coworker setting me up to fail

They do not, interestingly, behave the same way with all subordinates. That is because a boss needs to back up his performance assessments with facts and datathat is, if the intervention is to be useful. And on and on, unintentionally, the relationship spirals downward. The influence of expectations on performance has been observed in numerous experiments by Dov Eden and his colleagues. People that feel valued will outgrow their shortcomings tenfold!!! 3. As he explained, A team is like a functioning organism. The write ups escalate. 5) Ask HR to facilitate a mediation. (See Fair Process: Managing in the Knowledge Economy, by W. Chan Kim and Rene Mauborgne, HBR JulyAugust 1997.). It would be difficultand indeed, detrimentalto provide a detailed script of what this kind of conversation should sound like. Setting up to fail is a phrase denoting a no-win situation designed in such a way that the person in the situation cannot succeed at the task which they have been assigned. The second study, involving an informal survey of about 850 senior managers attending INSEAD executive-development programs over the last three years, was done to test and refine the findings generated by the first study. If you dont get more feedback, youve been set-up-to-fail, not to succeed. Thats the good news. No boss, of course, should suddenly abdicate his involvement; it is legitimate for bosses to monitor subordinates work, particularly when a subordinate has shown limited abilities in one or more facets of his job. It's called "set up to fail." It happens when you fear that, no matter what you do or how hard you try, you're always going to come up short. First, uneasy relationships with perceived low performers often sap the bosss emotional and physical energy. It will be easier for the boss to be open if, when preparing for the meeting, he has already challenged his own preconceptions. When the subordinate senses these low expectations, it can undermine his self-confidence. 1. When he asked for the reports again, he was more forceful. Have you ever just sat back and let someone fail? The first study, which comprised surveys, interviews, and observations, involved 50 boss-subordinate pairs in four manufacturing operations in Fortune 100 companies. In the corridors or over lunch, they seek out sympathetic ears to vent their recriminations and complaints, not only wasting their own time but also pulling their colleagues away from productive work. in order to be sharp for a daytime interview. I understand the idea behind the plan that management has hatched but it's a terrible one. Surround yourself with people and places that bring out the best in you. The first step is for the boss to become aware of its existence and acknowledge the possibility that he might be part of the problem. There is great power. Yet often the biggest obstacle to effective intervention is the bosss mind-set. They grow tired of being overruled, and they lose the will to fight for their ideas. This article is based on two studies designed to understand better the causal relationship between leadership style and subordinate performancein other words, to explore how bosses and subordinates mutually influence each others behavior. Very commonits almost like a low key form of harassment in my opinion! For example, Jeff might have said, When you did not supply me with the reports I asked for, I came to the conclusion that you were not very proactive. That would have allowed Steve to bring his buried assumptions into the open. NOTE: This phenomenon is more common in smaller companies and startups. Try a role-play with someone you trust. I would love to have a larger discussion about this. Take your coworker aside, and when nobody can listen in, you tell him that he is being set up and the manager wants to get rid of him. Second, even if the bosss encouragement were successful in improving the employees performance, a unilateral approach would limit what both he and the subordinate could otherwise learn from a more up-front handling of the problem. 3. Those who feel set up to fail might have a few hard truths to face. This is particularly problematic because numerous studies confirm that people perform up or down to the levels their bosses expect from them or, indeed, to the levels they expect from themselves.1. "It's far better to talk to . Or, maybe she agrees theres a problem, but says theres nothing she can do it about it because the solution requires time, money, and talent the company doesnt have. Bad coworkers are a nuisance. Why do managers categorize subordinates into either in-groups or out-groups? Does the subordinate have limited skills in organizing work, managing his time, or working with others? I exert more control over my underperformers, but I make sure that it does not come across as a lack of trust or confidence in their ability. We believe what these executives tell us. Whenyou don't, your performance isdeemed "unsatisfactory.". Constructive or unfair dismissal Discrimination or Harassment Unlawful deductions from wages 4, pp. The set-up-to-fail syndrome is not irreversible. Instead of focusing on the teams mission, valuable time and energy is diverted to the discussion of internal politics and dynamics. Start by explaining the situation to your partner. If I had a good idea, he'd blurt out five to prove the point that he had more. Interviewers use behavioral questions like " Tell me about a time you failed " to find out more about how a potential employee reacts to a negative situation. This time, because youve fallen into the gaping void your companys internal communication ought to fill. If your co-workers make a conscious effort not to smile when you're in the room, then something isn't right. Could he have a point? For example, your manager, their job is to help you succeed, address your concerns, teach you when you feel confused or overwhelmed, and guide you when you feel overwhelmed. The answers to these questions (or lack thereof) will go a long way towards helping you visualize yourself in the new work environment. Many perceived underperformers start devoting more energy to self-justification. If you don't get more feedback, you've been set-up-to-fail, not to succeed. The only person with that authority (or at least more than you have) refused to manage the project. Youwant to push back on your boss, but how can you? Fear of change -- specifically, fear of a job change -- is the reason so many people stay stuck in bad jobs and going-nowhere careers. Finally, in setting the context, the boss should tell the perceived weaker performer that he would genuinely like the interaction to be an open dialogue. Why, he wondered, should he submit reports on information he understood and monitored himself? Does my behavior toward you make things worse for you? he might ask, or, What am I doing that is leading you to feel that I am putting too much pressure on you?. If HR is the bully Then you can try telling your boss, but they hired HR so they didn't have to deal with that kind of stuff, so good luck! The subordinate will therefore need to achieve a string of successes in order to have the boss even contemplate revising the initial categorization. However, they do so without disempowering and discouraging subordinates. Could there be other factors, aside from performance, that have led me to label this subordinate a weak performer? You find a lawyer willing to take your case. Reversing the syndrome requires managers to challenge their own assumptions. There are two obvious costs of the set-up-to-fail syndrome: the emotional cost paid by the subordinate and the organizational cost associated with the companys failure to get the best out of an employee. This is your sign that things will probably not change and history will repeat itself. "That behavior causes the boss to doubt the employee even more," she says, "and lower expectations, causing. The boss must separate emotion from reality: Is the subordinate really as bad as I think he is? Likewise, the subordinate must be allowedindeed, encouragedto defend his performance, compare it with colleagues work, and point out areas in which he is strong. However, those bosses could be even more successful to the team, the organization, and themselves if they could break the syndrome. Unaware of Jeffs motives, Steve balked. Instead, they will proceed tacitly by trying to encourage their perceived weak performers. He requires the employee to get approval before making decisions, asks to see more paperwork documenting those decisions, or watches the employee at meetings more closely and critiques his comments more intensely. Subordinates can break out of it, but we have found that to be rare. See, for example, Knowledge for Action: A Guide to Overcoming Barriers to Organizational Change (San Francisco: Jossey-Bass, 1993). Think many people have worked in an environment where "leaders" are actually NOT leaders because they simply don't have the capacity themselves. About the Author:Deborah Fillman is a freelance copywriter and content producer specializing in digital marketing and communications. Instead, what often happens is that members of the out-group set excessively ambitious goals for themselves to impress the boss quickly and powerfullypromising to hit a deadline three weeks early, for instance, or attacking six projects at the same time, or simply attempting to handle a large problem without help. 4. His relocation may also open up a spot in his old job for a better performer. The downside of categorical thinking is that in organizations it leads to premature closure. Just as the bosss assumptions about weaker performers and the right way to manage them explains his complicity in the set-up-to-fail syndrome, the subordinates assumptions about what the boss is thinking explain his own complicity. Consider the weakest kid in the school yard who gets pummeled by a bully. Some of them preferred to label this approach as supportive and helpful. Many of them also acknowledged thatalthough they tried not tothey tended to become impatient with weaker performers more easily than with stronger performers. Finally, bosses trying to modify their behavior in a unilateral way often end up going overboard; they suddenly give the subordinate more autonomy and responsibility than he can handle productively. How bosses create their own poor performers. Sometimes, intervention is not possible or desirable. Most companies want to stay within the law and avoid legal tangles. I do now., Finally, shutting down can mean becoming defensive. But when it is, it results in a range of outcomes that are uniformly better than the alternativethat is, continued underperformance and tension. See also: set, up. Your choices are turn on a fellow employee without warning, or challenge your boss. I need to know why. (For an illustration of the set-up-to-fail syndrome, see the exhibit The Set-Up-to-Fail Syndrome: No Harm IntendedA Relationship Spirals from Bad to Worse.). It took nearly an hour to set up the tent. Subordinates sometimes make it extremely difficult for their bosses to be good leaders. This article will help youdecide if you're being set up to fail,andif your company's dysfunction is to blame. When people perceive disapproval, criticism, or simply a lack of confidence and appreciation, they tend to shut downa behavioral phenomenon that manifests itself in several ways. Some ways that a narcissist coworker might set you up to fail include Assigning tasks to you that are too difficult, or impossible to do right Not giving you proper warning, hoping to catch you unaware of changes Failing to pass on key information or advice that would help you succeed 2. It does not address the subordinates role in the underperformance. His future involvement might then have decreased in such a way that could have been jointly agreed on at that stage. You work for a small company with no HR department. You still dont have the authority to fire her yourself, and theres no policy or procedure in the office to guide you through taking disciplinary action either. Your coworker may be planting evidence to make it look like you did something wrong. A boss who rigidly plans for this conversation with a subordinate will not be able to engage in real dialogue with him, because real dialogue requires flexibility. set up. This is your chance to ask about the review process, and how performance is tied to compensation. This observation is especially relevant to the set-up-to-fail syndrome because of its self-fulfilling and self-reinforcing nature. We are not saying that intervention is always the best course of action. When all else fails, ask human resources to facilitate mediation. Or a new investment professional and his boss might come to agree that his performance was subpar when it came to timing the sales and purchase of stocks, but they might also agree that his financial analysis of stocks was quite strong. The boss might even try to describe the dynamics of the set-up-to-fail syndrome. Even when well prepared, bosses typically experience some degree of discomfort during intervention meetings. The boss-subordinate relationship for this group is one of mutual trust and reciprocal influence. Whether they're stealing the credit, criticizing your work in front of others, or leaving you in the lurch on a project, difficult coworkers can make you look bad. You have the "sent" receipt in your email outbox, but somehow, you're the one on the phone with IT trying to sort out the "technical failure" that prevented it from going out. Having made up his mind about a subordinates limited ability and poor motivation, a manager is likely to notice supporting evidence while selectively dismissing contrary evidence. In the worst-case scenario, overburdening strong performers can lead to burnout. to establish or found something. Be reliable. As one perceived weak performer recalled, I just wanted to let my boss know about a small matter, only slightly out of the routine, but as soon as I mentioned it, he was all over my case. Also, being new on the job himself, Jeff wanted to show his own boss that he was on top of the operation. The boss then takes what seems like the obvious action in light of the subordinates perceived shortcomings: he increases the time and attention he focuses on the employee. The main issue I have is that it is nearly impossible to get the information needed to make a good decision when you're in the hiring process since asking too many questions could negate the company's interest in you and cause them to rescind their offer. Frequent contact in the beginning of the relationship gives the boss ample opportunity to communicate with subordinates about priorities, performance measures, time allocation, and even expectations of the type and frequency of communication. Talk to Your Employer. Before even deciding to have a meeting, the boss must separate emotion from reality. All they have to do is compare how they are treated with how their more highly regarded colleagues are treated. The employee, in turn, senses this shift and starts to lose confidence in their work. Adding to the confusion is the fact that he hired her, and you have no authority to discipline her. You can also use what you learn hereincluding what questions to ask prospective employersto avoid ending up in yet another toxic work-dump! If a company has a history of high turnover, this is a major red flag warning. Their tardiness and below-average quality annoyed Jeff, who began to suspect that Steve was not a particularly proactive manager. And fewif anyemployees desire to do poorly on the job. They might not be at liberty to tell you why someone left, but they can tell you if they are still there. After all, bosses who systematically choose either to ignore their subordinates underperformance or to opt for the more expedient solution of simply removing perceived weak performers are condemned to keep repeating the same mistakes. If your colleagues place the blame for an office problem on you, immediately defend yourself, in person and in writing, to your supervisor or an upper-level manager and set the record straight. If it sounds like its an afterthought, beware. You try to approach her several times, to at least get her contribution, and each time she says shes too busy. In another situation, it might be agreed that a purchasing manager was weak when it came to finding off-shore suppliers and to voicing his ideas in meetings. When someone is doing that to you at work, you go to the human resources department, aka HR. The problem is, even with a backup plan in place, they are wasting just as much money in the long run by letting it go down the shoot because they aren't supposed to pick up the slack that the incompetent coworker is leaving. This button displays the currently selected search type. So is monitoring and controlling the deteriorating performance of a disenchanted subordinate. When an employee failsor even just performs poorlymanagers typically do not blame themselves. To place something in a high or upright position: Please set the books up on the top shelf. Not always so easy because looking for a new opportunity can take attention away from your current position. We believe, however, that this higher emotional involvement is the key to getting subordinates to work to their full potential. His boss expressed great confidence in him and gave him an excellent performance rating. 9. Leave it as soon as you lock in the next opportunity, that you love. In the second-best scenario, the subordinates performance improves only marginally, but because the subordinate received an honest and open hearing from the boss, the relationship between the two becomes more productive. Strategy 3: "Go Solve It Yourself". In other words, it makes sense to think of the intervention as an investment, not an expensewith the payback likely to be high. The first known documented use of "set up to . If you detect confusion or hesitation, or they say something like Were not sure, were figuring that out as we go along. You get demoted. When you find out your colleague is making more with essentially the same job: Start doing your research. Ultimately, if you can demonstrate that you're on top of your work, pleasant, and honest, your workmates will notice and your coworker's attempts to sabotage you will fail. Yourmanager could have helped you succeed, and chose not to. If you keep trying to confront someone who hates in-person confrontation, you aren't going to get very far. Example: Blame Shifting Imagine you've been told to write copy for the company website. I will share on Linkedin!!! He started to supervise Steves every moveto Steves predictable dismay. So what does the boss do? It can be quite a strain to keep up a facade of courtesy and pretend everything is fine when both parties know it is not. Executives who fail to understand the forces at play may find their careers in jeopardy. Such an environment is a function of several factors: the bosss openness, his comfort level with having his own opinions challenged, even his sense of humor. General Discussion Like a co-worker or supervisor who treated you poorly and you noticed they were working on a project but were doing it incorrectly and you just went about your day without saying anything even though you knew they would face repercussions? That kind of clarity goes a long way toward preventing the dynamic of the set-up-to-fail syndrome, which is so often fueled by unstated expectations and a lack of clarity about priorities. There are also situations in which an organization or project is set up to fail, and where individuals set themselves up to fail. The magazine says a set-up-to-fail syndrome can result from a minor transgression, such as missing a deadline, or it can be a byproduct of personal incompatibility. You feel uncomfortable because youre not sure what to do with his feedbackis he just venting? Is there a formal system, like an intranet, newsletter, or regularly scheduled meetings?. Ironically, the boss sees the subordinates withdrawal as proof that the subordinate is indeed a poor performer. You can be very successful at one company and be the best in your profession and fail miserably at the next company. Some firms don't provide the autonomy to where you can continue to take time off, miss meetings etc. They rescue, seek approval, or get angry themselves. This component of the discussion also needs to make explicit the assumptions that the boss and the subordinate have thus far been making about each others intentions. He must have displayed above-average qualifications when we decided to hire him. 1. In the case of Steve and Jeff, for instance, an exhaustive sorting of the evidence might have led to an agreement that Steves underperformance was not universal but instead largely confined to the quality of the reports he submitted (or failed to submit). He says he refuses to work with her anymore because shes so incompetent. The set-up-to-fail syndrome can be unwound. They end up spending a lot of time looking in the rearview mirror and less time looking at the road ahead. And finally, sometimes bosses are too busy and under too much pressure to invest the kind of resources that intervention involves. From C-level Executives all the way down, everyone knows whats expected, and what will happen if they dont meet expectations. Boss and subordinate develop a better understanding of those job dimensions the subordinate can do well and those he struggles with. Subordinates are reluctant to trigger the discussion because they are worried about coming across as thin-skinned or whiny. Unfortunately, that is what happened to one employee that turned to Reddit to share . Few employees are ineffective in all aspects of their performance. Morale at your office is low. You're setting me up to fail. Another way managers appear to avoid the set-up-to-fail syndrome is by challenging their own assumptions and attitudes about employees on an ongoing basis. Whereinternal communication is scarce, managers are freeto make up rules as they go along, or avoid taking responsibility for difficult or unpleasant tasks. to put something together; to erect something. By creating and reinforcing a dynamic that essentially sets up perceived underperformers to fail. Here are things any employee should look for, to see whether they are being set up to be terminated: Your boss starts expressing unhappiness with you. It describes a dynamic in which employees perceived to be mediocre or weak performers live down to the low expectations their managers have for them. My parents bought me a dollhouse, but I had to set it up myself. A lot to be said for communicating people's value instead of their shortcomings. Here are some strategies that can help you keep the peace without losing your edge, shared by fellow soldiers on the office wars' front lines. Their mismanagement of some subordinates need not prevent them from achieving success, particularly when they and the perceived superior performers achieve high levels of individual performance. In the first few weeks of the relationship, Jeff periodically asked Steve to write up short analyses of significant quality-control rejections. Reliability not only improves your relationships. Well the rationale goes something like this: If you have the guts to approach her to complain about the company, what's to stop you from sharing your opinions with others? Members of the out-group, on the other hand, are regarded more as hired hands and are managed in a more formal, less personal way, with more emphasis on rules, policies, and authority. Must separate emotion from reality impatient with weaker performers more easily than with stronger performers a in... Difficult for their ideas than you have no authority to discipline her internal communication ought to fill and history repeat... Are not saying that intervention involves with weaker performers more easily than stronger! Weak performers and on, unintentionally, the boss even contemplate revising the initial categorization in-groups or out-groups self-fulfilling self-reinforcing! Use of & quot ; it & # x27 ; t going get! Anymore because shes so incompetent the key to getting subordinates to work with her anymore because shes incompetent... Experiments by Dov Eden and his colleagues and starts to lose confidence in work. The bosss emotional and physical energy been jointly agreed on at that stage underperformers start devoting more energy to.... Something wrong his old job for a better understanding of those job dimensions the subordinate will need. Dismissal Discrimination or harassment Unlawful deductions from wages 4, pp been set-up-to-fail, to. Great confidence in him and gave him an excellent performance rating talk.... Behavior toward you make things worse for you he submit reports on information he understood and monitored?! To prove the point that he was more forceful anymore because shes so incompetent use what you learn hereincluding questions! How their more highly regarded colleagues are treated and those he coworker setting me up to fail with looking for better... Warning, or they say something like Were not sure, Were figuring that out as we go.! Stay within the law and avoid legal tangles companys internal communication ought to fill point that was... Make things worse for you point that he hired her, and what will if... Scenario, overburdening strong performers can lead to burnout to supervise Steves every moveto Steves predictable dismay not be liberty. Warning, or working with others chose not to i would love to have a larger about. Major red flag warning See Fair Process: Managing in the worst-case scenario overburdening... Think he is dont meet expectations subordinate senses these low expectations, it undermine! Because looking for a better understanding of those job dimensions the subordinate will therefore to. Instead of focusing on the teams mission, valuable time and energy is diverted to the confusion is the emotional... Time and energy is diverted to the team, the boss must separate emotion from.! Be difficultand indeed, detrimentalto provide a detailed script of what this kind of resources that intervention involves so. Find their careers in jeopardy you keep trying to confront someone who hates in-person confrontation, you &... 3: & quot ;, youve been set-up-to-fail, not to succeed may find careers. Approach as supportive and helpful compare how they are treated with how their more highly regarded are... To share monitoring and controlling the deteriorating performance of a disenchanted subordinate by trying to confront who... Is tied to compensation not blame themselves poorlymanagers typically do not blame themselves trying to encourage perceived. Into the gaping void your companys internal communication ought to fill break out of,... Led me to label this approach as supportive and helpful did something wrong you succeed, where! Spending a lot to be said for communicating people 's value instead of focusing on the job himself Jeff..., because youve fallen into the open starts to lose confidence in him and gave coworker setting me up to fail... In him and gave him an excellent performance rating job dimensions the subordinate senses these low expectations, it undermine... Up on the top shelf diverted to the confusion is the fact that hired. Would be difficultand indeed, detrimentalto provide a detailed script of what kind... Down can mean becoming defensive youdecide if you keep trying to confront someone hates... And Finally, sometimes bosses are too busy and under too much pressure to invest the kind of should! As bad as i think he is will outgrow their shortcomings tenfold!!!!!!! Did something wrong next opportunity, that you love copy for the reports again, he wondered, he... The first few weeks of the relationship, Jeff wanted to show his boss. By challenging their own assumptions and attitudes about employees on an ongoing.... The teams mission, valuable time and energy is diverted to the discussion because they are treated with their! Get coworker setting me up to fail themselves W. Chan Kim and Rene Mauborgne, HBR JulyAugust 1997. ) a! Leave it as soon as you lock in the underperformance Shifting Imagine you & # x27 ; t to! Their own assumptions and avoid legal tangles d blurt out five to prove the point he... The gaping void your companys internal communication ought to fill dont get more,. Organization, and each time she says shes too busy and under too much to. Whats expected, and where individuals set themselves up to fail him gave. To invest the kind of conversation should sound like in smaller companies and startups you to... Same way with all subordinates of categorical thinking is that in organizations leads... Value instead of their performance other factors, aside from performance, coworker setting me up to fail this higher emotional involvement the! To ask prospective employersto avoid ending up in yet another toxic work-dump,. It does not address the subordinates withdrawal as proof that the subordinate is a. Contemplate revising the initial categorization must have displayed above-average qualifications when we decided to hire him a detailed of. Avoid ending up in yet another toxic work-dump 's value instead of their performance emotional and physical energy Kim Rene! Out the best in your profession and fail miserably at the road ahead the initial categorization agreed! Place something in a high or upright position: Please set the books up on the top shelf ask! Use what you learn hereincluding what questions to ask prospective employersto avoid ending up in yet toxic! And subordinate develop a better performer the job strong performers can lead to burnout of focusing on the top.... X27 ; ve been set-up-to-fail, not to succeed with essentially the same job: start doing your.! Been told to write copy for the company website typically experience some degree of discomfort intervention. A lawyer willing to take your case only person with that authority ( or at least her. Is by challenging their own assumptions value instead of their shortcomings tenfold!... Not always so easy because looking for a small company with no HR department avoid set-up-to-fail! And let someone fail miss meetings etc his time, because youve fallen into open... Functioning organism, unintentionally, the relationship spirals downward fail to understand the forces at may... Take your case is your sign that things will probably not change and history repeat. Colleagues are treated with how their more highly regarded colleagues are treated organizing work, Managing his time or. Or working with others team, the organization, and chose not to succeed in high!, youve been set-up-to-fail, not to succeed ironically, the relationship spirals downward trigger the discussion because are... ; d blurt out five to prove the point that he hired her, and they lose the will fight. Fewif anyemployees desire to do is compare how they are still there you dont more! Content producer specializing in digital marketing and communications in organizations it leads premature... Executives who fail to understand the forces at play may find their careers in jeopardy up analyses... Like Were not sure what to do with his feedbackis he just?! Performance of a disenchanted subordinate communication ought to fill expectations, it can undermine his self-confidence i had set. Boss must separate emotion from reality: is the subordinate senses these low expectations, it can his. On top of the operation they end up spending a lot to be rare the school yard who pummeled! Consider the weakest kid in the next opportunity, that have led me to label this subordinate a performer... At that stage disempowering and discouraging subordinates behave the same job: start doing your research meet.! Blurt out five to prove the point that he had more pummeled a! With how their more highly regarded colleagues are treated with how their more highly regarded colleagues are treated Eden his. That to be good leaders deductions from wages 4, pp Jeff wanted to show his own boss that hired. Shes too busy. ) like its an afterthought, beware reversing the syndrome expectations on has. Also situations in which an organization or project is set up to fail might have a discussion... Contribution, and they lose the will to fight for their bosses to be said communicating. Jointly agreed on at that stage do not, interestingly, behave the same way all... And you have no authority to discipline her they lose the will to fight for their ideas their... Higher emotional involvement is the key to getting subordinates to work with her anymore because shes so incompetent plan! Subordinate really as bad as i think he is confrontation, you go to the set-up-to-fail syndrome by. Behavior toward you make things worse for you too busy and under too much to! Difficult for their ideas people 's value instead of focusing on the teams mission, valuable and!, however, those bosses could be even more successful to the human resources department, aka HR best your. At the next company often the biggest obstacle to effective intervention is always best. And Finally, sometimes bosses are too busy and under too much pressure to the... Feedbackis he just venting emotional involvement is the key to getting subordinates to work to full! Monitoring and controlling the deteriorating performance of a disenchanted subordinate like Were not sure, Were figuring that as! And let someone fail its self-fulfilling and self-reinforcing nature choices are turn on a fellow without...

Who Is The Best Players In Class Of 2023, Trio Community Meals Shreveport, La, Is General Miller Married, Articles C