1. Developing World Class Leaders The Executive Group 80 E. US Hwy 6 Valparaiso, IN 46383 219-477-6378 office www.theeg.com Presented By: Rick Tiemann

2. Rick Tiemann  Over 42 years of business experience to include international business work  Owned 3 companies before the age of 30  Former President of $75M Fire and Security Company  Experience in mergers and acquisitions to include turnarounds and employee integration  Since 1991; Has served as a behavioral coach to 200 presidents, executives, managers, and salespeople and has evaluated over 12,000 assessments.  Our belief is that one of the biggest challenges facing businesses today is how to attract, hire, train, retain and develop the right people.

3. The Executive Group Linking Human Capital with Strategic Intent!  Started in 1991 to help organizations develop their business and organizational needs.  A consulting firm focused on Organizational and Business Development offering a vast array of services to enhance individual and organizational effectiveness.  Supports clients in the areas of  Selection  Employee, Sales and Leadership Development  Employee Intervention  Executive Coaching  Organizational Effectiveness  Business Development and Strategic Planning  Sales Force Optimization Making Your Job Easier!

4. Meet a Few of our Clients We would be honored to have you as a client too !!

5. 1. The 8 fundamental components of a successful leadership program 2. Why most leadership programs don’t produce desired results 3. Why leaders stagnate 4. How leadership impacts Strategic Intent 5. Leadership as it relates to Emotional Intelligence 6. The significance of Critical Thinking Skills 7. Creating developmental initiatives and exercises Today’s Learning Objectives

6. Why is it that most leadership development programs would not qualify as being strategic? What does a strategic leadership program need to consist of to be considered strategic? Developing World Class Leaders

7. The 8 Components of a Successful Leadership Program I.Sound Business Strategy and Corporate Culture II.Competency Model that supports the Strategic Intent III.Assessments that evaluate the depth of its talent IV.Honest and direct feedback from multiple perspectives V.Accountability reinforced “Top Down”, NOT by HR alone VI.On-going continuous personal development VII.Developing a Leadership Pipeline VIII.Developing a Succession Plan On a scale of 1-10, with 10 being the highest, how sound is your leadership process?

8. Defining a Sound Business Strategy Porter’s Model of Competitive Differentiation  Product Innovation (Apple)  Customer Service and Customer Loyalty (Nordstrom)  Operational Effectiveness and Cost Efficiency (Wal-Mart) You can’t be all things to all people!

9. The Executive Group OVERALL DIAGNOSTIC PROFILE CHALLENGE AREASSTRENGTHS Key Concern ManageScope to Improve PositiveStrengthClear Strength Achieve Business Results Forward Planning Build Customer Loyalty Strengthen Partnerships Champion Diversity Adaptability Lead and Coach Others Self Management COMPETENCIES OVERVIEW

10. Problematic Behaviors in the Workplace  High need for social approval  High need to impress with low need for approval  Does not pick up on social cues of others  May not posses enough self insight  Over engages conversations / poor listening  Makes decisions in isolation of others  Can be harsh and unemotional  Anger and aggressive tendencies  High need for change and control  Passive / Aggressive  Dominate / Dependent  Will alienate people  Egotistical / Arrogant / Self Serving  Condescending / Talks down to others

11. Problematic Behaviors in the Workplace  Needs to have fun and explore but hates society rules and bucks the system with no internal self discipline to offset the need for fun  Aggressive and angry at the world and has a chip on their shoulder and prone to fight  Does not cope with things in general  Idealist who is out of touch with reality  The world is bigger than me and I don’t know how to cope with it.  Somber person who has little self esteem and down on life in general  Sees the world as hostile and negative and not fun so life becomes challenging  Highly impatient and critical of others and things surrounding their world

12. Technical Competence Job Competence Personal Competence GAPS? Behavior Goals Fears Attitude Motivators Values Ethics Habits Work Ethic Emotional Intelligence Problem Solving Thinking Style Business Acumen P&L Experience Mergers and Acquisition Behavior is the biggest predictor of performance Strategic Planning Leadership Global Thinking Interpersonal Skills Communication Skills Conflict Management Coaching Mentoring

13. EI = Emotional Intelligence IQ = Critical Thinking Skills Why are they important? How do we assess them? How do they impact leadership? Assessment process that evaluates the potential as well as depth of their ability

14. EI - Emotional Intelligence PERSONAL COMPETENCE How they manage Themselves Self-awareness Self-management SOCIAL COMPETENCE How they manage Relationships Social awareness Relationship management Assessing Emotional Resilience and Emotional Balance

15. Intellectual Intelligence How quickly can they get up to speed and assimilate the data?

16. Exploring the World of Assessments Understanding assessments can be a minefield  What are the different kinds of assessments?  Why are some simple and some more sophisticated?  Why are some better than others?  Measuring Behavior, Emotional and Intellectual Intelligence.  What is test-taking mentality and how does it affect results?  What is distortion and why is it important?  Using an assessment battery / a blended response.  Assessing leadership, sales and individual contributors.  What is a Validation Study? How assessments improve productivity

17. Not all Assessments Are Created Equal  Like the people they measure, they are diverse and possess their own unique strengths and weaknesses.  Most are “simple” behavioral based assessments and measure only (4) four dimensions of personality. The Four Box Quadrant is inclined to label people.  Assessments that are more “sophisticated” in nature are referred to as psychological assessments.  Psychological assessments capture a broader, more in- depth understanding of personality, such as the Big 5 Theory used in psychology today.

18. Types of Assessments  Basic Behavior Assessments - DISC - Extended DiSC - PI (Predictive Index) - Birkman (color coded) - Caliper - Myers-Briggs (MBTI) - Target International - Profiles International (Profiles XT) - FiroB - Pradco - Reid London House  Psychological Assessments - 16PF - Hogan - CPI - OPQ - NEO - Strong Interest  Clinical Tests - MMPI  Skills Tests - Typing Tests - MS Office Tests - GNeil Skill Sets - Bennett Mechanical - Mechanical Concepts - Ramsay Electrical Aptitude  Reasoning Tests - Wonderlic - Thurstone Test of Mental Alertness - Watson-Glaser - Ravens - Culture Fair

19. What the 16PF Examines Self-Control Interpersonal Skills Workplace Coping Skills Tough Mindedness Independence 16PF Problem Solving

20. 16 Primary Factor Scales Provides an in-depth look at behavior A WarmthL Vigilance B ReasoningM Abstractedness C Emotional StabilityN Privateness E DominanceO Apprehension F LivelinessQ1 Openness to Change G Rule-ConsciousnessQ2 Self-Reliance H Social BoldnessQ3 Perfectionism I SensitivityQ4 Tension

21. Bipolar Scales Factor A B C E F G H I L M N O Q1 Q2 Q3 Q4 Left Meaning (-) Reserved, Impersonal, Distant Concrete Reactive, Emotionally Changeable Cooperative, Avoids Conflict Serious, Restrained, Careful Expedient, Nonconforming Shy, Threat-Sensitive, Timid Utilitarian,Objective, Unsentimental Trusting,Unsuspecting, Accepting Grounded, Practical, Solution-Oriented Forthright, Genuine, Artless Self-Assured, Unworried, Complacent Traditional, Attached to Familiar Group-Oriented, Affiliative Tolerates Disorder, Flexible Relaxed, Placid, Patient Right Meaning (+) Warm, Outgoing, Attentive to Others Abstract Emotionally Stable, Adaptive, Mature Dominant, Forceful, Assertive Lively, Animated, Spontaneous Rule-Conscious, Dutiful Socially Bold, Venturesome Sensitive, Aesthetic, Sentimental Vigilant, Suspicious, Skeptical, Wary Abstracted, Imaginative, Idea-Oriented Private, Discreet, Non-Disclosing Apprehensive, Self-Doubting, Worried Open to Change, Experimenting Self-Reliant, Solitary, Individualistic Perfectionist, Self-Disciplined Tense, High Energy, Impatient, Driven

22. Areas of Potential Concern A+ Q2- High need for social approval H+ A- High need impress low need for approval H+ I- Does not pick up on social cues of others H+ O- May not posses enough self insight H+ N- Over engages conversations / poor listening A- Q2+ Makes decisions in isolation of others does not like to collaborate E+ A- Can be harsh and unemotional and has sting to their words E+ L+ Anger and aggressive tendencies E+ Q1+ High need for change and control, impatient and critical E- L+ Passive/Aggressive, tends to sabotage covertly when angered E+ Q2- Dominate/Dependent L+ A- Will alienate people, love hate relationship with others E+ H+ O- Egotistical bordering on narcissistic E+ L+ A- Condescending and demeaning of others F- O + L+ Low energy and pessimistic, fault finding

23. Negative Personality and Job Fit F+, H+, G-, Q3- Needs to have fun and explore but hate society rules and bucks the system with no self discipline to offset the need for fun E+, L+, Q1+ Aggressive and angry at the world and has a chip on their shoulder and prone to fight C-, O+ Does not cope well in general I+ M+ Q1+ C- Idealist who is out of touch with reality E-, F-, O+, H- The world is bigger than me and I don’t know how to cope with it all O+, F- Somber person who has little self-esteem and is down on life in general O+ F- L+ Sees the world as hostile and negative and not fun so life becomes challenging E+ L+ Q4+ Highly impatient and critical of others and things surrounding their world

24. 11 Core Traits of a Leader  A+ Warmth  B+ Reasoning  C+ Emotional Balance  E+ Competitiveness / Drive  F+ Spontaneity  G+ Conscientiousness  H+ Social Boldness  O- Self Confidence  I+ Intuition  M+ Creativity  Q1+ Readiness towards change

25. DISC – D(7) = 16PF E(9) and IM(8) ER 7 = Does not manage stress E+ L+ = Anger and aggression ER+ C- L+ = Can’t control her anger when she is upset E+ L+ F- = Can’t find any humor or levity to offset her anger E+ IQ+ = Tends to talk down to others Customer Service Manager

26. VP Sales and Marketing B+ IQ+ = Over analyzes data and needs to be right before acting on it. Slow to get off the mark. E6 I5 H5 Low D = Does not like being assertive – very affiliative and democratic in style Shapeless profile suggests he waits for things to evolve. Excellent team player

27. VP South American Operations Q1/10 = Driver of change A8 Q2/2 I8 = Kind and sensitive needs to be liked Q1/10 I8 L6 = Becomes overly critical under pressure EX8 = Does not manage stress ER 7 O8 Q1/10 = Under stress begins to micromanage and becomes overly critical moves away from coaching as she worries about results and pressure.

28. VP of HR and Legal B7 IQ 118 TMA 80% = Excellent analytical skills A7 Q2/6 I5 = Good people skills, intuitive yet able to make standalone decisions Q1/9 = High Intellect loves to learn and challenge new ways of thinking (would get impatient) E7 G6 Q3/8 = Sometimes will over control and take on too much and not delegate.

29. Hogan Challenge Focuses on “risk factors” or “de-railers” that impede effectiveness and quality of relationships.  Helps an individual develop as a leader  Provides insight about behaviors that could potentially undermine or inhibit performance  Offers suggestions for leading people more effectively

32. Honest and direct feedback from multiple perspectives Setting the Stage for Development  Cannot be an HR driven program alone. It must be sponsored and driven from the top.  We can only set up the conditions which encourage and support people who want to improve.  Learning does not occur unless it is sparked by a person’s own interest and curiosity.  Learning will thrive if it is tied into someone’s own vision, desires and objectives.

33. Strategic Leadership Assessment (SLA) More than just an MBO  Assessments (Executive Battery)  Management Interview  Life History Interview  360-Degree Evaluation  Peer Reviews / Interviews  Gap Analysis / Competencies Assessment  Manager Developmental Report or Executive Summary  Feedback and discussion of results  Outline and Action Plan  Executive Coaching  Follow up / Accountability

34. Leadership Development Plan  Identify strengths, weaknesses, opportunities and threats (SWOT) from data collection  Write objectives / High payoff activities  Specify resources and strategies  Identify with shareholders  Make a timeline  Network for support  Give evidence of accomplishment  Review progress with shareholders  Review in 6 months

35. The Executive Group Executive Development Report 35 Leadership Competencies SELF MANAGEMENT You possess a very strong will and a high degree of drive. This has certainly contributed to your success. Your competitiveness and drive is equally matched by your strong self confidence and belief in yourself. This is commonly referred to as ego and yours would not be considered as lacking. Successful leaders must have a high degree of confidence, but your scores are higher than most. Your self assessment scores suggest a particularly high degree of confidence and security about yourself. Where a healthy degree of confidence is productive, your self presentation from your assessment scores suggest you are so extremely confident in your actions (past and present) that you rarely consider that you have weaknesses or make mistakes. You were asked in your pre-work to describe your strengths and limitations. Of the 8 questions that were asked, you had revealed a great deal about your strengths but on 5 out of 8 you wrote “none” when asked to describe possible limitations. It may be worth exploring the possibility of whether your confidence and ego cloud your ability to see where you could make incremental gains and have a deeper level of self insight of your “gifts” and “limitations”. There may be a willingness to jump in and lead in an overly confident manner because there may not be an accurate self-appraisal. The ability to be open to areas of weakness is a positive trait. A realistic self-appraisal is important for any individual to be able to effectively monitor and strategize. An appropriate amount of humility is helpful in establishing relationships, whereas being overly impressed with ones self can put people off. There is an important balance in having a good degree of self-confidence and respectful self-doubt. SELF MANAGEMENT During our discussions I continued to explore and ask questions that might elicit a response or discussion around where you might see potential areas for development. Toward the end of our conversations it appeared you began to recognize based on my questions, that when others do not understand something you tend to step in and solve the problem for them rather than coaching them. Likewise, you pinpointed one of your frustrations as the internalized power struggle you were having with yourself as well as the external power struggle you were experiencing with your boss. Self mastery requires a high degree of self insight and that is not possible when ego gets in the way. Areas of Potential Development  Being comfortable with yourself indicates that you are confident to deal with most business circumstances. People are not perfect; however, your degree of confidence suggests an unawareness of any fault or area for development. The positive characteristics of confidence will be present in your self-presentation and will assist you in communicating. However, you may not be as skilled in being able to manage others by being able to provide empathy and by being appropriately humble.  It may be useful for you to take some time and reflect on situations that could have been managed even more effectively. What got in the way? You may be able to find a theme running through a variety of circumstances. This theme may suggest an area of growth and development for you.  Is this how I see myself? If no, how do you see yourself differently? Is this how others see me (friends, coworkers, family, etc.)? You may want to get feedback from those who know you well as to how they see you in terms of your ability to bounce back from disappointment, manage frustration, and remain optimistic in difficult times.

36. Leadership Readiness Each passage represents a major change; New work values New time horizons New applications New skill requirements New thinking skills

37. Succession Planning  Identify those with the potential to assume greater responsibility.  Provide critical development experiences to those who are able to move.  Engage the leadership in supporting the development of high-potential leaders.

38. 80 E US Highway 6  Valparaiso, IN, 46383 Office 219.477.6378  Fax 219.477.6379 assessment@theeg.comassessment@theeg.com  www.theeg.com Thanks for attending today! Developing World Class Leaders