Articles

Grooming and deportment for managerial employees - Critical components for success in business

There are various attributes Employers look for in potential employees especially at the hiring stage. One Chief Executive Officer once remarked whenwe were in an interview “A successful candidate should be able to market him /herself to me.” He further commented that only in that way would he receive the assurance that he/she would effectively market the business to more customers. As the Panellist present there, we all looked at each other sarcastically, wondering what form the interview was to take that day.

Clearly, the CEO was right although most of the Panel Members were taken aback by his remark at the time. Business etiquette, grooming and deportment are now crucial issues which may make or break businesses. Corporate leaders choosing to ignore business etiquette whether social or corporate may do this at their peril. Every aspiring business owner has now realized and understands that deportment, grooming and business etiquette are critical components of a successful and impressive business.

But, what do these terms mean? Business etiquette is generally viewed as that connecting link between the academia and technical skills. Broadly, it goes beyond the professional attitude and includes also appearance, the ability to impress and stand out. Authors /gurus of business etiquette, grooming and deportment have   this to say, “A Manager has to dress with style, walk with a presence, eat and entertain with elegance.” Managerial employees need to know that the impression they make when meeting someone for the first time influences greatly the decision to build a relationship with you.

Deportment and elegance defined simply means understanding the how of carrying oneself. This includes a few issues which Managers need to be mindful of like   sitting positions in a chair, social media and technology etiquette which look at how one uses their mobile phones, how they talk, voice projections etc. Here I am not talking of the ability of Managers to operate   basic functions on their mobile gadget, this may be farfetched but just appreciating how to project one’s voice as critical attributes that build to the whole debate of deportment and business etiquette.

Businesses have realized the growing need  of empowering Managers on the current thinking in business and  that every Manager deserves an edge that will help them to succeed.

Corporate dressing is not new though in business as IT may be part of an organization culture, but leadership now needs to know that it’s not just the dressing. The how encompassing dressing, sensibly that it instils confidence in a person. Imagine how it feels when you go to work with a wrinkled corporate dress or shirt. Managers need to be educated that such a feeling takes away the self in a person. It is crucial that organizations train Managers on the need to dress according to one’s body type, weight and complexion. Corporate dressing plays an important role in enhancing one’s personality and the need to wear clothes that fit well cannot be over emphasized. Too tight and revealing clothes make you popular at the workplace for wrong reasons. Dressing formally and correctly helps you create   an impression for both you and the business. No matter how expensive   the business suit you don as a Manager, if you are not clean, employees make a fun of you and even giving you nicknames. Sometimes employees even talk openly about you using pseudonames without you realising.

It is paramount therefore that personal grooming (PG) defined as that art of cleaning and maintaining one’s body parts be instilled in  every Manager irrespective of gender and nature of profession. PG if neglected can ruin one’s personality: think of bad breath, long uncombed beard, long and uncleaned nails or sweating armpits- these take away all the respect from a Manager. For male professionals it is important to shave regularly, trim moustache and beard and ensure hair is combed properly all the time. I have realized that wearing perfumes is not a practice openly embraced by a number of men, yet a simple deodorant will help a lot.

For women professionals, the hairstyles you choose matter, the amount of makeup you wear and the dresses and trousers you wear leave a lot of lasting impression of you as a Manager. Female managers need to smell good and wear shoes which they can walk with ease. Some of the hair styles, shoes and dress types you choose results in you being ridiculed.

Also, how you carry yourself as a Manager and even how you sip hot beverages communicate silent messages about you and you are judged on these. While this may sound very personal, but in the business world these are increasingly taking a centre stage.

In industries like the hospitality industry, grooming and etiquette are prerequisites one needs to have that is why grooming is more than a profession but rather a lifestyle, that requires personality, charm and enthusiasm and must be lived. For Managers positive first impression goes beyond   how one looks (appearance) and what we do (body language) and the way to communicate hence making these an integral part of your professional intellect makes a Manager whole.

With the growing emphasis on quality and employee empowerment, organizations need to increasingly realize that attracting and retaining customers   begins and ends with their employee representatives. Managerial personnel need to understand that they have a critical role to satisfying and retaining clientele so winning the battle is critical. Fellow employees judge you on these characteristics and when we get to know about it, it pulls our confidence down as failing to master our business   etiquette skills takes away from you that full control over   how others perceive you.

Now that business etiquette is being viewed as a strategy for success especially as customers   become more demanding and expecting more sophisticated   services, organisations just need to make   business etiquette their life blood. Sadly, in this day and era, no business sector can expect to really flourish without the aid of professional etiquette. Business etiquette has become that lubricant that keeps heavy machines working smoothly and quietly hence preventing breakages and ensuring production.

Therefore, training Managers on business etiquette ceases to be only an imperative but also creates that fluid work environment that respects individual rights and become the real masters behind easy team work and customer satisfaction and exceptional business reputation.

Emmanuel Jinda is the Managing Consultant of PROSERVE Consulting Group, a leading supplier of Professional Human Resources and Management services locally, regionally and internationally. He can be contacted at This email address is being protected from spambots. You need JavaScript enabled to view it.tel: 263 773004143 or 263 4 772778

Work life balance - What is it all about?

The notion of work life balance is a concept which is defined differently by various authors.

Defined by some as a satisfactory level of involvement or fit between the multi – roles in a person’s life (Hudson 2005). Other authors opt for terms that more accurately describe their definition like work life integration or work life alignment. It may also include the proper prioritization between work and life style.

Why is work life balance necessary in an employee’s life? It is very essential that today’s leaders understand the importance of work life balance to maintain a healthy workforce as well as recognizing the role leaders play in helping employees juggle it all. As leaders we have a role to make work life balance a reality. Firstly, understanding that an employee goes to work with the intention of doing a good job is also very important. However, life challenges can take their toll on even the best employee. When it comes to the management of conflicting demands between the family and the job, clearly some employees are better at keeping the balls in the air than others.

What principles should organizations foster in order to make work life balance a reality?

It is essential for leaders to set the example where we demonstrate this ability to balance work and life issues in our lives. We have observed that in some organizations, leaders come in to work at the crack of dawn and stay long even when all other employees have gone home maybe because there is a proposal to be submitted or something else. Employees end up feeling obligated to do the same. For leaders, it is important that we plan and prioritize work to avoid sending the wrong organizational culture signals. Working reasonable hours is critical on the part of leaders as well as demonstrating personal priorities that are different from work responsibilities.

Setting boundaries is key in this equation. This requires that the leader should give the employee the feeling that they have permission to set boundaries and freely communicate personal limitation for job expectation. We have seen some perennial practices in some instances where employees are made to work abnormal hours for example in Finance. Management tends to justify this as normal in Finance because reports are generated after everybody has done their job. Clearly there should be way of moving out of this cul de sac. Promoting such a culture gives employees a guilt feeling to maintain interests outside work. A leader who has personal boundaries teaches the employee that boundaries are important and place value on a life outside work.

We recommend that the leadership should promote hobbies as an important component in business life and emphasize how these support work life balance. Traditionally hobbies like golf have been restricted to the Executive leadership only. It should not be done this way especially where organizations are abandoning hierarchical structures. Today’s organizations are organizing themselves in patterns specifically tailored to a particular way their professional intellect creates value. Such reorganizations involve breaking away from traditional thinking about the role of the apex as a directing force. Promoting hobbies allows all employees to think about some other things rather than their jobs. When an employee is so engrossed in their job they can become jaded and resentful that their job has taken away all the personal time they have. In the long run this creates two things. It can be either an employee identifying with their job and becomes dependent on it, such that on a day when they have to leave due to some pressing family need other employees peep through the windows and make a mockery of it.

Secondly, being constantly at the job breeds resentment which can eventually fester over time and manifest into negativity as the employee reaches burnout. Leaders embracing the culture of hobbies like soccer, athletics or the gym etc. are an imperative which needs to be encouraged and embraced.

If as a leader you do not take leave, clearly the message you are relaying is leave is not important. However, when you take leave as a leader, such an approach gives employees the permission to establish their own priorities as well. As leader committing to this balance is in a way ensuring that employees do the same. However, we have seen leaders who can’t commit to this balance and even force themselves to come to work sick contrary to the Doctor’s advice. The truth is employees may not openly confront you as a leader, but they will be ridiculing you for that.

Offering work life balance can support a healthy work life balance. Practically as leaders, it is important to talk to employees about taking time off. Get leave plans for each employee and stick to them. However, we have noted a tendency by many staff including the leaders of not wanting to take leave until such time when they have accrued maximum leave days allowable. Its only when they start forfeiting these that they take leave days here and there mostly a maximum of two days per time. Leave accrual has been taken as a subtle hedging strategy by employees to ensure themselves that in the event that they leave their jobs, they will have additional terminal benefits in the forms of cash in lieu of leave. For Leaders, this behavior technically points to an ill rewarding system that may not be addressing employees’ needs satisfactorily. Consequently, that need for additional savings may lead to the imbalance in the work life which inevitably leads to burnout resulting in job dissatisfaction.

Independent writers have resonated a lot on the need for a healthy work life balance in the workplace. One writer says, “You cannot do a good job if your job is all you do.” Hilary Clinton wife of a former American President once said, “Don’t confuse having a career with having a life.” The message is that leaders need to urgently get that prescription that will restore health to organizations.

Nowadays access to technology such as smart phones and widespread internet has greatly contributed to the imbalance. Almost every organization has created a group platform for its employees which is functional 24/7 chatting business issues. As leaders we are urged to have that generational lens in which employees and the leadership view each other as elements of a balanced equation. Working from home are new concepts which can be embraced as technology offers the breeding ground to work environments as well as flexible working hours. As people work on different jobs across the country and in different fields leader’s attitudes need to change in order to impact on the entire team’s ability to find a balance between personal and professional life. Let us inject some fun into the work environment by living concepts like work for a reason that is coming up. We should never allow employees to be indirectly on call all the time. Think critically of the message you will be sending as a leader when you respond to an employee’s email at 2.00 am!

Emmanuel Jinda is the Managing Consultant of PROSERVE Consulting Group, a leading supplier of Professional Human Resources and Management services locally, regionally and internationally. He can be contacted at This email address is being protected from spambots. You need JavaScript enabled to view it.tel: 263 773004143 or 263 4 772778

Victimisation and termination of employment contract - Siamese or identical twins? - Part 2

In the first part of this article we dealt with the issue of the alleged victimization of staff through the premature and arbitrary termination of employment. It goes without saying that victimization of this nature has long term social and psychological effects on the ego of the individual who is ultimately left with a sense of failure and guilt. The organization can also lose out in the process because of the unjustified brain drain.

Our experience also suggests that the widespread allegation of victimisation in any organization has the effect of dampening the morale of the remaining staff. This in turn negatively affects the level of employee engagement in the company and often results a reduction in productivity. This phenomenon comes about because of the feeling that “today, it is so and so who has been unfairly treated but I am probably next in line”. This state of affairs is guaranteed to affect employees emotionally and psychologically.

It is also high time that organisations realise that institutions like churches, communities and even families which once provided an individual with a sense of identity, meaning and support have been eroded. The work place which happens to be the place where one spends most of his or her working life is now bearing the responsibility for an employee’s personal fulfilment. Such recognition requires that organisations must create a work environment which provides a link between the company and each individual employee and move away from the traditional notion that employees are a cost to be managed but rather an asset to be developed. The benefits of such a philosophical shift in management thinking will come in the form of increasing staff engagement which in return leads to productivity improvement.

This shift requires that all allegations of victimization in the organization should be taken seriously and must be investigated in accordance with the company’s industrial relations or ethical policy. Where there is evidence to confirm the evidence of victimization, this should be corrected immediately.

What should organisations do in order to manage acts and perceptions of victimization in the workplace? At the heart of the desired remedial action planning is the need for organisations to invest in “soft skills” training for staff in leadership positions. Such skills are now a must to leaders if organisationss are to realise the full potential in people through a reduction in turnover rates and providing a sense of security amongst employees. Organisations today are thriving because of transformational labour relations which are now focusing on co-operation between employees and management. Studies done to this effect have demonstrated that there is a positive correlation between Human resources Practices and a firm’s results.

Where conflict occurs it is important for leaders to learn to handle it directly and not use it as an excuse to victimize an employee. As leaders we need to understand that employees are very quick to recognize empty public relations gestures or attempts at manipulation. Nowadays there is a clarion call for organisations to brace up for diverse views, embrace trial and error and promote new thinking. Embracing this reality enables an organization to benefit from the results of diversity and employees emotional energy which ultimately makes the company more effective and competitive.

We also recommend that the leadership in organisations should promote a culture of compliance and avoid circumventing processes.When leadership action is perceived to be “dubious” this affects the level of alignment betweenthe individual and organisational goals. Any considered acts of disrespect to employees tend to dilute employee motivation and commitment. It is these small acts that contribute to or affect the bottom line.

What the human capital of today wants are those interventions that restore organisations to their required agility and keep them in good health. What is required is for the leadership to start learning to lead from a different perspective, so as to maintain employees’ involvement which will instill the needed discipline and dissuading employees from seeing disagreements as victimization.

Doing these soft issues well will create a shift in an organisation’s culture by significantly altering the way people experience their own power and identify the way they deal with the conflict.

Our view is that the soft skills approach is a new mandate for organisational leadership which forces Managers to understand the interdependence that exists between systems in an organization. This is precisely the reason why Physicians do not just treat symptoms; they look for vital signs before starting to treat. Vital signs in an organization can include the following: High labour turnover, absenteeism, employees not contributing in meetings, poor staff morale and staff playing the blame game. Continual treatment of employees as a thing or a cost leads them to lose their sense of alignment and teamwork.

One key performance indicator which we recommend should be regularly monitored by the Chief Executive Officer is the issue of exit interviews. If people are given a chance to explain reasons for their departure they will, more often than not, articulate issues fairly and objectively. Organisations can use the exit interview system to gauge the prevailing industrial relations climate including the prevalence of unfair labour practices.

In conclusion, creative abrasion is deadly for organisations and must not be encouraged. Organisational leadership must learn to appreciate that the differences amongst people are a learning opportunity. Where conflict occurs the leadership should not smooth it over but rather learn from those jurisdictions that make use of Ombudsmen to resolve conflict.

Organisations are encouraged to set up their own Ombudsmen systems since there are many benefits to be derived from replicating this model of conflict and impasse resolution. Leaders who internalize these new sets of principles will go a long way in changing the way people think, act and interact which in turn enhances organisational effectiveness and productivity.

Emmanuel Jinda is the Managing Consultant of PROSERVE Consulting Group, a leading supplier of Professional Human Resources and Management services locally, regionally and internationally. He can be contacted at This email address is being protected from spambots. You need JavaScript enabled to view it.tel: 263 773004143 or 263 4 772778

Demystifying the value of money in motivation

Motivation can be described as an enthusiasm or a drive in a person to accomplish activities related to work. In the case of Mother Theresa of Calcutta now canonized (made Saint) by the Catholic Church, motivation on her part meant dedication to the neediest. It is broadly that internal drive that causes an individual to decide to take action. It requires doing the ordinary in an extraordinary way.

Having defined motivation in this manner, the main objective of this article therefore is to try and unpack and confirm or refute the commonly held notion that money takes a centre stage in motivation. Abraham Maslow and Fredrick Herzberg both gurus in motivation, looked at the hierarchy of needs as well as the intrinsic and extrinsic factors contributing to an employee’s wellbeing. Clearly as employees work, these factors defined by the  gurus pose as important elements especially as an employee responds to their value proposition. It is however critical for leaders to note that employees’ needs change over time and the role of the line is to continuously   respond to the changing needs.Maslow’s hierarchy of needs depicts money as very essential atthe low levels i.e. shelter, food security etc but once this are realized, one’s level of needs also increases thereby defining newmotivating factors.

Awarding additional money to employees does not necessarily lead to motivation. Yes, money is essential and is needed but on its own it does not give satisfaction. It is largely a temporary motivator.It is also true that without money there is dissatisfaction but frankly speaking money is not an end in itself, rather it’s a means to an end. So in mathematic terms, money is a common factor in the equation of an employees’ life.

In today’s society, money is seen as a driving force behind everything and it is that instrument that keeps society together. Arguing from this perspective, it is factual thatmoney is essential   for human beings to live freely and interact. In that sense money can be a motivator but a lot more depends on the person’s interpretation of whether they have their basic financial needs met. Unfortunately, in today’s world , financial needs have become elastic making the definition of motivation equally elastic. The observation is handy for the line to get to realise that money though essential is not a sole motivator. It works with other factors that need to be continuously maintained. What then are these factors is a critical question which the line in an organization has to understand.

Herzberg was correct when he said depending on the individual, motivation can be anything. It can be an achievement, arecognition or personal growth. It therefore followsthat itis the role of the line tomaintain these maintenancefactors and understand them. For the line, understanding whether employees ‘maintenance   factors are met helps to know how they can motivate someone.

Soft stuff like one’s relationship with each employee the respect they give , their how of communication, work culture ,all add to the bottom line( motivation). On the contrary, mistrusting and belittling employees, micromanaging and always hovering over them willnot yield any motivation at all. So in the employees’ equation,   over and above getting enough money , they need   respectful treatment, being engaged  in both the vision, mission and strategy of the organisation so that they appreciate their contribution. It is therefore a litany of elements that need to be considered to attain the desired motivation. If anything motivation is considered the most powerful weapon/intellect an employee brings to work each day they come. So as the line, your communication, your approach can either break or make an employees’ day. I am constantly referring to the line in this article because it’s theline who have   this direct role not HR or CEO. Line management do play a critical role in staff motivation , hence practising what you preach is a building block. Considering employees as the most important asset is not just a fad, actions need to change asthey endeavour to balancethe act byavoiding actions that demotivate staff. Interestingly, the line walk a very fine line between the needs of the organisation , the customer and the employees .So the advise is that they do both well so that they thrive.

Studies done globally have shown that disengaged staff cost organizations billions. Mistreating and notlistening tostaff are good ingredients for closing shop. Line should learn to consult staff on issues that affect them and never employany ambushing strategies. Explaining policy changes their rationale, purpose and goal serves in nurturing theneeded motivation.

World class practices have shown that engaging staff does not only revitalise organisations. Topics like empowering, engaging and developing employees are in fashion in world class organisations. Such interventions have helped organizations achieve improvements in their vital signs. Engaging staff goes beyond communicating or rolling out plans hatched at the top. There is need for resocialising where staff gets engaged as meaningful contributors (not just doers) in the principal   issues   pertaining to the organisation.The line needs to see employees as volunteers who decide each day whether or not to contribute the additional gram of discretionary energy that will differentiate the organisation from its competitors.

For leaders it is imperative to be mindful that being  given an opportunity to leaddoes not necessarily makeone more intelligentthan others. It’s merely an opportunity and appreciating that organisational success lies more in its intellectual and systems capabilities than in its physical assets is paramount . Thus leading and guiding the human intellect and converting it into useful products and services is fast becoming the critical executive skill of the age. To attain the needed motivation, it is now clear that money and money alone will never yield theneeded motivation. To attain motivation, line needs to change in so many aspects of its management especiallyhow they behave toward the employees. Discard the notion that awarding salary increases motivates staff. It may and will not! Think of the other maintenancefactors as key success factors as well. Again, leaders/line should never look at motivating others with what motivates them in mind. It’sdangerous because projecting whatmotivates you to others is lethal.Money can be a motivator   to   other people and the circumstances they are in but not to all people.

It is true that biological, intellectual, social and emotional factors come into playto influence one’s motivation. Motivation is a complex matrix, with no one defined driving forcesince it is affected by many factors.

Emmanuel Jinda is the Managing Consultant of PROSERVE Consulting Group, a leading supplier of Professional Human Resources and Management services locally, regionally and internationally. He can be contacted at This email address is being protected from spambots. You need JavaScript enabled to view it.tel: 263 773004143 or 263 4 772778

Strategic planning - The hanging strategy

“Without strategy, execution is aimless. Without execution, strategy is useless” Morris Chang

Many organizations the world over invest heavily in the process of strategic planning every year. Some organizations adopt a basic approach to strategic planning; others have become quite meticulous in this process. Outcomes of these strategic plans have been mixed, with many Shareholders and Executives expressing frustration over failure to achieve the desired results. In Zimbabwe the phenomenon of underachieving strategic plans is very pronounced in both the public and private sectors. Some business leaders have even gone to question the need for strategic planning itself. Is strategic planning important to organizational success? How should it be done? What’s the reason behind the low success rate of strategic plans and how can this be improved? These questions are even more pertinent now as it is strategic planning season in Zimbabwe as organizations are in the process of crafting and/or reviewing their strategies for the year 2018.

Strategic planning refers to a conscious and systematic leadership process of envisioning a desired future for an organization, translating this vision into SMART objectives and crafting a sequence of steps geared towards achieving these objectives. The outcome of this process is a strategic plan – a document that provides direction and guidance to an organization. There is a lot of preparatory work in terms of research, consultations, and reviews leading to the actual crafting of the strategic plan. An effective planning process is designed to harness all the wisdom, insights, experiences as well as the creative imaginations of the team. The completed strategic plan will only be as good as the process that led to its development.

A strategic plan is so important in every sphere of human life that it’s hard to imagine accomplishing anything without a strategic plan. A good strategic plan guides in resource allocation, activities to do, milestones to be achieved and the key indicators to be monitored – the execution matrix! The leadership has the responsibility of periodically crafting and reviewing the strategy in order to ensure sustainable performance. However strategy execution is everyone’s job as all employees assume their different roles in the implementation of the strategic plan.

Most companies commit the “leadership sin” of leaving the strategy process at the planning level. Many are guilty of thinking that the plan is in itself “the result” of the strategy process. Planning is only a part of the Strategic Management process. This has resulted in the paradox of “beautiful” strategic plans but with no commensurate strategic results. Many managers do not follow through the Strategic Management process to ensure that the outcomes identified in the strategic plan are realized.

According to research, 90% of strategic plans are not successfully executed. One of the major reasons is that more often than not execution is only an afterthought of the strategic planning process. This creates “the hanging strategy”– strategy document that is good on paper but has not been brought to life through execution. In the planning process, the leadership would have failed to design a mechanism for and putting in place conditions that enable the plan to be executed. In Zimbabwe many organizations are guilty of this “leadership sin”

For successful strategic management, leaders must put execution at the heart of the strategic planning process. A strategy is a new course of pursuit thus every strategy requires a different set of conditions for successful execution. Once the strategy has been agreed upon, mechanisms and conditions for successful implementation have to be put in place as part of the planning process. These include the organization structure, financial resources, skills, systems and culture. At this stage the leadership has to create the optimum conditions for the successful implementation of the strategic plan. Because execution is usually an afterthought, it’s done half-heartedly. This therefore results in a strategic plan that’s unimplementable–the hanging strategy!

According to the 7S model, once a strategy has been changed, this has an impact on the entire organization because the 7S’s in the model are mutually reinforcing. A change in one S requires a commensurate adjustment in the others. Therefore once Strategy has been changed, the mechanisms of and conditions for successful implementation should be synchronized, viz:

  • Structure
  • Systems
  • Skills
  • Staff
  • Style
  • Shared vision

This approach ensures that the total organization is considered as part of the strategic planning process. A review of all the organizational dimensions ensures that in each of those the organization has the necessary conditions and mechanisms directly informed and influenced by the strategic plan itself.

It is also important to synchronize the strategic planning process with the budgeting process. Experience has shown that a lack of alignment between the strategic plan and the budgets has contributed heavily towards the phenomenon of “the hanging strategy”. Most companies in Zimbabwe develop their annual budgets way before the strategic plans have been crafted. This creates a major problem in that the strategic planning process will identify key initiatives to be pursued yet these are not funded as budgeting would already have been concluded by the time the strategic plan is crafted. This then results in non-financial and other long-term strategic initiatives being pushed into the backseat with budgets and financial indices taking centre stage.

Lack of staff involvement also results in the “hanging strategy”. Although the planning is the prerogative of leadership, execution is everyone’s job. Leadership should invest more effort in distilling, communicating and selling the strategy in order to bring all staff on board. It’s only through detailed understanding that employees can become passionate and committed to the organization and its vision. Communication ensures that “the hanging strategy” is brought to life and it becomes a live strategy that everyone in the organization can relate to.

It is also imperative that in order to avoid a “hanging strategy”, a monitoring and evaluation mechanism also needs to be built into the strategic management process. This ensures that all the relevant stakeholders keep their “eye on the ball”, focusing on the key indices and driving towards the desired outcomes.

Organizations cannot talk of strategy without execution, neither can they talk of execution without strategy. Execution needs to be factored into the strategic planning process upfront, not as an afterthought. The “hanging strategy” is a result of poor strategic management. Effective strategic management ensures that the conditions and mechanisms for execution and put in place.

Emmanuel Jinda is the Managing Consultant of PROSERVE Consulting Group, a leading supplier of Professional Human Resources and Management services locally, regionally and internationally. He can be contacted at This email address is being protected from spambots. You need JavaScript enabled to view it.tel: 263 773004143 or 263 4 772778