Harvard-10- Mary Follet-Psychology of Leadership-Tal Ben Shahar [eTati].mp4

hi good morning good morning welcome I want to get started right away because we have a full program it is an honor to have professor Allen visiting us today from Richmond Virginia she's a world-renowned scholar and in the area of organization organizational behavior and in the area of Social Psychology and the thing that she's going to talk to us about today about Mary Parker Follett is extremely important I mentioned her in the class before she's one of the leading scholars in the history of our field organizational behavior and for some reason she's not as known as she should be so going back to our premise of appreciative inquiry the way I see it is that she is a seed a seed with huge potential to continue to impact the field for for decades and century and what we're going to do today shed some light on this seed appreciate it so that it can grow there's an honor again to have professor Allen thank you thank you thank you Tao so first of all two points of clarification I'm not sure if it was clear Tao was not talking about me but he was talking about Mary Parker Follette I still have a long way to go before I will become the hero that she is and the second thing is that it's quite an honor to be introduced by your esteemed professor who has made the front page of the Boston Globe so I think a round of applause and you've got to go in if you didn't see it on the web if you if you see it if you're looking at the hard copy there's a fabulous picture of him sitting in front of all of you kind of on his chair so I'm gonna do it without a chair and let's get started because there really is a lot to say about Mary Parker Follett what I'd like us to do today are there three main things three goals that I have one is I'd like to integrate her insights with our current understanding of empowerment the other thing is I'd also like to touch upon what really is empowerment and what are its contributions as well as its constraints because we have already learned in organizations that it's not as trivial as we would like it to be to have empowered and empowering organizations and the third thing is there's a paradox to empowerment and I'd like to touch on it and I'd like to share as well what recommendations Mary Parker Follett had for us regarding this paradox so what is empowerment well first of all it's unbelievably popular right everybody wants to be empowered and we would like to have organizations that we work in and that we live within as empowering and empowered places to be part of there's a lot of face validity right it sounds like it's a good thing and we kind of feel very positively towards the concept of empowerment however when it comes to actual findings what I'll share with you is that the story is mixed there are multiple definitions we will not go through all of them today we will reuse primarily a process definition and here's something very important empowerment as you both as a state and as a process when we view it as a state I am empowered right now it's very static it's very short-term and it's much easier to achieve if that's the outcome we're looking for we can get to it we have an end goal that we focus on we make sure that all of the things that we need to create we create we get the person or the group or the organization to be where we want it to be and that's it but empowerment is really a process it's ongoing its long-term and here's the primary challenge its reciprocal when you have people who are engaged in the process they are fully empowered they are empowering they are changing the very same situation that is creating the possibility for achieving empowerment and that of course becomes a very complex situation now before we continue I would like us to do an exercise together I would like you to identify an experience in which you either felt empowered or you felt disempowered I'd also like you to identify situation in which you helped others become empowered or disempowered before you do the exercise let me tell you why we're doing it empowerment is so powerful that we have been able to create it within a 20 minute in basket an in basket is an exercise that is used a lot in assessment centers where you give people a lot of information that are typical for example manager might encounter and they need to respond and in the way we created the materials how are the emails written what did the voicemail sound like we could change people's performance based on how empowered they felt 20 minutes that's all it took so using the theater of the mind right what we all have in our minds and our experiences I would like you now to create these situations that you have encountered so I'd like you to think of a situation where you are empowered or disempowered in a situation where you helped others become empowered or disempowered I'd really like you to choose only two of the four right you have four options here because we don't have enough time for all four and here's what I would like you to do okay so you're thinking now of two situations and this is what I'd like you to jot down what elements contributed to creating each situation and how did you act and feel in each situation and here's the caveat write down what really happened not what you would have I'd like to have happened or what you think should have happened right you're sharing this only with yourself right so you can write the terrible things that may have happened or the terrible things that you may have helped felt but you really need to focus on what really happens so write it down I'd like you to jot down what elements contributed to the situation and how did you act and feel and focus on two biz we don't have time for all four now I'm going to need all of you to participate because you're also going to give me some feedback based on this exercise that we will then use for the rest of the talk okay let's take another minute you want as much detail as you can provide you want it to be very rich okay we're gonna start with a show of hands you had about you had right to to remember so let me ask if we're going to number these as one two three and four how many of you focused on a situation where you were empowered raise your hands okay a lot how many of you focus when you were disempowered less how many of you focused on when you helped others become empowered okay did you see quite a lot again how many of you focused on when you helped others become disempowered very few okay this is very important to recognize what does this mean does this mean that all of us sitting in here are just wonderful people and we never disempowered others I hear some nods saying yes very good so is that possible or just fabulous yes we are fabulous however we all have a bias and it's called attribution bias are you familiar with attribution bias i familiar with attribution theory okay so quickly attribution yes attribution bias should I go over okay attribution bias is how we make attributions towards it this is attribution right towards what happens to us but the bias is that where there's a difference between how we attribute what happens to us and while we attribute what happens to others so for example let's say I do very well on a test well honestly I did well on the test I'm smart I studied well I really get what they want in this course let's say I did not do well on the test well then why didn't I do well on the test is it because I'm stupid No why didn't I do well I become the test I didn't study I would I had a really important party to go to or what else bad test right that's a big one right the professor did not design a good test or it was very skewed and there and and there was no way I could have known notice the difference I my attributions for my success are internal and my attributions for my failure are external and then here's where it gets interesting let's say you did well on the test what am I gonna say I didn't do too well but you did well what am I gonna say what exactly did you hear you got lucky it was easy maybe it was similar to another course that you had already taken ok so that Tribune's are external for your success from my point of view what about your failure what am I going to say when you did not do well on the test right you're not as smart right so my attribution to your failure are internal and that's what happens here I am not as well aware of when I have contributed negatively it's not that I've never done it it's that I don't apply the same attribution as when I helped others become empowered I actually have probably more or less equally done this at this stage of our lives leaders as they become more experienced and develop do much better here that's one of the things that really engages us with leaders is that they're empowering we don't gravitate towards leaders who are disempowering obviously but here's the attribution bison one of the things about empowerment is to start recognizing when we empower others as well as when we dis empower others because we want to reduce that quadrant where we it disempower and we want to increase the crowd quadrant when we empowered now what did it take for us to be empowered and disempowered right we were much more aware of that these are questions that we need to answer not just for ourselves but also for others and here are some things that people will share but before that one last thing about our role as leaders in terms of empowering and disempowering we why is it so important that you know when you're empowering a discipline why is it so poor that we know it's called self monitoring as we need to know how others view us not how we want them to view us but how do they really see us how are my actions and my words interpreted by others the leaders who do well are very high self-monitors there's another thing that leaders do very well they're very high on emotional intelligence and we gravitate towards others who understand well how we're doing we gravitate well towards others who understand our feelings so we will gravitate to the leaders who not only can create this with us but who also understand their role in it and understand how we feel and act in these situations unfortunately we don't have time to hear from all of you how you felt and what created these situations but I'd like to share with you what we've learned from research what have we learned about empowered people there's no need to copy this down this is basically probably you'll recognize a lot of your own words in here this is a these are reports from people they empowered people will take risks they're willing to experiment they trust others empowered people are willing to look inward for improvement they're not constantly looking outwards externally for knowledge and information they look forward to going to work Wow novel nice they speak well of the organization very important for organizations they acknowledge the work of others they are capable of giving glory of giving other people credit this empowered people frequently report they don't like sharing ideas with other people they waste a lot of time double guessing trying to figure out what needs to get done and if they're doing it the correct so rather than doing it they're worried they're hesitant to request help they feel it will look bad they rationalize failures and there's a lot of external attributions including blaming others when they don't do well now there's also differences in in feelings right these these behaviors are also influenced also from the feelings people who are empowered are recognized respected energized consulted and thanked they're secure they're capable they're creative they're supported by others and they have they feel like they have discretion over time and their work and they assume good will look at what you had jotted down and my guess is that you recognize a lot of these from your own notes this is very powerful people are much more engaged in what they're doing and compare it to people are disempowered why do we hate that because we feel ignored we feel like other people are using us we are afraid that other people will be recognized and not us and we become very focused on making sure that people see what we do rather than focusing on achieving the goal and frequently we don't empower other people because we feel it's easier to do it ourselves we'll also get recognized for it then working with others in developing them now here is what is so fascinating about Mary Parker Follett Mary Parker Follett a hundred years ago recognized all of this and Mary Parker Follett remember lived in a time of Taylorism Taylor is of exactly the opposite of all of this she lived from 1863 to 1933 most of her lectures took place in the 20s she was a philosopher but she was very grounded she did a lot of practical work and she engaged frequently with business people I'd like you to also remember not only was it a time of Taylorism this is a woman in a time when women really didn't have a significant role and were not considered to be valid in the business world right these were not they were not embraced and yet she was so successful she already then started talking about what we have focused on for the last decade in terms of empowerment and at the core at the core was her belief that people wish to self-govern which is completely the opposite of what Taylorism said and more than that she said people wish to self-govern they want to be able to contribute they want to be able to achieve they want to be able to grow yes oh sorry okay Taylorism Taylor and is there anybody by the way here who's familiar yes did you all hear Taylor thank you very much I was excellent Taylor Frederick Taylor developed the idea of scientific management which is if you kind of think of it is is the regions of the assembly line where he basically said we can break down the work into its smallest components and then we will take people and use them in the way that is the most efficient and as a result people were brought in to work to be efficient and what Mary Parker Follett pointed out was the whole person was not coming to work right they were in a way working nearly like robots and what she pointed out was if you looked at these men primarily men who were working these were men who were very active in their social organizations and their religious organizations very active in their family they had a lot to contribute and organizations were not bringing that in they were using them in scientific management in order to be efficient so that's why if you think of the setting her work is unbelievable thank you for that question and for the excellent answer now she believed all people wished to self-govern which is kind of the old the Theory X and Theory Y which I don't know if you had a chance to touch on but we came back to this question about 50 60 years later but she had already said no actually people are not lazy people want to grow but she said more than that not only do people want to self-govern but when you give them the opportunity to do that the group that they are part of develops because if you truly allow it it will not be done at the expense of others but on the contrary they will contribute right you utilize all these wonderful strengths achievements and characteristics and the group develops organization develops and it said she called it a dialectic process kind of the term that Hegel uses a dialectic process you you have two different forces coming together and together they create a completely different force which again then needs to it transforms the situation and again another force will come in and there'll be another transformation and here's another thing that she said because people wish to self-govern and it's a dialectic process within groups and organizations the role of businesses is to develop individuals and not only because society will be better that way but because organizations will also be better because you're gaining from all of the strengths that are being brought together in this dialectic process ok fabulous what I just said now right doesn't that sound by common sense I mean this is obvious this should work I would think I'm not seeing any nods I would think this seems pretty straightforward at least in our era you guys are going maybe not well obviously you're very wise right maybe not because it hasn't happened we're not seeing this and she said that's already a hundred years ago so what is going on well there are lots of fears people are of empowering others they're afraid of losing control right if it's a reciprocal dialectic process you are no longer in control you will have to trust the situation your afraid others will get recognized you're not going to be center stage you're afraid that you will not be viewed as powerful if you let others develop and what is going to happen you might lose your job and again let me share with you something about leaders some of the best leaders what they're what they do so well is succession planning because they say if I can develop mentor somebody to do my job it's not that I'm gonna be out of a job it's that then I have opportunities to do other things right remember our assumption everybody is interested in self growth so if you hang on to what you have there's no self growth there's stagnation and successful leaders always have succession planning always have people who can take their place so that they can do more the other fears we have oh my gosh if I'm empowered I might need to work more other people might resent me and you know what there might not be any rewards and this is critical we know about motivation how many of you have seen the movie office space excellent okay you remember the guy right he was brilliant at figuring out what was rewarded in this organization anybody remember how many minutes a week did he figure out he needed to work in order to get paid anybody remember but how many excellent I can't it was about 15 to 20 minutes that that is the amount of work he figured out he needed to do in an organization that he belonged to in order to get rewarded what does this mean people are very astute about what gets rewarded in organization we will respond behaviorally to what gets rewarded not what people tell us is rewarded so if people say we pay here if you're very creative but we see that people who are creative and take risks but sometimes their inventions don't work and then they lose their job guess what we realize that's not really what's rewarded so actually by the way it's an interesting dilemma that organizations have how do you reward you know invent people to be innovative how do you reward them there's huge risk involved and nobody wants to be a failure so one of the very successful organizations in terms of being innovated is 3m part of their reward structure is that you need to fail a certain percentage of the time why in order to encourage you to take risk because if all you're doing is incremental change that's not very innovative so the rewards need to come to the risk so why are people afraid of empowerment because just saying take risks saying that we trust you is not enough we really look we really look for what gets rewarded we're smart so what is empowerment okay we've talked a lot about what are some of the constraints what are some of the difficulties this definition focuses on empowerment as a process it's ongoing it's enhancing and energizing it goes back to filete people want to self-govern its context-specific how we develop it will depend on the culture of the organization as well as on the functions of the individuals who are part of the process it expands feeling of trust and control in one's self as well as in one's organization we have to have that not just in ourselves but we also have to believe in the organization is that supportive environment where the rewards are really going to be what is value what what is valued will get rewarded and the outcomes that everybody is all interested in of course is in performance and satisfaction now how do we really do this right this sounds straightforward and remember it's a process it's ongoing even though as the definition it's kind of a one slide but it's ongoing so how do we get there well what does Follette tell us number one you have to focus on the function what do people actually do think task design what do people actually do that's what you need to focus on not on status not on hierarchy you need to remember all members are equal and they must share a common goal what do we have in common here that's what we need to highlight that's where the focus needs to be on not on what you're gonna get and what I'm gonna get we will get these things there are outcomes that we're interested in our organization but what do we have in common so we can pull together that's one of the reasons why mission statements are so important one of the reasons why it's so important that leaders can share their vision so eloquently why they need to be such strong communicators information is freely exchanged information is power in organizations it takes a lot to be willing to give up and share that power and it's viewed as infinite if I share I'm not giving up on anything I'm actually creating more so if I do well in this course I'm also more than happy to help others do well in this course because it's not going to take away from my doing well I have to believe that in order to help others because otherwise I'm torn between two different kinds of rewards the reward of helping others and the rewards of being the star in the class and it's an ongoing process okay I want to break this down a little bit to its components first of all the context is very important what's the culture of the organization what's the experience of the individuals how many people are involved let's look at the organizational level we need these things to happen it's its interpersonal what happens number one information okay this is a very important distinction that I'm going to make people think that just sharing information enough it's not we're actually overloaded by information and that was one of the biggest mistakes with empowerment in the early 90s is they were just pushing information down but nobody was prioritizing it people just went into and for me overload and actually did not do as well and you know what they were giving the wrong information there are two kinds of information that we need to focus on organizations one is ambiguous information information that is open to interpretation and the others concrete information the objective information something that we just pass on which do you think is more important in an organization ambiguous absolutely and you know why because that's where each individual's added value comes to the organization how do you understand what needs to get done how do you interpret the situation that ambiguous information allows the opportunity for growth and that's what we need to share and that's what people are afraid of sharing is they don't want to give up that opportunities that's the opportunity for making a difference that's an opportunity for making a decision for example ideas for growing the organization's market share all of that is going to be ambiguous what is our current market share that numbers say eleven percent that's concrete so we need to know what we're trying to do and we need to be willing to share it and here is something that I have found in my work that is mind-boggling when you ask people which information do they share with people that work with them they say of course both ambiguous and concrete with the primary focus on ambiguous but when you actually look at what they share what do they actually share they share the concrete they're not aware of the distinction that they're making which is not in the favor of the organization nor in theirs there's a paradox that what people think they're doing and what they want to do are not the same why am i spending so much time on this to be successful leaders we need to be high self-monitors and sharing that into the correct information is critical we need to be able to build together the organization and for that we need to be willing to share something that is difficult for us to focus on is it's not clear and we're worried that it will be misunderstood obviously we need to share responsibilities and active belief what is active belief active belief is knowing the strengths of other people that you work with and building on these strengths think of those people who saw in you possibilities that you did not see yourself they may have actually been in the quadrant that you identified as feeling empowered we gravitate to these people because they help us grow a strong leader is a leader who can see strengths than us that maybe we ourselves don't see and who allows us to use these strengths that is active belief they have full trust in those set of capabilities and they use them now what is this all mediated by it's mediated by some intrapsychic constructs self-efficacy locus of control self-esteem with of the three the one that is the most easiest to change an organizational context is self-efficacy our feeling of belief that we can succeed in a particular task so if I want to develop my communication skills training working with a coach can help me become a better communicator and I can believe that and that helps me with this process self-esteem is a much more stable trait and most people in American culture actually have relatively high self esteem locus of control is who I think controls my actions is it me is it internal or is it my husband my professor god lock car so all external most of you most likely have relatively high internal locus of control otherwise you probably would be sitting here because if you had high external locus of control you wouldn't have done what it takes to be sitting here so we know that the people in the organization who probably will achieve great self growth are people with moderately high levels of internal self growth why not very high levels of locus of control why did I say relatively high why don't I say high why not high internal locus of control why is that not the sign for success right where you believe you control everything you believe you control your destiny completely okay two points one is it leads to a lot of frustration right you know what there are some things that we just can't overcome and two it might also that frustration might not allow me to see my failures and to grow and that's correct there are things that are beyond our control and we need to accept that they are beyond our control and not spin our wheels trying to change things that we cannot change and a word to the wise I'm guessing most of you are not married yes how many people here have a significant other okay minority so let Awards of the wise on this when you decide to live your life with somebody right you decide to join in partnership for the rest of your life don't say to yourself oh this person is perfect for me except for some issues that I know I will be able to change if you hear yourself saying well I really need to change XYZ you need to remember that even though you might have moderately high and turn the locus of control you can't control everything and changing other people is very hard so either you change yourself and you accept right and you accept that even though you're high and internal locus of control you're not completely in control of everything so this is what we need to make sure people with high external locus of control this is very hard this is very very hard because they think that most of it is not about them but the majority of the population is not there okay so when we measure the population that's not most of the people are not externals but rather we are gonna see a lot more internals now okay so we we get this is we're activating this it has to be mediated by these three and what are we hoping for satisfaction and unique performance outcomes now let's talk about each one of these satisfaction to frequently organizations measure satisfaction is a proxy for performance it's easier to measure attitudes than it is to measure behaviors right how do I measure attitudes I just asked you so I asked do you like this organization do you want to be part of this organization and if you say yes right you're satisfied I say empowerment tests have been successful but is that really all that we're Oregon interest in organizations no we also are interested not only in satisfaction and we are by the way interest in satisfaction because we're interested in people being happy in the context of work for the reasons that I've already said as well as their turnover and absenteeism goes down but we're also interested performance that is relevant to the organization why unique because you need to decide in advance what changes you would like to see blanket changes rarely occur what are your priorities what are the first things that you would like to see changed in the organization those are the unique performance outcomes and people have control over them are you guys familiar with expectancy theory of motivation so let me brief you tell expectancy theory okay let me briefly tell you about expectancy theory of motivation because it's very relevant here people will put forth effort into behaviors that they know will create performance think of you studying for a test how are you going to study for the test you're gonna study for the test in a way that you believe will help you get a good grade you're not necessarily going to spend all of your time studying just one thing that's interesting for you because although you might learn a lot from that one thing and although we were are gonna say well that promotes in-depth learning and that's wonderful you're gonna say wait a minute the behavior right now that I'm seeking is a grade on the test and that's very rational and very relevant that's how you will decide where to put forth effort leaders need to tell people in organizations what sort of effort is necessary in this organization in order to perform well and saying working hard is not enough why because it's true general what does that mean work hard tell me what sort of working hard so for example if ty wanted to help me out prepare this lecture today he could have said oh just be funny which of course I'm sure he wouldn't have said that because he's just intuitive intrinsically funny and I think it just happens to him but that would have helped me so what am I supposed to do go up and open joke books I mean that would have been lame it would have been unsuccessful right I would have probably needed something much more specific in order to tailor my behavior but if I received that from my manager from my leader I would know how better to behave in a way that I could perform and then when I perform well there are the rewards that's expectancy theory expectancy theory says great leaders know how to motivate people by sharing with them the kind of effort that is necessary for performance that will lead to rewards in the organizations and that is the awareness intervention if you want to empower people tell them exactly what to focus on it's volitional we have choice and we're smart and this is not a guessing game so tell us what it is we are focusing on what we want to improve and Follette said that Follette said people want to contribute we need to share with them how now here's another thing that's not in the model but is very important we need to assume that people have KSA's knowledge skills and abilities if they don't it's the responsibility of the organization to train them knowledge skills and abilities we cannot perform if we don't have the knowledge skills and abilities that we need and organizations need to provide that they cannot assume that people will get it on their own but at the same time I'll share with you something that Andy Grove who used to head Intel said he said this to all of us always look to the future and say how are things going to change to make sure that I have the knowledge skills and abilities that the future will need so I will have something to provide in the future that may not be the same as what is necessary now okay this is our empowerment process and this is our paradox the paradox is that the very same conditions that allow one individual to provide power to share power undermine undermines the essence of empowerment because it means that one party has more than another and that's the paradox because when one party has more than the other they're superior there's a status difference there's a power difference and it allows them to judge others it allows them to provide or limit resources and withhold information so there isn't true redistribution it's still hierarchical and that's the paradox and that's one of the biggest challenges of true empowerment Follette a hundred years ago recognized this and already spoke of this paradox and how to overcome it here's what she said she said it's continuous interactive influence is the ability to change another person's behavior it's a positive thing if the outcome is positive accept that people throughout the organization will influence you because of their function not because of their status because of what they do in the organization they will influence you just as you influence them the other thing is the role of the leader is not to provide power the role of the leader is to take away obstacles the role of the leader is to open the path for others to provide and to grow those are the great leaders they see what we need and they provide the resources and they take away any impediments expect and create change expect the dialectic this whole concept of constant change it's about that we cannot always know what the future will hold but as long as we're going with it and that's what Andy Grove said look for the inflection points look for how things will change in ways that are hard for us to predict today and I'd like to share with you that this whole notion goes back again to job design right it goes back to what is the person's function what are they doing that is contributing how do we build from that and the other thing that you might notice both from this and from the definition and the model that we just looked at is we're really looking at a process and Terry Mitchell who's written a lot about motivation in organization says in general one of the biggest mistakes that managers and leaders do in organizations when they try and fix problems they try and fix the individual frequently by firing them when really the problems usually lie in the organizational process but why don't they look at the organizational process well it's harder and frequently they're the ones who designed it so that's really where we need to look at it and how would we look at process with empowerment I would suggest we do it with 4ms the micro level let's look at the individual do they have the knowledge skills and abilities can we help develop their self-efficacy then we need to look at the mezzo level the relational active belief sharing of information and responsibility then we look at the macro level the values of the organization the culture of the organization and the last M is the most problematic it's the misnomers bogus empowerment do we really are we really striving here for empowerment is everybody an organization committed to doing what needs to be done does everybody in the organization at all levels have the tools are we looking at the function are we looking at higher are we focusing on our little Empire or are we focusing on growing people and removing the impediments here are the things in an organization that everybody needs to be able to answer why do we do things the way we do here can we understand all these processes what gets rewarded and is what we reward here really what needs to be rewarded and those of you are interested in this there's an excellent article by Steve Kerr called the folly of rewarding a when expecting be excellent it talks about how organizations backfire because their reward structures are not designed well how do I access the resources what are the mission values and goals if not everybody can answer it then we have a problem as they don't have a common agenda and they don't know what exactly are the behaviors that are necessary think expectancy Theory what do we need to achieve our mission our goals and our values leaders have to be very clear what are the values of the organizations and let me share with you more than that some research that I've recently done says you know what when we look at leaders after they die after they're dead they're always thought of better we always say they were better leaders after they're dead right we exalt them except in one situation when they were morally corrupted after death there's extra motivation we have no tolerance for values that are not aligned with ours or with what needs to get done we Wilson we will be quiet about it for a variety of different reasons sometimes there are very few whistleblowers but when a leader dies and it turns out that they were corrupted any moral we damned them and that's something that I would like you all to remember is to achieve we need to make sure as leaders that we're very clear about the values and what we're trying to do and as leaders this is a Chinese poem go to the people learn from them love them start with what they know build on what they have but of the best leaders when their task is accomplished their work is done the people will remark we have done it ourselves and beef we have another minute and this is what I would like you to do we have done it ourselves what is the one thing you want to take away from the last 50 minutes neural networks we cannot remember everything take one thing think back to the exercise the theater of the mind what do you want to take away to be better able to empower other people and also your own self growth to empower yourself shut down the one thing that made the biggest impact on you today and my parting words to you are certain understandings between leaders and followers are fragile the understanding for example that real participation for all of us is a process of becoming and never arriving and good luck to you all Wow thank you

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Keywords: 10, March, 10, Mary, Follet, Guest, lecturer, Prof, Dafna, Eylon, Psychology, of, Leadership, Tal, Ben, Shahar, eTati

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Length: 48min 36sec (2916 seconds)

Published: Mon Dec 31 2012