myself, the article, the people with whom I interacted and, of course, the stories that they tell themselves.

When conflicts happen, the circle closes, reopens and closes again on the stories that we tell ourselves. Because while conflict is change and conflict is dynamic, it is disruptive, disjointing and personal. The stories of conflicts vary, but they typically begin with:

“They did thus and so to me. And I turned around and did thus and so to them, but they are at fault and they owe me an apology because they started it, I’m innocent and that’s the truth.”

And there it is. The two most important words in any story, whether it’s a marketing story to get you to buy a car or a religious story to get you to buy a belief, the most important thing in any story is the Truth.

Writers, bloggers, journalists, poets and others have long known the power of the truth in a story, which is why stories work so well. They appeal at a deep level to something in the human psyche that very few ever talk about: the desire to be entertained.

This desire is why fiction outsells nonfiction.
This desire is why “reality” TV is always scripted.
This desire is why, even in the midst of a terrible trauma or a horrible conflict, resolution is so hard to come by: Either one, or both, of the parties is being—at some elemental, cognitive level—entertained.

Dopamine is a neural chemical that is triggered in the midst of pleasure and pain. It lulls a person to sleep even as it creates bonding by also releasing that other neural chemical, oxytocin.

The desire to be entertained is intimately linked to the desire to be lulled and pleasured by connection. And the ultimate way to connect is through storytelling.

Forgiveness, reconciliation, anger management, deep breathing, mediation, mindfulness, are all hard and require work to maintain. They require the frontal cortex where creativity, art, poetry, music and all the other hard things live, to be activated and used.

Power enters into this in the area of telling the truth, versus telling a story. Power equals control and he (or she) who has the power (mostly power “over” another person) gets to make the rules.

Power used to be concentrated in the hands of the very few, however, as technological advancements have occurred; power has dissipated to even being in the hands of the very young and the very old. Social media, the Internet, blogs all are forms of communication that give everyone the same power and the same access, though outcomes will vary.

And thus we close the first part of the loop: Stories, fables, legends and myths serve a purpose. They allow us to categorize, compartmentalize and make sense of the world. Stories that we tell ourselves are the most important stories of all. This is why motivational speakers the world over talk endlessly about having a positive mindset; which allows us to tell ourselves stories that are positive and uplifting.

But, what do we do when the stories aren’t that great: When the trauma, dysfunction and conflicts lie at the core of our stories?

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: www.twitter.com/Sorrells79
LinkedIn: www.linkedin.com/in/jesansorrells/

[Opinion] The Imp At The Door

Tell us what you think when you hear the word “impossible”?

The word means different things to different people, but we think that the most important function of the word “impossible” is that it focuses us on lack and regressions, versus prosperity and ascension.

In dictionary terms, the word serves as a descriptor to a person, place or thing that is very difficult, not able to occur, or unreasonable.

Now, your personal definition of “impossible” may vary from ours, but much of the time, when we address the coming conflicts of the next ten years –over access to the Internet, water use, energy use—the nascent solutions that we propose to resolve the conflicts are deemed by listeners to be “impossible.”

Though, it was pointed out to us, that the word “impossible” begins with the construction “imp,” which is a mythological being associated with mischief, disruption and change.

When the normal, the expected and the day-to-day is disrupted with a sense of mischief, typically the imp is alive and well, creating trouble, difficulty and unreasonableness.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: www.twitter.com/Sorrells79
LinkedIn: www.linkedin.com/in/jesansorrells/

[Strategy] You Are Doing Great Things, I Know It…

Performance evaluations, feedback, criticism and “suggestions for improvement” in people’s performance all serve as ways to separate leaders from followers.

We had a conversation this week about caring (see here) and we keep coming back to the idea when we think about how leaders should encourage their followers’ hearts. Most of the time, people analyze what we do—as either leaders or followers—and then make judgments about our performance. Often this judgment is then equated with a person’s character, wisdom or ethics.

But organizations and institutions can’t—and don’t—care. Only people do. And in order to encourage people to continue to follow, leaders must care about the people that they are leading, enough to guide them through the necessary risks to execute the mission.

Performance evaluations, feedback, “suggestions for improvement,” criticism, and many other forms of feedback are often used as a cover for the vulnerability that really caring about followers requires.

“But what do you do if people aren’t doing the ‘right’ thing and screwing up the process?”

This question is a corporate variation on “How do you tell the truth in grace to someone?” and it’s an excellent one. Here are three ideas:

Know what you care about as a leader and why—Some leaders care about process more than people. If that’s the case, recognize and praise the process, rather than attempting to recognize and praise the person.
Be genuine with yourself as a leader—Some leaders struggle with self-awareness. But feedback, criticism and other forms of “improvement” lectures don’t work, and can often be seen as blameing and excuse making. Being genuine with yourself means care about what your role is before caring about your followers’ roles.
Seek to understand first—Some leaders are self-absorbed, narcissistic and vainglorious. Harsh sounding words, yes, but in a world where genuine recognition of others is the only way to effectively encourage a heartful followership, a leader must seek to understand their followers’ hearts—and care about them.

In the short run, caring about people and building relationships is the only way to go for a leader. Celebration and rituals, combined with the importance of symbols, done with authenticity and heartfelt pride in ones followers, can do more to cement long term growth than any amount of money, service development or process change.

Encouraging the heart requires caring about people and creating long term, value based relationships.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: www.twitter.com/Sorrells79
LinkedIn: www.linkedin.com/in/jesansorrells/

[Strategy] “Yes We Can!”

“Yes we can!”

Boy, isn’t that a catchy phrase.

The word “we” is synonymous with enabling others to act, but there are a couple of other pieces that go along with that word:

There are two kinds of power—Many leaders resort to “power over,” when they lose faith or trust (more on this in a minute) in their followers to accomplish the goals that leaders have articulated. Leaders with bad visions (i.e. Hitler, Stalin, etc.) do this more often than leaders with good visions (i.e. Steve Jobs, Moses, etc.). But “we” creates the second kind of power, “power with.” It empowers followers to see the vision and implement it in their own way.
Trust is always an issue—When leaders “let go” and truly begin trusting “the masses” to move a vision forward, some followers aren’t going to get the message right. Some followers are going to be deceitful and self-serving. And some followers are going to fall away when it gets to be too hard. Martin Luther King, and Gandhi both experienced this, but it did not diminish their faith and trust in their followers.
Carrying capacity increases—A leader who doesn’t have to control the “scope creep” of a spreading vision, is not really a leader. Part of acting on a vision is that when action starts, so do reactions: from friends, enemies, circumstances and opportunities. How does a leader know when to say “yes” and know when to say “no”? Well, when the number of followers increases because of trust and empowerment, then the ability to say “No, I can’t right now…but give it to Sally over there” becomes a statement of collaboration, rather than a principled rejection.

We without empowerment, trust and collaboration is just a word with smoke but no fire and followers can easily become cynical when its overuse transforms from inspiration to cliché.

“Yes we can!”

Ok. How will you?

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: www.twitter.com/Sorrells79
LinkedIn: www.linkedin.com/in/jesansorrells/