Indian Gaming Association Seminar Series Institute Presents:
The Leadership Role of a Regulator" Certification Training South Point Hotel & Casino, Las Vegas, Nevada
AGENDA (Subject to Change)
Day 1
8:00 am – 9:00 am
Breakfast
Welcome and Class Expectations
9:00 am – 10:30 am
“Ethical Leadership & Integrity” Frances Alvarez, Chairwoman Tribal Protection Gaming Network
10:30 am – 10:45 am
BREAK
“What Kind of Leader Am I and Who Am I Leading?” Billy David, Bo-Co-Pa & Associates
10:45 am – 12:30 pm
12:30 pm – 2:00 pm
Lunch Break (On your Own)
“Enhancing Your Problem-Solving Skills” Abe Martin, Casino Cryptology
2:00 pm – 3:15 pm
3:15 pm – 3:30 pm
BREAK
“Navigating Stakeholder Interests as a Leader in Tribal Gaming Regulation” Frances Alvarez, Chairwoman Tribal Protection Gaming Network
3:30 pm – 5:00 pm
Day 2
8:00 am – 9:00 am
Breakfast
“Inspiring You, Your Team, and Your Organization” Billy David, Bo-Co-Pa & Associates
9:00 am – 10:30 am
10:30 am – 10:45 am
BREAK
“Building Effective Teams in Your Organization” Abe Martin, Casino Cryptology
10:45 am – 12:30 pm
12:30 pm – 2:00 pm
BREAK
1
“Essential Communication Skills for Leaders” Deb Chase, COO Merydyan
2:00 pm – 3:15 pm
3:15 pm – 3:30 pm
BREAK
“Time Management and Why It’s Important to Practice” Deb Chase, COO Merydyan
3:30 pm – 5:00 pm
Day 3
8:00 am – 9:00 am
Breakfast
“Work-Life Balance: Keys to Success” Deb Chase, COO Merydyan
9:00 am – 10:30 am
10:30 am – 10:45 am
BREAK
“Putting It All Together: Leading for Personal and Work Success” Deb Chase, COO Merydyan
10:45 am – 12:15 pm
.
2
10/21/24
WHAT KIND OF LEADER AM I AND WHO AM I LEADING? REGULATORS UNITE!
1
PHILOSOPHY FOR THIS SESSION “To Thy Self Be True”
2
1
10/21/24
WHO DO WE LEAD ANYHOW?
3
TRIBAL LEADERSHIP:
¡ Tribal Council/Executive Council ¡ Tribal General Membership ¡ Tribal Business Leaders (Casino Management Included)
4
2
10/21/24
GAMING REGULATORY AUTHORITY
¡ Your Peers (other Commissioners) ¡ Executive Director (if applicable) ¡ Administration of the TGRA ¡ Licensing ¡ Investigations ¡ Audit ¡ Surveillance (if applicable) ¡ Others?
5
FEDERAL ORGANIZATIONS
¡ National Indian Gaming Commission ¡ Department of the Interior ¡ FBI ¡ Homeland Security ¡ Bureau of Indian Affairs ¡ IRS ¡ Others?
6
3
10/21/24
GENERAL TRIBAL PUBLIC AND THE PUBLIC
Tribal Members
General Public
¡ Tribal members who enjoy the property ¡ Tribal members who “watch” Tribal employees ¡ Tribal members who work in the casino/TGRA
¡ Public who enjoy the property ¡ Public who “watch” Tribal employees ¡ Public who work in the casino/TGRA
7
WHO ELSE?
YOUR COMMUNITY?
YOUR FAMILY?
8
4
10/21/24
YOU ARE THE REGULATORY AND INDUSTRY LEADER FOR THE TGRA, NO MATTER WHAT YOU POSITION IS.
9
BE WILLING TO EMBRACE YOUR ROLE AS A LEADER…
10
5
10/21/24
IF YOU WAS TO GIVE A NEW REGULATORY LEADER ADVICE ON THE POSITION, WHAT WOULD IT BE?
AND WHY THAT PIECE OF ADVICE?
11
LEADERSHIP IN INDIAN COUNTRY
¡ discussion
12
6
10/21/24
KEEP IN MIND
Everyone can be a leader: False
Leaders deliver results: Not always
People who get to the top are leaders: Not always
Leaders are great coaches: Rarely
13
WHO WAS ONE OF YOUR FAVORITE LEADERS?
¡ Willing to share why you believed in them? ¡ Has your appreciation for leadership changed as time has gone on?
¡ Professional/Work ¡ Home
14
7
10/21/24
WHO WAS ONE OF YOUR LEAST FAVORITE LEADERS? NO NAMES
¡ Professional/Work ¡ Home
¡ Willing to share why they were your least favorite leader? No Names Please
15
REMEMBER: LEADERS DO THE FOLLOWING
¡ Leaders better their environment
¡ Leaders maintain a positive attitude
¡ They know their team and themselves well
¡ They build the next generation of leaders
16
8
10/21/24
ACCORDING TO PETER ECONOMY, ALSO KNOWN AS "THE LEADERSHIP GUY," SAYS LEADERS ALSO PRACTICE:
¡ Decisiveness ¡ Awareness ¡ Focus ¡ Accountability ¡ Empathy ¡ Confidence ¡ Optimism ¡ Honesty ¡ Inspiration
17
“NATURAL BORN LEADER” I WISH!
18
9
10/21/24
IN AN ARTICLE DAVID R AND WILLIAM T STATED:
“Most developmental psychologists agree what differentiates leaders is not so much their philosophy of leadership, their personality, or their style of management. Rather, it’s their internal “action logic” (how they interpret their surroundings and react when their power or safety is challenged. Relatively few leaders, however, try to understand their own action logic, and fewer still have explored the possibility of changing it.”
19
ACTION LOGIC
¡ How you interpret your own and other’s behaviors and how they maintain power or protect against threats.
20
10
10/21/24
ACCORDING TO DENISE DELUCA THERE ARE 12 CHARACTERISTICS OF NATURAL LEADERS
¡ A natural leader doesn’t necessarily intend to lead; others simply feel naturally compelled to follow. (Or put another way: A natural leader doesn’t lead, he or she just is, and others just naturally follow.) ¡ A natural leader is inspired and inspiring, and often inspiring others to, themselves, be inspiring. ¡ A natural leader is the heart, rather than the head, of an organization, radiating both passion and love.
¡ A natural leader encourages rather than directs. ¡ A natural leader enables rather than the controls.
21
ACCORDING TO DENISE DELUCA THERE ARE 12 CHARACTERISTICS OF NATURAL LEADERS
¡ A natural leader holds a deep and dynamic vision, rather than authority. ¡ A natural leader empowers rather than rewards. ¡ A natural leader is not a natural follower. ¡ A natural leader is confident, but not egotistical. ¡ A natural leader doesn’t dwell on problems, but rather is driven towards positive outcomes. ¡ A natural leader is independent and yet inclusive. ¡ A natural leader is a dreamer and a doer.
22
11
10/21/24
COERCIVE LEADERSHIP Leaders demand immediate compliance
23
AUTHORITATIVE LEADERSHIP
Leaders mobilize people toward a vision
24
12
10/21/24
AFFILIATIVE LEADERSHIP
¡ Leaders create emotional bonds and harmony
25
DEMOCRATIC LEADERSHIP
¡ Leaders build consensus through participation
26
13
10/21/24
PACESETTING LEADERSHIP
¡ Leaders expect excellence and self- direction
27
COACHING LEADERSHIP
Leaders develop people for the future
28
14
10/21/24
BUREAUCRATIC LEADERSHIP
¡ Leaders who focus on following every rule
29
CHARISMATIC LEADERSHIP
Leader who inspire enthusiasm in their teams and are energetic in motivating others to move forward
30
15
10/21/24
SERVANT LEADERSHIP, Leader who focuses on meeting the needs of the team.
31
TRANSACTIONAL LEADERSHIP
Leaders who inspire by expecting the best from everyone and themselves
32
16
10/21/24
TRANSFORMATIONAL LEADER
¡ Internal motivation and self-management ¡ The ability to make difficult decisions ¡ Check their ego ¡ Willing to take the right risks ¡ Organizational consciousness ¡ Adaptability ¡ Willing to listen and entertain new ideas ¡ Inspiration
¡ Proactive ¡ Visionary
33
¡ Natural Born Leader ¡ Coercive Leadership ¡ Authoritative Leadership ¡ Affiliative leadership ¡ Democratic leadership ¡ Pacesetting leadership ¡ Coaching leadership ¡ Bureaucratic leadership ¡ Charismatic leadership ¡ Transformational Leader
SOOOOO….
What kind of leader are you?
34
17
10/21/24
WHAT KIND OF LEADER AM I?
¡ Discussion: Write It Down, anyone willing to share it?
35
WHAT LEADERSHIP STYLE IS BEST?
36
18
10/21/24
LEADERSHIP STYLES OR APPROACHES MAY VERY AND DEPEND ON THE SITUATION, INDIVIDUALS AND OUTCOME DESIRED.
ULTIMATELY, WE WANT TO LEARN DIFFERENT STYLES, IDENTIFY OUR WEAKNESSES AND CONTINUE TO GROW IN OUR LEADERSHIP POSITION.
BECOME AN AUTHENTIC LEADER!
THIS BENEFITS NOT ONLY US BUT THOSE WHO WE LEAD.
37
AUTHENTIC LEADERS NEED ASK THEMSELVES THE FOLLOWING QUESTIONS: 1. Which people and experiences in your early life had the greatest impact on you?
2. What tools do you use to become self-aware? (what is your authentic self? Who is the real me?)
3. What are your most deeply held values? ( Where did they come from? Have then changed throughout life? How do your values inform you actions?)
4. What motivates you extrinsically? (external rewards or things that motivates you to keep your job)
5. What kind of support team do you have? (can your support team make you a more authentic leader? Should you diversify your team?)
6. Is your life integrated? (Can you be the same person at work, home, with family and in the community?)
7. What does being authentic mean in your life? (Have you paid the price for being authentic? Was it worth it?)
8. What steps can you take today, tomorrow, and over the next year to develop authentic leadership?
38
19
10/21/24
WHAT KIND OF LEADER DO THOSE I LEAD THINK I AM?
39
ASK YOURSELF: WHY WOULD ANYONE FOLLOW ME AS A LEADER?
40
20
10/21/24
QUESTIONS?
41
Thank you
42
21
10/21/24
Enhancing Your Problem-Solving Skills
Abe Martin, CFE, CSP abe@casinocryptology.com 931-CRYPTIC (279-7842) www.casinocryptology.com
1
Rule #1
2
1
10/21/24
Warm-up
3
Warm-up
Rearrange letters in each word to create a different word. MUST use all letters.
LEFT SIDE:
RIGHT SIDE:
4
2
10/21/24
The Usual….
Image Credit: Ted Molchan
5
Problem Solving Strategies
• Trial & Error
Try different solutions until one works
• Heuristic
Based on something [similar] that happened before
• Algorithm
A pre-defined plan for solving problems
6
3
10/21/24
The Algorithm
Image Credit: wallpapers
7
identifying Problems
LADDER OF INFERENCE
Image Credit: PDI Solutions
8
4
10/21/24
Analyze the Problem
• Critical thinking – the five W’s: • Pick a problem: _______________________
1. _________ 2. _________ 3. _________ 4. _________ 5. _________
• Reach a root cause! 9
Developing solutions
• Always allow yourself an SFD – no limits • What is the goal? • What does it look like? • What is accomplished by solving the problem? • Reality check • Do you need other people; at what levels? • Are there any materials that are needed? • What is the timeline? • Don’t forget Hick’s Law • Create a step-by-step action plan
10
5
10/21/24
Implementation • Identify stakeholders and communicate: • Leadership • ANY affected team members • Supporters and skeptics • Assign roles: • Project teams (might include a focus group) • Manager • Approver(s) • Set measurable criteria for each phase • Monitor for pre-defined period, make adjustments if needed, and repeat
11
Evaluation & Adjusting
• Monitor:
• Performance reports • Behavioral indicators
• Conduct: • Follow-ups with stakeholders • Performance/skill assessments • Collaborative reviews • Adjustments • Algorithm starts from beginning…
• Identify problem - What didn’t work?
12
6
10/21/24
13
Problem Solving algorithm
• The problem is ______________________ • Ladder of Inference • Analyze the problem • Develop solutions • Implement solution(s) • Evaluate • Adjust
14
7
10/21/24
Abe Martin, CFE, CSP abe@casinocryptology.com 931-CRYPTIC (279-7842) www.casinocryptology.com
15
8
10/21/24
INSPIRING YOUR TEAM AND ORGANIZATION
1
2
1
10/21/24
Be Prepared today to:
3
You must start somewhere
4
2
10/21/24
Would If I Am Not Inspiring?
5
YOU ARE……EVERYONE IS.
6
3
10/21/24
INSPIRATION IS ALL AROUND US, PERSONALLY AND PROFESSIONALLY.
7
WHAT INSPIRES YOU?
Personally?
8
4
10/21/24
WHAT INSPIRES YOU?
Professionally?
9
Inspiration starts with you.
◦ Write down three things that inspire you and why are they inspirational to you?
◦ Who's willing to share?
10
5
10/21/24
Inspiration starts with you. ◦ Write down three things that personally inspire you
◦ My wife and my mom: their personal story’s ◦ My family: daughter, sons, parents and brothers….and now GRANDKIDS ◦ Music: all kinds inspire me, but powwow is my favorite.
11
Inspiration starts with you. ◦ Write down three things that professionally inspire you
◦ Tribal History: ◦ Past leaders in the industry: ◦ You:
12
6
10/21/24
Don’t worry about living a life of being inspirational, live a life that is true and honest. Anymore that is inspiring enough.
Inspiration
To thy self be true
13
Inspiring Your Team
14
7
10/21/24
Share your vision and set clear goals. You can only motivate and inspire your team if they know what they are working towards.
15
Communicate with your team ◦ Communication is a two-way street, and you should make sure that there is a constant flow of communication between you and your teammates. ◦ How do you communicate?
16
8
10/21/24
Encourage teamwork ◦ you can do this by regularly holding team-building exercises and opportunities for your team members to bond and get to know one another. ◦ Encouraging your team can be hard sometimes. What are ways that you can do this without sounding corny?
17
A healthy work environment
◦ Our environment has a significant impact on our productivity, contentment and creativity. ◦ Healthy and happy employees are more likely to feel motivated and engaged. ◦ Is your environment healthy? Body, Mind and Spirit?
18
9
10/21/24
Give positive feedback and reward your team ◦ The power of positive praise is sometimes overlooked but recognizing and applauding achievement inspires team members as they can see themselves progressing towards the goals of the company. ◦ How do you reward your team? ◦ How are you rewarded?
19
Provide opportunities for development
◦ To motivate and inspire your team to achieve great results you should
provide your employees with opportunities for growth and development
◦ What are your organizations opportunities for you and your team?
20
10
10/21/24
Share your vision
Let's Practice Anyone Willing to share?
Communicate
Encourage teamwork
healthy work environment
positive feedback
opportunities for development
21
To Quote Mr. Abe Martin
22
11
10/21/24
23
Or maybe is just this easy BE APART OF SOMETHING GREATER THAN YOURSELF…… LINDA D
24
12
10/21/24
BE A LEADER WHO INSPIRES OTHERS……
25
Thank you!
26
13
10/21/24
Building Effective Teams In Your Organization
Content Credit: Billy David, Bo-Co-Pa & Assoc. www.bo-co-pa.com
Abe Martin, CFE, CSP abe@casinocryptology.com 931-CRYPTIC (279-7842) www.casinocryptology.com
1
Team Building Techniques
SET TEAM GOALS AND PRIORITIES
SELECT TEAM MEMBERS CAREFULLY
TEAM DIVERSITY
2
1
10/21/24
Team Characteristics
• Clearly defined roles • Leadership • Accountability • Communication • Positive Dynamics • Conflict Resolution
3
Team development
STORMING STAGE
NORMING STAGE
FORMING STAGE
ADJOURNING STAGE
PERFORMING STAGE
4
2
10/21/24
Norms
• Teams usually develop norms that guide the activities of team members. • All the team members implicitly understand them. • Norms result from the interaction of team members during the development process. • Performance norms are very important because they define the level of work effort and standards that determine the success of the team. • Leaders play an important part in establishing productive norms by acting as role models and by rewarding desired behaviors. • Norms are only effective in controlling behaviors when they are accepted by team members.
5
conflict
Conflict often arises when team members focus on personal ( emotional ) issues rather than work ( substantive ) issues.
Competition over resources, such as information, money, supplies or access to technology, can also cause conflict.
Communication breakdowns cause conflict—and misunderstandings are exacerbated in virtual teams and teams with cross-cultural members.
Team morale can be low because of external work conditions
6
3
10/21/24
Conflict categories
Substantive conflicts arise over things such as goals, tasks, and the allocation of resources.
Emotional conflicts arise from things such as jealousy, insecurity, annoyance, envy, or personality conflicts.
7
Beneficial Conflict
Eustress is a positive reaction to stress that generates a desire to achieve and overcome challenges.
Groupthink is the mindset that develops when people put too much value on team consensus and harmony.
8
4
10/21/24
Conflict Resolution
Five common approaches to resolving negative conflict: • Dominating – My way or the highway • Compromising – Meet in the middle • Accommodating – Have it your way • Collaborating – Building something new • Avoiding – Let it play out
9
10
5
10/21/24
11
12
6
10/21/24
Abe Martin, CFE, CSP abe@casinocryptology.com 931-CRYPTIC (279-7842) www.casinocryptology.com
13
7
10/21/24
1
2
1
10/21/24
Tribal gaming Regulatory / government career in 1994 – Ho-Chunk Nation •Gaming Commission, Tribal elections and Personnel 1994
Technology Vendor – 2004 – Veridocs •VP of Business Development 2004
Technology Vendor – 2015 – Oncourse Learning •VP of Business Development 2015
Games Manufacturer - 2002 – wms gaming •Vendor licensing specialist 2002
Technology Vendor – 2012 – Aristocrat •VP of Business Development 2012
Technology Vendor – 2017 – Merydyan •Co-Owner / COO 2017
3
• • • • •
4
2
10/21/24
5
DEFINITION OF A PROBLEM:
A problem is generally considered to be: • a task
• a situation • or person which is difficult to deal with or control due to complexity and in transparency. In everyday language, a problem is a question posed for a solution – research/due diligence. 6
3
10/21/24
Mistake Misunderstanding Violation
7
8
4
10/21/24
High Medium Low
9
The right to self regulate
Fine, sanctioning, reputation, etc.
Temporary discomfort, courageous discussion, disciplinary action, etc.
10
5
10/21/24
11
12
6
10/21/24
Autocratic leaders set policies and make decisions primarily on their own, taking advantage of the power present in their title or status to set the agenda for the group.
Democratic leaders facilitate group discussion and like to take input from all members before deciding.
Laissez-faire leaders take a “hands-off” approach, preferring to give group members freedom to reach and implement their own decisions.
13
One of the main challenges of communication, people not meeting others where their understanding of the situation is at.
We are individuals and have different levels of education, experience, communication styles and retention of information.
NEVER ASSUME ANYTHING
If someone is quiet, nonparticipating in discussions, never assume they know nothing of the issue and/or nothing at all.
Making assumptions can come across as disrespectful or arrogant.
Strike the right balance, tone and pitch your communications.
14
7
10/21/24
Address individuals based their position, communication style and appropriateness of the situation.
Be open minded about decisions relating to staffing, a vendor or a product.
If you're being friendly and reasonable, the other person will be more likely to as well.
Don’t be that person that nobody wants to communicate with, because you are perceived as negative.
If you maintain a reasonable tone consistently, you begin to establish a way you are viewed and setting the tone for business matters.
15
16
8
10/21/24
17
18
9
10/21/24
Self Team Department
Tribal government Gaming operations Vendor
Employee Applicant Guest Local, State or Federal Agencies NIGC Consultant, Trainer, etc.
19
FACT
20
10
10/21/24
Listening
Analytical thinking
Creative Thinking
Decision-making
Team work
21
1. 2. 3. 4. 5.
22
11
10/21/24
23
24
12
10/21/24
• • •
25
26
13
10/21/24
Know your strengths Hold others accountable
Be uncomfortable Allow others to fail Allow yourself to fail Challenge yourself
27
28
14
10/21/24
29
30
15
10/21/24
THANK YOU FOR SPENDING PART OF YOUR DAY WITH
31
16
10/21/24
1
2
1
10/21/24
3
4
2
10/21/24
5
6
3
10/21/24
7
PART 1
Do you awake at a scheduled time every morning?
Do you have a routine you follow?
Do you live by your calendar?
Do you get pulled into a lot of unscheduled meetings throughout your day?
Do you get a lot of impromptu calls, instant messages, knocks on the door from your team?
Fill in the blank
8
4
10/21/24
PART 2 – TAKING AN HONEST ASSESSMENT OF HOW YOU SPEND YOUR DAY
1. 2. 3. 4. 5. 6. 7. 8.
9
10
5
10/21/24
11
1. 2. 3. 4. 5. 6.
•
12
6
10/21/24
Urgent – time sensitive
Urgent - priority
Important – scheduled
Not urgent & not important – filler
13
14
7
10/21/24
• B E REALISTIC
• D ON ’ T PROCRASTINATE • P ERSONAL / PROFESSIONAL D ISORGANIZATION
• B E AWARE OF YOUR PERSONAL ALERTNESS / PRODUCTIVITY
• B LOCK YOUR TIME
15
1. L IMIT EMAILS & TIME EMAILING
2. U SE TECHNOLOGY SOLUTIONS
3. A VOID THE SOCIAL MEDIA & INTERNET SURFING
4. E STABLISH & REQUIRE THE USE OF VIDEO CONFERENCING
5. R EQUIRE MINUTES , FOLLOW UP NOTES
16
8
10/21/24
17
•
• •
•
• •
18
9
10/21/24
19
20
10
10/21/24
A CKNOWLEDGING
1.
C OMMUNICATION
2.
A DAPTING
3.
D ECISION -M AKING
4.
5.
TAKING ACTION
21
22
11
10/21/24
You have your to do list, when you complete something – check it off!
Get your favorite coffee.
Allow yourself some time to _____________________.
23
24
12
10/21/24
25
26
13
10/21/24
B E PRESENT
27
28
14
10/21/24
1
2
1
10/21/24
“ Success is peace of mind, which is a direct result of self-satisfaction in knowing you made the effort to do your best to become the best that you can become.”
Coach John Wooden
3
4
2
10/21/24
• • • • •
5
• • • • • • • • • • •
6
3
10/21/24
• • • • • • • •
7
8
4
10/21/24
9
10
5
10/21/24
1
C OACH J OHN W OODEN
2
1
10/21/24
3
4
2
10/21/24
5
6
3
10/21/24
“Great leaders help people reach their goals, are not afraid to hire people that might be better than them and take pride in the accomplishments of those they help along the way.”
“A great leader posses a clear vision, is courageous, has integrity, honesty, humility and clear focus.”
7
Self
Team Departmental structure Tribal government structure Gaming operations structure Partner
Children
Extended family
Personal interests
Personal goals
8
4
10/21/24
• • •
9
KNOW YOUR POSITION
EMBRACE COURAGEOUS DISCUSSIONS
CHOOSE YOUR BATTLES
DON’T BE A RIGHT FIGHTER
10
5
10/21/24
11
Address individuals based their position, communication style and appropriateness of the situation.
Be open minded about decisions relating to staffing, a vendor or a product.
If you're being friendly and reasonable, the other person will be more likely to as well.
Don’t be that person that nobody wants to communicate with, because you are perceived as negative.
If you maintain a reasonable tone consistently, you begin to establish a way you are viewed and setting the tone for business matters.
12
6
10/21/24
Compensation
A pleasant place to work
Opportunities for self- development
Fostering collaboration within the team
Encouraging happiness, positivity and professionalism
No punishment for failure when trying
Leadership setting clear goals for the team
Leadership not micromanaging, empowering decision making of team
Because you care!
13
CROSS TRAINING
SUCCESSION PLANNING
MAINTAIN OPENNESS FOR CHANGE
14
7
10/21/24
Leadership Ownership Relationship
15
Provide agenda in advance
Provide context
Provide Content
Engage your audience
Know how to listen
Be mindful of your words
Be prepared when speaking
Technology is not always good
Use story telling
Be open to feedback
16
8
10/21/24
One of the main challenges of communication, people not meeting others where their understanding of the situation is at.
We are individuals and have different levels of education, experience, communication styles and retention of information.
NEVER ASSUME ANYTHING
If someone is quiet, nonparticipating in discussions, never assume they know nothing of the issue and/or nothing at all.
Making assumptions can come across as disrespectful or arrogant.
Strike the right balance, tone and pitch your communications.
17
18
9
10/21/24
Know your role within the organization 01
Know your team 02
Know your ability to deliver 03
04
Know your home life matters in your
work life balance
19
20
10
10/21/24
21
11
Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50 Page 51 Page 52 Page 53 Page 54 Page 55 Page 56 Page 57 Page 58 Page 59 Page 60 Page 61 Page 62 Page 63 Page 64 Page 65 Page 66 Page 67 Page 68 Page 69 Page 70 Page 71 Page 72 Page 73 Page 74 Page 75 Page 76 Page 77 Page 78 Page 79 Page 80 Page 81 Page 82 Page 83 Page 84 Page 85 Page 86 Page 87 Page 88 Page 89 Page 90 Page 91 Page 92 Page 93 Page 94 Page 95 Page 96 Page 97 Page 98 Page 99 Page 100 Page 101 Page 102 Page 103 Page 104 Page 105 Page 106 Page 107 Page 108 Page 109 Page 110 Page 111 Page 112 Page 113 Page 114 Page 115 Page 116 Page 117 Page 118 Page 119 Page 120 Page 121 Page 122 Page 123 Page 124 Page 125 Page 126 Page 127 Page 128 Page 129 Page 130 Page 131 Page 132 Page 133 Page 134 Page 135 Page 136 Page 137 Page 138 Page 139 Page 140 Page 141 Page 142 Page 143 Page 144 Page 145 Page 146 Page 147 Page 148 Page 149 Page 150 Page 151 Page 152 Page 153 Page 154 Page 155 Page 156 Page 157 Page 158 Page 159 Page 160 Page 161 Page 162 Page 163 Page 164 Page 165 Page 166 Page 167 Page 168 Page 169 Page 170 Page 171 Page 172 Page 173 Page 174 Page 175 Page 176 Page 177 Page 178 Page 179 Page 180 Page 181 Page 182 Page 183 Page 184 Page 185 Page 186 Page 187 Page 188 Page 189 Page 190 Page 191 Page 192 Page 193 Page 194 Page 195 Page 196 Page 197 Page 198Made with FlippingBook - Online catalogs