Patti Cotton

Executive Coach & Career Strategist

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The Power of Self-Accountability: True Leadership Begins with the Person in the Mirror

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The Power of Self-Accountability: True Leadership Begins with the Person in the Mirror
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When it comes to leadership, there’s a lot of talk about accountability. You’ve probably heard it in meetings, seen it in performance reviews, and maybe even mentioned it yourself when discussing team dynamics. But let’s be honest—most of us view accountability through a very narrow lens. We think about how accountable others are to us. We analyze our team members, colleagues, and even our bosses, scrutinizing their actions and decisions.

Here’s the reality: true leadership doesn’t start with holding others accountable. It begins with holding yourself accountable.

The Mirror Test

Imagine this scenario: You’re a leader facing a major challenge. The project deadline is looming, and your team is behind schedule. The temptation is strong to point fingers, to find out who dropped the ball. But before you do that, stop and take a good, long look in the mirror. What do you see? Are you holding yourself accountable for the role you’ve played in this situation? Have you set clear expectations, provided the necessary support, and modeled the behavior you expect from your team?

Self-accountability is the foundation of effective leadership. It’s about being honest with yourself, owning your actions, and acknowledging your mistakes. It’s not easy, and it requires a level of humility that many leaders find uncomfortable. But it’s absolutely essential if you want to lead with integrity and earn the trust of your team.

The Perils of Passing the Buck

In today’s fast-paced business environment, it’s easy to get caught up in the blame game. When things go wrong, our first instinct is often to find someone to blame. Maybe it’s a team member who didn’t deliver on time, or a colleague who didn’t communicate effectively. But passing the buck is a dangerous habit that can quickly erode trust and undermine your leadership.

When leaders blame others, they create a culture of fear and defensiveness. Team members become more concerned with covering their tracks than with collaborating and innovating. Worse, the leader’s credibility takes a hit. People start to see you as someone who shirks responsibility and avoids difficult conversations. Over time, this erodes the trust that’s critical for any high-performing team.

But what if, instead of blaming others, you took ownership of the situation? What if you acknowledged your role in the problem and committed to finding a solution? This kind of self-accountability is not only refreshing—it’s empowering. It sets the tone for your team and shows them that you’re willing to do the hard work of leadership.

The Intersection of Honesty and Humility

Self-accountability is grounded in two key principles: honesty and humility. Honesty means being truthful with yourself about your strengths and weaknesses, your successes and failures. It’s about recognizing when you’ve made a mistake and being willing to admit it, even when it’s uncomfortable.

Humility, on the other hand, is about understanding that leadership isn’t about you—it’s about the people you serve. It’s about putting the needs of your team ahead of your own ego and being open to feedback, even when it’s critical. Together, honesty and humility create a powerful foundation for self-accountability.

But let’s be clear—this isn’t about self-flagellation or dwelling on your mistakes. It’s about learning from them and using those lessons to become a better leader. It’s about setting a standard of excellence for yourself and your team and holding yourself to that standard every day.

The Real Problem: Fear of Failure

One of the biggest obstacles to self-accountability is the fear of failure. As leaders, we’re often so focused on achieving success that we become paralyzed by the thought of making a mistake. We worry that admitting our failures will make us look weak or incompetent. But the truth is, everyone makes mistakes. What sets great leaders apart is their willingness to own those mistakes and learn from them.

When you hold yourself accountable, you’re not just admitting that you’re human—you’re also demonstrating resilience and a commitment to growth. You’re showing your team that it’s okay to make mistakes, as long as you’re willing to take responsibility and work to improve. This kind of leadership fosters a culture of trust and continuous improvement, where team members feel safe to take risks and innovate.

Solutions: Cultivating Self-Accountability

So, how can you cultivate self-accountability in your leadership? It starts with a few simple practices that you can incorporate into your daily routine.

  1. Regular Self-Reflection: Take time each day to reflect on your actions and decisions. Ask yourself, “What did I do well today? Where could I have done better? Did I hold myself to the standard I expect from others?” This simple practice can help you stay aligned with your values and identify areas for growth.
  2. Seek Feedback: Don’t be afraid to ask for feedback from your team, colleagues, and mentors. Listen to what they have to say, and be open to their perspectives. Remember, feedback is a gift—it’s an opportunity to learn and improve.
  3. Own Your Mistakes: When you make a mistake, admit it. Don’t make excuses or blame others. Instead, focus on what you can do to fix the problem and prevent it from happening again. This kind of ownership is a powerful way to build trust and credibility with your team.
  4. Model Accountability: Lead by example. Show your team what self-accountability looks like in action. When they see you taking responsibility for your actions, they’ll be more likely to do the same.

The Bottom Line

At the end of the day, self-accountability is the key to effective leadership. It’s about being honest with yourself, owning your actions, and striving to improve every day. It’s not always easy, but it’s the foundation on which trust, respect, and long-term success are built. So, the next time you’re faced with a challenge, don’t look to place the blame—look in the mirror. That’s where true leadership begins.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

The Role of Mindset in Leadership Success

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The Role of Mindset in Leadership Success
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When it comes to leadership, the importance of mindset cannot be overstated. How leaders perceive challenges, handle feedback, and inspire their teams is deeply rooted in their mindset. A growth-oriented mindset can transform obstacles into opportunities, fostering an environment where both the leader and their team can thrive.

The Struggle

James was the CEO of a mid-sized tech company that had seen rapid growth over the past few years. When he reached out, he had been struggling to maintain this momentum and keep his team motivated. The market was more volatile than ever, and the competition was fierce.

“I’m overwhelmed,” he told me. “I’m not sure about my ability to steer the company through such choppy waters.”

He was convinced that his main issue was external—market volatility and increasing competition. Seeing these challenges as insurmountable obstacles, he felt stuck and unable to come up with effective solutions. His team sensed James’ stress and self-doubt.

The Source

To get to the heart of his struggles, let’s examine James’ mindset. Drawing on Carol Dweck’s research on fixed and growth mindsets, we can see why he would hit a wall.

A fixed mindset assumes abilities and intelligence are static, while a growth mindset believes they can be developed through effort and learning.

James certainly exhibited a fixed mindset.

He saw the current challenges as beyond his control and doubted his leadership abilities were enough to overcome them. This mindset limited his capacity to adapt, innovate, and inspire his team.

This hindered his effectiveness and created a culture of fear and resistance to change. Team members became reluctant to take risks or propose new ideas, leading to stagnation and missed opportunities.

James needed to pivot quickly, or he risked losing his team and his company.

The Strategy

To jumpstart turning things around, we convened off-site for two days to set a vision for his leadership, craft an actionable strategic plan with immediate actions, and do some deeper interventional work to diffuse the origins of his fixed mindset.

We then worked over the next few months to continue cultivating his growth mindset and his abilities to deal with the internal and external challenges that his company faced.

The Shift

James’ team noticed the difference right away, and in the coming weeks and months, their morale and trust rose along with James’ ability to lead and the positive outcomes this produced. It was a pleasure for me to sit in on some of the meetings to observe and support James as he made incremental shifts that made a monumental difference.

How much of a growth mindset do you have? Check yourself here – how do you rate?

  1. I am confident and at ease in embracing challenges.
    • I view challenges as opportunities for personal and professional development.
    • I encourage risk-taking and innovation within the team.
  2. I appreciate learning from constructive feedback.
    • I use constructive feedback as a tool for growth rather than a personal attack.
    • I create an open environment where feedback is welcomed and valued.
  3. I persist in the face of setbacks.
    • I develop resilience by learning from failures and persevering through difficulties.
    • I share stories of past challenges and how they were overcome to inspire the team.

Here are some tips to foster a leader’s growth mindset:

  1. Practice Mindfulness
    • Engage in mindfulness practices such as meditation to increase self-awareness and emotional regulation.
    • Mindfulness helps leaders stay present, reducing stress and improving decision-making. Sarah can start her day with a brief mindfulness session to center herself and approach challenges with a calm and focused mind.
  2. Continuous Learning
    • Commit to lifelong learning by regularly reading books, attending workshops, and seeking new experiences.
    • Encourage the team to pursue personal development opportunities. Sarah can create a learning culture within her organization by providing resources and incentives for continuous education and professional growth.
  3. Surround Yourself with Growth-Minded People
    • Build a network of mentors, peers, and advisors who embody a growth mindset.
    • Engage in regular discussions with these individuals to gain new perspectives and insights. Sarah can join industry groups and networking events to connect with other growth-minded leaders and learn from their experiences.

Mindset matters—a lot.

The mindset of a leader significantly influences their effectiveness and the success of their organization. By shifting from a fixed mindset to a growth mindset, other leaders like James can transform challenges into opportunities for growth and innovation. Embracing challenges, learning from constructive feedback, and persisting in the face of setbacks are key steps in fostering a growth mindset.

Cultivating a growth mindset is an ongoing journey that can transform leadership effectiveness and overall organizational success. By practicing mindfulness, committing to lifelong learning, and surrounding themselves with growth-minded individuals, leaders can create a culture of growth and fulfillment within their organizations.

If you’re a leader feeling stuck, take a step back and ask yourself: Is it time for a mindset shift? You might be surprised at the doors it opens.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

The High Costs of Not Delegating

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The High Costs of Not Delegating
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You are buried at work. You keep digging through urgent problems and you are frustrated. It doesn’t stop.

Will you ever reach a point where you can focus on the things that matter most?

And how much stress are you carrying because of this? What is its impact to you? To the organization?

The bottom line is that you will always be confronted with the urgent and unexpected. So, if you are saying things to yourself like, “Once I get this out of the way, I’ll be able to..,” think, again. You have a choice: you can decide to keep doing what you are doing and anticipate the same results, or you can make the hard decision to stop the madness and make a change.

In the high-stakes world of leadership, delegating effectively is one of the most powerful things you can do to work more effectively and make greater impact.

When you consider the high return, what is holding you back?

In working with senior leaders, I have found that the top five reasons they struggle with delegation all come back to fear.

What are you afraid of?

Here are five client scenarios. Each made the shift from overloaded and overwhelmed to focus, ease, and what matters most.

  1. Perfectionism and Control

Sarah, the CEO of a fast-growing tech startup, was known for her meticulous attention to detail. Her perfectionism drove the company’s high standards but also meant she often redid work done by her team.

When Sarah called me, her need for control had set her up to crash.

“I spend countless hours tweaking presentations and reports. It doesn’t seem like anyone else can meet my standard of excellence. I find myself working late into the night, and I can’t focus on the strategic initiatives we have targeted that will propel the company forward.”

After talking with her, it was also clear that beyond her overwhelm and stress, her team felt like they could never do anything right. Motivation was low.

“I’m just not sure my team is capable of getting it done properly,” Sarah said.

“Let’s put this to the test,” I responded.

I asked Sarah to begin delegating less critical tasks with regular oversight so that she could assess this. As she did so, she noticed her reports were eager to help and more engaged. This process built a foundation of trust for her in her team’s capabilities.

Sarah learned that part of the reason others were not meeting her expectations was that she needed to communicate them more clearly and to provide feedback to help the team improve. Over time, this approach helped them to learn how she wanted things done, and it freed her to concentrate on more significant responsibilities, enhancing her leadership effectiveness. Her team felt more valued and empowered, leading to greater talent retention. A win-win.

  1. Lack of Trust

James, a CFO, struggled to delegate financial reporting tasks. Missed deadlines and errors made by his team had eroded his trust in their abilities. He would end up handling most of the reporting himself, leading to immense pressure and stress.

“I feel like I babysit and chase when I delegate,” James said. “Wondering if someone will deliver on time and have it right – well, I just don’t have the patience.”

James’s lack of trust stifled his team’s growth and development. Talented employees felt frustrated and disengaged, as they were not given opportunities to take on challenging tasks. This mistrust also hampered the team’s ability to innovate and adapt to new challenges.

As James and I talked through the situation, I discovered that he had not set up an accountability process with his team. For example, when he gave a directive, he did not provide clarity. Further, he did not give a deadline as to when he expected to see drafts. And finally, he admitted that some of the team was overdue for training that would support their ability to perform at higher levels.

The problem was not his team – it was the need for a shared process.

Building trust required transparency and gradual delegation. James let the team know that he wanted to empower them to do more, and that he would be providing training, as well as a better way to communicate clearly about deadlines and review drafts. He started by delegating parts of the financial reports, closely monitoring progress, and providing constructive feedback. As he took this approach, and invested in training and development, it enhanced his team’s competence, gradually rebuilding his confidence in their abilities.

  1. Fear of Losing Authority

Laura, a senior VP, believed that holding onto critical tasks reinforced her authority within the organization. She feared that delegating would make her seem less indispensable and diminish her influence.

Laura’s reluctance to delegate limited her team’s ability to grow and take on more responsibility. It also prevented her from focusing on strategic initiatives that required her expertise. Over time, this behavior led to a stagnant team and missed opportunities for the company.

Things came to a head when the CEO called Laura in. As she reported to me later, her CEO had noticed the underperforming team – not her ability to achieve a lot. Further, he felt she was not focusing on what mattered most. That’s when they decided to call me in to help.

In working with Laura, it was clear that she needed to shift her perspective on leadership. This took time, but it allowed Laura to gain the confidence and clarity she needed to focus on what mattered most in her position. And by delegating effectively, she was able to focus on more strategic initiatives, demonstrating her leadership in driving the company’s vision forward. Mentoring her team and empowering them to succeed enhanced their capabilities and also reinforced her role as a visionary leader.

  1. Time Constraints

Mark was a COO who was always pressed for time. He believed it was quicker to complete tasks himself rather than delegate and review them. This mindset left him overwhelmed and unable to focus on strategic priorities.

Not surprisingly, Mark’s inability to delegate effectively led to chronic stress and burnout. He was constantly firefighting, unable to step back and take a strategic view of the business. His team, meanwhile, remained underdeveloped and dependent on his constant input.

Mark actually had to take a 3-month sabbatical for severe stress. During this time, he did a lot soul-searching and reached out for help. When he was ready to get back to work, we talked frankly about him taking time to invest in developing his team’s skills. Although this initially filled most of his calendar, it paid off in the long run as his team became more self-sufficient and acquired a greater understanding and ability to contribute. Clear communication of expectations and regular check-ins ensured tasks were completed to a high standard without his constant oversight.

  1. Previous Negative Experiences

Nathan, a VP of Sales, had a bad experience with delegation in the past where a critical task was mishandled, leading to the loss of a significant client. This experience has made him wary of delegating again.

Nathan’s reluctance to delegate hinders his team’s development and creates a bottleneck in decision-making processes. His inability to delegate critical tasks means he is perpetually overworked, and his team is left feeling undervalued and under-challenged.

Nathan can start afresh by identifying team members’ strengths and delegating tasks that align with their skills. Implementing a robust review process and maintaining open lines of communication can mitigate risks and rebuild his confidence in delegation. Learning from past experiences and making necessary adjustments can turn previous failures into opportunities for growth.

The Impact on the Team

In all these client experiences, it is important to note that, when there is a lack of appropriate delegation, team members can feel unrecognized, devalued, and disengaged. This is demotivating. Underperformance certainly follows, in addition to the lack of contribution they are able to make because they are not included.

Longer term, team members that are not provided with someone who cares about their development, and not provided the stretch experiences to learn and grow, will miss career opportunities, which is life changing.

The Broader Impact on the Company

The reluctance to delegate not only affects individual executives and their teams but also has broader implications for the entire company. Here are some of the key impacts:

  • Decreased Innovation: When executives hold onto tasks, their teams lack the opportunity to innovate and bring fresh ideas. This can lead to stagnation and a failure to keep up with competitors.
  • Inefficient Use of Resources: Executives spending time on tasks that could be delegated leads to inefficient use of high-level talent. This misallocation of resources can impede the company’s growth and agility.
  • Low Morale and High Turnover: Teams that feel underutilized and undervalued are more likely to experience low morale and high turnover. This not only disrupts operations but also incurs significant costs in recruiting and training new employees.
  • Strategic Neglect: Executives bogged down with day-to-day tasks often neglect strategic planning and long-term vision. This can lead to missed opportunities and a lack of direction for the company.

Moving Forward: Practical Steps for Effective Delegation

In sum, to foster a culture of effective delegation, executives can adopt the following strategies:

  1. Build Trust and Competence: Invest in training and development to enhance your team’s skills and build trust in their abilities.
  2. Communicate Clearly: Set clear expectations and provide the necessary resources and support for your team to succeed.
  3. Empower and Mentor: Shift from a control mindset to an empowerment mindset. Focus on mentoring and developing your team.
  4. Prioritize Strategic Focus: Delegate operational tasks to free up time for strategic initiatives that drive the company forward.
  5. Celebrate Success: Recognize and celebrate your team’s achievements to reinforce the value of delegation and boost morale.

By addressing the underlying reasons for hesitation and taking these first steps, executives can overcome their reluctance to delegate, leading to a more empowered team and a higher-performing, productive company. Delegation is not about losing control; it’s about multiplying your impact through the strengths of others.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Keeping Your Team Energized in a Fast-Changing Environment

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Keeping Your Team Energized in a Fast-Changing Environment
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You don’t know how powerful your executive team truly is until they are put to the test in extreme conditions.

It doesn’t take a single event to create this kind of scenario. We are in now in a fast-changing environment full of twists and turns that keeps conditions extreme.

How do you keep your team energized and engaged so that you can flex and pivot with ease?

Help normalize fear.

“My CFO has checked out,” Sam said. “As hard as it is to think about, I feel it’s time to replace him.”

“Mark has been with you for years,” I said. “What are you experiencing that makes you think you need to replace him now?”

“He doesn’t speak up in meetings. He holes up in his office. The other execs are asking if something is wrong with him,” said Sam. “The last thing I need is to drag him around by my ankle.”

“Sam, Mark has shouldered many changes with you in this business,” I offered. “Don’t you owe it to him to have a deeper, thoughtful conversation about what you are seeing, rather than to just chalk it up to disengagement?”

Sam did talk with Mark. And here’s what he found: Mark was afraid. He admitted that in light of the pandemic and its effect on the marketplace, he felt “frozen in place.” It was hard to think, to make decisions. Mark was feeling alone and paralyzed.

Later, Sam recounted, “And here is what I told Mark: Mark, I’m here. Yes, this is crazy and we don’t have a roadmap. I’m so sorry you have felt alone with this. Why don’t we meet for the next few mornings and talk through where we think we need to pick up in your area of responsibility?”

“Sam, you gave Mark a great gift,” I responded. “These are unprecedented times. Having you recognize where he is, that it’s okay to feel that way, and that you will be on hand to work through this with him.”

“Well, Patti, thank you,” Sam said. “Truthfully, I should have thought to talk with him much sooner. Guess I was wrapped up in my own stuff. And really, to replace Mark would have been challenging for so many reasons – and evidently, unnecessary.”

Ferret out denial.

Cindy recognized that Jim had been making excuses for many weeks, now. He was missing key deadlines and behind on other projects. Each time she confronted him, he chalked it up to the pandemic and unforeseen developments. I urged Cindy to inquire as to what he was working on since he was held up in these areas.

“Patti, I found out that Jim has been focusing on a couple of initiatives that are really back-burner for us,” she reported later. “And when I asked him how he thought this might help us get ahead, he couldn’t answer me. Seems he has been keeping himself busy on things that really don’t matter. And I have just discovered that there are several things he could have been working on that would have helped us at this time. Now what?”

“Cindy, it’s not unusual to go into denial about things when the going gets tough,” I answered. “Jim appears more comfortable focusing on easier initiatives.”

Cindy went back to Jim and had a pointed, but supportive conversation about priorities. She asked him if he had what he needed in order to move forward. After reviewing things with her, Jim sheepishly admitted that he did.

“We’ve agreed to meet a couple of times weekly until we feel things are firmly on track,” Cindy shared. “I’m not sure why this happened.”

“Cindy, when crisis occurs, the stress can be great. Going into denial by carrying on ‘business as usual’ feels comfortable. Unfortunately, it doesn’t meet the company needs. At the same time, when events such as this pandemic take place, it’s important to huddle a bit more closely and offer support – more than usual. You have a good executive in Jim. And it sounds like you have figured out how to get him moving.”

Identify roadblocks to learning.

“I can’t wait till things get back to normal,” the CEO said. “I’m having a tough time making decisions that work for the current crisis.”

“May I suggest that you may have to acquire some flex in the way you are making decisions,” I countered. “I promise you that we are headed into new territory and that we are not turning back.”

When Harrah’s Entertainment CEO Gary Loveman talks about the difficulty successful executives face in learning, he often quotes from a 1991 Harvard Business Review article by Chris Argyris: “Because many professionals are almost always successful at what they do, they rarely experience failure. And because they have rarely failed, they have never learned how to learn from failure.”

Learning new ways to do business in order to respond to changing conditions is necessary. Yet many top executives feel that “once we get over this hump,” that things will fall back to normal. Untrue.

We are already seeing changing customer demands, rapid transitions in the workforce and how it operates, shifting regulations, and more. All this requires that we learn how to do business differently.

The question is not therefore, “When will things get back to normal so that we can breathe easily?” Instead, it is, “What are we learning from this and what skills and abilities do we need to acquire in order to meet the ‘next normal’?”

Where do you need to grow in order to meet the next normal and thrive?

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.

Four Steps to Crisis Management

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Four Steps to Crisis Management
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Leading through crisis requires more of you – more energy, focus, and innovation.

Yet, sudden change generates great stress, which actively interferes with your ability to show up as you need to do.

How can you manage your emotions and thoughts effectively during this time so you can lead others through successfully?

Here are four steps that will help you tame stress and develop resilience during critical times so you can operate at your best.

1. Get grounded.

Making critical decisions requires a calm, sharp mind, able to keep all the pieces moving. How can you quickly ground yourself in critical moments?

  • Recognize emotions as useful.

Emotions are simply indicators that we need to pay attention. As you face a crucial conversation or decision, pause to ask yourself what emotions you are experiencing along with the situation.

What can these tell you?

This pause can help to regulate a “hot state” that can interfere with best thinking.

  • Unhook non-constructive thoughts.

What negative or non-constructive thoughts are you carrying with you during this time? Is there a “worry loop” that keeps playing in your head that does not serve you?

Reframe by replacing this with a different track each time the negative thought crosses your mind. This will lessen the stress that accompanies destructive thought patterns, and free you to make better decisions.

2. Create structure.

Structure promotes predictability, which reduces stress.

It is important for you to provide this for your team and organization – but you need to do so for yourself, first.

  • Prioritize what is important.

What is urgent vs. what is really important?

It is important to determine this, and revisit this on a daily basis. Make sure you schedule accordingly so urgencies don’t fill up your calendar.

  • Create a timeline.

This master document should have your priorities outlined so you can keep yourself and your team accountable. Revisit this on a weekly basis to adjust what needs shifting. Putting on paper what you need to keep in mind will free your mind to concentrate.

3. Stay connected.

Who are the industry and other business experts that can serve as a think tank for you? How can you transmit this information to your executive team so that they can work to capacity with you? Decide how you can curate what you need to share, then incorporate this into your briefings.

  • Lean on your life team.

Make sure you have a life team that you can reach out to, and that has your best interests in mind. Decide together how and when you will connect to support each other, especially during crisis. Having people in your life to whom you can turn and be vulnerable allows you to draw strength for the task before you.

4. Reflect, then act.

Recall other uncertain times to draw from the lessons learned there. This will help you know what to do when you aren’t sure what to do.

For example, look back to a past market crash, or other crisis for comparison. Identify patterns, connect the dots. Notice similarities and take your best shot.

Calculated risks to move forward in such times have proved much better than the risks from inaction or decisions made without these considerations.

One key thing to remember is that crises are usually temporary; but decisions made during a crisis can have permanent implications. Protect your ability to make good decisions by…

1. Getting grounded.
2. Creating structure.
3. Staying connected.
4. Reflecting, then acting.

© Patti Cotton and patticotton.com. All rights reserved. Unauthorized use and/or duplication of this material without express written permission from the author is strictly prohibited. Excerpts and links may be used, provided that attribution is made to Patti Cotton and patticotton.com, with links thereto.