2. 2013 – 2014 HCE Leadership Academy A Powerful & Unique Way to Develop Leaders at All Levels EMERSION SESSION April 2013 Facilitated by Fisher Consulting Group & Moffet Consulting Caroline Fisher, Chris Moffet & Michael McNally 1

3. Welcome to the HCE Leadership Academy! Fisher Consulting Group & Moffet Consulting 20132 Moving from Good to Great! … Great Companies Do Not Leave Their ‘Greatness’ to Chance.

4. Reasons vs. Results Fisher Consulting Group & Moffet Consulting 20133

5. Fisher Consulting Group 2013 4.10

6. Fisher Consulting Group 2013

7. Fisher Consulting Group & Moffet Consulting 20136 Sphere of Concern Sphere of Influence Sphere of Control “Control,” “influence” and “concern”… What’s the difference? Focus on what you can either control or influence!

8. Let’s Hit the Rewind Button: The Culture Path @ HCE Fisher Consulting Group & Moffet Consulting 20137 Fisher Consulting Group 2013 7 “The way things get done around here.” T ODAY’S DEFINITION OF CULTURE:

9. Fisher Consulting Group 2013 THE CULTURE DEVELOPMENT PROCESS... Four Phases in Creating a High Performance Culture … developing leadership & building organizational competence 4. Engage/Mobilize Emps. 3. Align Mgrs. & Leaders 2. Set Direction 1. Establish Baseline IntheprocessIntheprocess

10. 9 The HCE Culture Model & Map

11. 10

12. Fisher Consulting Group 2013 THE CULTURE DEVELOPMENT PROCESS... Four Phases in Creating a High Performance Culture … developing leadership & building organizational competence 4. Engage/Mobilize Emps. 3. Align Mgrs. & Leaders 2. Set Direction 1. Establish Baseline IntheprocessIntheprocess

13. Starting with the End in Mind… Fisher Consulting Group & Moffet Consulting 201312 “I find the great thing in this world is not so much where we stand as in what direction we are moving.” - Oliver Wendell Holmes, Sr.

14. The Holy Cross Mission: Holy Cross Energy is committed to providing its members with the best possible services at a reasonable and competitive cost consistent with sound business and environmental practices. 13

15. The Holy Cross Cultural Vision: Building a culture of excellence to support achievement of the HCE Mission - and the ultimate performance, sustainability and health of the HCE organization: We will move forward together through shared direction, leadership and empowerment at all levels, alignment of action, respect, pride, trust and enjoyment. The Holy Cross culture will bring out the best of every employee in service of excellence for our members, our communities and our organization. 14

16. The Holy Cross Core Values: Integrity Accountability Respect Teamwork Safety Service Leadership At All Levels

17. FISHER CONSULTING GROUP 2012 16

18. Fisher Consulting Group 2013 Creating the “We” within the HCE Organization... Group A Group B

19. Fisher Consulting Group 2013 THE CULTURE DEVELOPMENT PROCESS... Four Phases in Creating a High Performance Culture … developing leadership & building organizational competence 4. Engage/Mobilize Emps. 3. Align Mgrs. & Leaders 2. Set Direction 1. Establish Baseline IntheprocessIntheprocess

20. FISHER CONSULTING GROUP 2012 Linking the Levels... OVERALL Holy Cross DIRECTION DEPARTMENT DIRECTION TEAM DIRECTION INDIVIDUAL DIRECTION VALUES VALUES CUSTOMERS/MEMBERS C U L T U R E 19

21. Yesterday’s Organizational Model... Board Management E m p l o y e e s C u s t o m e r s 20

22. Today’s Organizational Model... C U S T O M E R S O r g a n i z a t i o n T e a m M E 21

23. Fisher Consulting Group & Moffet Consulting 201322 YESTERDAY: WORK HARDER TODAY & TOMORROW: WORK FUNDAMENTALLY DIFFERENTLY Why Culture? Why Leadership? Why Now?

24. Fisher Consulting Group & Moffet Consulting 201323 Three ways of “leaving”… THEY QUIT (physically leave - go to work elsewhere - “take my talent and walk”) THEY STAY - BUT STOP TRYING (just focus on my job - do as little as possible - “the lights are on but no one is home”) THEY STAY - BUT STOP CARING (emotionally leave - RIP, Retired in Place - stop paying attention - “the countdown to retirement… only 13 years to go!”) Are any HCE employees having out of body experiences?

25. Fisher Consulting Group & Moffet Consulting 201324 Why this Academy? Why NOW? PLAIN AND SIMPLE… OUR “CULTURE” WILL EITHER SUPPORT OUR SUCCESS - OR PREVENT US FROM GOING FORWARD...AND OUR “LEADERSHIP” IS THE BEDROCK OF OUR CULTURE.

26. Fisher Consulting Group & Moffet Consulting 200725 The Leadership-Culture-Results Link Leadership Culture Results

27. Fisher Consulting Group & Moffet Consulting 201326 It starts with this team. It doesn’t end with this team, but it starts here. “Example is not the main thing in influencing others – it is the only thing.” - Albert Schweitzer

28. Fisher Consulting Group & Moffet Consulting 201327 Welcome to the next step of the journey!

29. HCE Leadership Academy: Outcomes ! Building Leadership/Management Self-Awareness: Increasing each participant’s understanding of his/her strengths (to build upon them) and identifying key weaknesses (that hinder effectiveness and ability to lead/manage). Building Skill: Helping each participant to expand his/her toolkit and resources with which to be effective in management and leadership roles. Working Differently, not just Harder: Allowing each participant to personally discover ways to work ‘differently’ rather than simply ‘harder’ in his/her given role. Creating Legacy: Helping each participant define and create his/her leadership ‘legacy’ both professionally and personally. Defining Expectations: Creating shared expectations and standards for management and leadership throughout the Holy Cross organization. Creating a Stronger Organization: Building leadership and cultural strength across and throughout the departments via increased competency at the management levels. Launching a Life-Long Leadership Development Path: Helping each participant to establish a leadership platform and development path that extends far beyond this Academy experience. Leadership development and management competence in today's world are clearly not a task to be accomplished but an ongoing life priority and process. Fisher Consulting Group & Moffet Consulting 201328

30. Month One: Emersion Session! Session One – Emersion Session (Academy #1: April 1 & 2; Academy #2: April 3 & 4) Official 2013 – 2014 HCE Academy Launch: Establishing Academy expectations, outcomes, process, etc. The Starting Point: Establishing each participant's current leadership and management strengths and obstacles, and defining individual learning paths. Individual Academy Goals: Creating learning ‘targets’ for each participant to be achieved during the fourteen-month program. Leadership ‘Legacy’: Defining each participant’s Holy Cross leadership ‘legacy’. Defining “Management” & “Leadership”: What do great managers do? What do great leaders do? What is the difference between "management" and "leadership?" Can a manager do both? Upward Leadership: Leading your boss so you both win. Self-Leadership: Learning to lead yourself, and ultimately being the change you want to see in this organization and your team; proactively creating your desired results, both at work and at home. Creating Collaborative Partnerships: Building bridges across the organization at the management level. Practicing ‘Choice’: Building your foundation of personal responsibility – and recognizing the power of choice in the workplace. Discovering what happens when you don't give choice – or practice choice yourself. Prior to Next Session: Application of Session Learning & Peer Coaching. Fisher Consulting Group & Moffet Consulting 201329

31. Fisher Consulting Group & Moffet Consulting 201330 e-mer-sion (i-mur’zhen) n. The act of rising up or coming forth; coming into sight. Becoming evident or obvious. To crop up – or to come into existence.

32. HCLA – Sessions & Content: Fisher Consulting Group & Moffet Consulting 201331 Session Two (Academy #1: May 7, 2013; Academy #2: June 6, 2013) Handling Difficult Emotions and Behaviors in the Workplace: Dealing with differences among team members; resolving conflict in a constructive and proactive manner. Effective Communication Skills: Using verbal and non-verbal communication to speak and listen more effectively; understanding the role of listening; utilizing communication options (e-mail, text, v-mail, face to face and when to use them); and exploring communication styles. Prior to Next Session: Application of Session Learning & Peer Coaching. Session Three (Academy #1: July 9, 2013; Academy #2: August 8, 2013) Motivating Employees: Exploring the range of motivational factors; understanding internal vs. external motivators; optimizing generational differences in the workplace; leading ‘change’ with multiple personality styles; and dealing with resistance to change. Fostering Team Work: Gaining skills and ideas to create a truly high performance team; designing self-managing teams; recognizing typical dysfunctions of teams and how to move past them; and ultimately learning to build a strong team culture. Fun is Good! Learning to bring fun back to the workplace Prior to Next Session: Application of Session Learning & Peer Coaching.

33. HCLA – Sessions & Content: Fisher Consulting Group & Moffet Consulting 201332 Session Four (Academy #1: September 10, 2013; Academy #2: October 3, 2013) Performance Development and Management: Using the performance appraisal and development process to support employee effectiveness; creating employee and team accountability (with the suggestion, request and require method); documenting behavior and implementing disciplinary processes. Empowerment: Empowerment is the most misunderstood concept in organizations today! What is it? What is it not? How does a manager use empowerment to create higher levels of commitment, responsibility, focus, ownership and accountability? Learning multiple dimensions of this complex process – in order to implement empowerment in a simple way! Prior to Next Session: Application of Session Learning & Peer Coaching. Independent and Small Group Learning (November – December, 2013) Putting Learning into Action: Application assignments, independent reading, peer coaching & one-on-one coaching with facilitators. Additional Leadership Modules: Additional videos, reading and small group discussion topics provided by facilitators.

34. HCLA – Sessions & Content: Fisher Consulting Group & Moffet Consulting 201333 Session Five (Academy #1: January 7, 2014; Academy #2: February 6, 2014) Effective Decision Making and Problem Solving: Understanding and utilizing the full range of decision making options (command/control; consultation; consensus and delegation); approaching problem solving from a systemic viewpoint (including diagnosis of problem ‘root causes’; being intentional and proactive when solving problems. Delegation and Time Management: Learning the basics of delegation; understanding the difference between delegation and empowerment; handling interruptions; the many ways to say “no”. Prior to Next Session: Application of Session Learning & Peer Coaching. Session Six (Academy #1: March 4, 2014; Academy #2: April 3, 2014) Behavioral Interviewing and Hiring: What are the questions that great managers ask in the interview process? What do they avoid asking? Learning how to bring the right people into the right positions in this organization; using an understanding of personality styles to become an even more effective interviewer. Coaching for Performance: Including giving and receiving candid and constructive feedback. Inspiring improvement of performance in others. Prior to Next Session: Application of Session Learning & Peer Coaching.

35. HCLA – Sessions & Content: Fisher Consulting Group & Moffet Consulting 201334 Session Seven (Academy #1: May 6, 2014; Academy #2: May 8, 2014) Creativity: Finding new ways to solve old problems; seeing challenges differently; getting out of the box! Peer Coaching of Modules: Ensuring that everyone graduates with flying colors by teaching one another! Taking Stock! Recapping Academy experiences and learning/ reviewing the new toolkit. Planning: So what. Now what? Where do we go from here? Individual Leadership Vision and Legacy! What will you be remembered for as a leader and manager? Individual leadership presentations. Graduation -- and Celebration!

36. HCE Leadership Academy – Our Approach Applied Learning: Placing the learning process within the context of specific challenges faced by managers/leaders in their unique departments. Practical: Providing tangible skills and tools to promote effectiveness within each manager’s specific roles. Personalized: Placing the learning process within the context of each individual's personal leadership path and desired legacy. Research Based: Utilizing learning technologies that are proven to work for leaders around the globe. Real-Time Learning: Participants have the opportunity to not just "talk" or "think" about change, but to actually experiment and implement change during the program. Ongoing Learning Processes: A program structure that allows participants to continue learning between formal training sessions (through the use of homework, peer coaching, experimentation, learning goals, etc.) Fisher Consulting Group & Moffet Consulting 201335

37. 36 www.holycrossenergyleadershipacademy.com login = hceacademy pw = hce2013 Caroline Fisher Chris Moffet 970-390-9420 970-471-4474 caroline@fisherconsultinggroup.com chris@moffetconsulting.com caroline@fisherconsultinggroup.comchris@moffetconsulting.com HCE Academy: Let’s Stay Connected!

38. Fisher Consulting Group & Moffet Consulting 201337 Organizations don’t improve until… Individuals do. If it’s to be, it’s up to me!

39. Ladder of Competence… Unconscious Competence: I don’t think about what I know (relaxed, integrated, easy/natural - confident) Conscious Competence: I know what I know (tentative, self-conscious, contrived) Conscious Incompetence: I know what I do not know (discomfort, resistant, anxious, challenged) Unconscious Incompetence: I don’t know what I don’t know (ignorance is bliss) Fisher Consulting Group & Moffet Consulting 201338

40. Knowing Ourselves – and Our Blind Spots... Fisher Consulting Group & Moffet Consulting 201339 Others Me Known to me/ Known to others Known to me/ Unknown to others Unknown to me/ Known to others Unknown to me/ Unknown to others

41. Knowing... What we know. What we don’t know. What we need to know... Fisher Consulting Group & Moffet Consulting 201340

42. Fisher Consulting Group & Moffet Consulting 201341 Learning & Un-learning… New Approaches for New Business Needs The key to successful leadership over the long haul:

43. Fisher Consulting Group & Moffet Consulting 201342 POTENTIAL PERFORMANCE CURRENT PERFORMANCE Our Goal: Moving You to Higher Performance…

44. Fisher Consulting Group & Moffet Consulting 201343 Ask yourself, “Am I an effective leader and manager? How will I improve?” An Invitation: Take a look in the mirror…

45. Fisher Consulting Group & Moffet Consulting 201344 A stronger organization… Stronger departments and teams… Stronger leaders at all levels! The Result?

46. “Never doubt that a small group of thoughtful committed people can change the world; indeed it’s the only thing that ever has.” - Margaret Mead Fisher Consulting Group & Moffet Consulting 201345

47. Logistics… Fisher Consulting Group & Moffet Consulting 201346

48. Fisher Consulting Group & Moffet Consulting 201347 About that Pre-work… “You are such a slave driver, Caroline!” - Wendy Rimel, Administrator for Fisher Consulting Group

49. Introductions: Who are you? Where did you come from? What department is yours? Why are you in this Academy? One thing no one knows about you! All of this… in 2 minutes! Fisher Consulting Group & Moffet Consulting 201348

50. …What is Great Leadership? Fisher Consulting Group & Moffet Consulting 201349

51. Think Back to Your Greatest Leader: What Did that Great Leader Do? Fisher Consulting Group & Moffet Consulting 201350

52. What is High Quality Leadership? WHAT DO GREAT LEADERS DO? On a scale of 1 - 10, based on the above criteria, how do I rate my effectiveness as a leader? What keeps that rating from being lower? (i.e., what is going “right”?) What lies between my rating and a perfect “ten?” (i.e., what should improve?) Fisher Consulting Group & Moffet Consulting 201351 Worksheet

53. … Agreements for a High Quality Learning Experience “This is not a dress rehearsal. Life is now is session.” - Dennis Stratton Fisher Consulting Group & Moffet Consulting 201352

54. Agreements for a High Quality Learning Experience In order to fully maximize your experience during the 2013-2014 HCE Leadership Academy, what must YOU do? How must you embrace this experience? This group’s Agreements for a High Quality Learning Experience… These agreements will remain in place throughout the duration of this program. As needed, the group may add to or adjust this list. Here’s to the learning journey! Fisher Consulting Group & Moffet Consulting 201353 Worksheet

55. An Important Member of Our Academy… The HCLA Gnome! Fisher Consulting Group & Moffet Consulting 201354

56. Gnomes Can Be Leaders Too! Fisher Consulting Group & Moffet Consulting 201355

57. Leadership & Management in Today’s World Fisher Consulting Group & Moffet Consulting 201356

58. A different world calls for... A Different Approach to Leadership & Management “A change is ordered in the way we conduct our business.” - Robert C. Hanna, Imperial Holly Corporation Fisher Consulting Group & Moffet Consulting 201357

59. Yesterday vs. Today’s World: Important Distinctions Fisher Consulting Group & Moffet Consulting 201358 Reactive Activity & Task Management Rewarding Tenure Vertical Management 100% Analysis Management Control & Authority IQ Proactive Performance Management Rewarding Results Horizontal Management 80/20 - Go - Learn Leadership Empowerment & Responsibility EQ

60. Fisher Consulting Group & Moffet Consulting 201359 It’s Not Your Father’s (or Mother’s) Leadership or Management Guess What! In today’s world…

61. Fisher Consulting Group & Moffet Consulting 201360 WHAT THEY DON’T TELL YOU ABOUT LEADERSHIP… NO ONE IS BORN KNOWING HOW TO DO IT!!!! Psssst…..

62. Fisher Consulting Group & Moffet Consulting 201361 FISHER CONSULTING GROUP 2012 “It’s a leader!”

63. Leadership & Management: Myths & Truths MYTH #1: Leadership is “soft stuff” - and not really connected to the bottom line. TRUTH: The jury has spoken. “Leadership” is directly linked to your organization’s performance… customer satisfaction, employee satisfaction, safety, efficiency, quality of services, etc. Far from soft… It’s the hardest thing you’ll ever do. Fisher Consulting Group & Moffet Consulting 201362

64. Leadership & Management: Myths & Truths MYTH #2: The right approach to “management” will get us there… TRUTH: Good “management” is very important… but it’s different than “leadership.” “Management” is for systems and processes. “Leadership” is for people. Pssst. Turn around. Is anyone following you? Fisher Consulting Group & Moffet Consulting 201363

65. Leadership & Management: Myths & Truths MYTH #3: Some people are simply born knowing how to lead and manage. TRUTH: No one is “born” knowing how to do either - especially not in today’s highly changing world. Everyone - regardless of role, level or function - must continually develop themselves as leaders and managers. Fisher Consulting Group & Moffet Consulting 201364

66. Leadership & Management: Myths & Truths MYTH #4: Leadership/management development is a task to be completed. TRUTH: Leadership/management development is a process that lasts a lifetime… a lifelong journey. And it starts with understanding your starting point. You don’t know what you don’t know!!! Fisher Consulting Group & Moffet Consulting 201365

67. Leadership at All Levels… Fisher Consulting Group & Moffet Consulting 201366 ALL will NOT MANAGE… but ALL must LEAD. BTW: There is no “there” when it comes to becoming the best leader we can be.

68. Downward Upward 360 ⁰ Leadership Outward Leadership 67

69. Managers & Leaders Wear Two Hats! Fisher Consulting Group & Moffet Consulting 201368

70. …And a Third Hat Too! Fisher Consulting Group & Moffet Consulting 201369

71. Both Important, But Different… Management vs. Leadership Fisher Consulting Group & Moffet Consulting 201370

72. Management vs. Leadership Fisher Consulting Group & Moffet Consulting 201371 Worksheet How do these distinctions apply to Holy Cross Energy? As a Manager & Leader, am I stronger in management or leadership?

73. Management versus Leadership Fisher Consulting Group & Moffet Consulting 201372 Planning and budgeting: establishing detailed steps and timetables for achieving needed results, then allocating the resources necessary to make it happen Organizing and staffing: establishing some structure for accomplishing plan requirements, staffing that structure with individuals, delegating responsibility and authority for carrying out the plan, providing policies and procedures to help guide people, and creating methods or systems to monitor implementation Controlling and problem solving: monitoring results, identifying deviations from plan, then planning and organizing to solve these problems Establishing direction: developing a vision of the future - often the distant future - and strategies for producing the changes needed to achieve that vision Aligning people: communicating direction in words and deeds to all those whose cooperation may be needed so as to influence the creation of teams and coalitions that understand the vision and strategies and that accept their validity Motivating and inspiring: energizing people to overcome major political, bureaucratic, and resource barriers to change by satisfying basic, but often unfulfilled, human needs Produces a degree of predictability and order and has the potential to consistently produce the short-term results expected by various stakeholders (e.g., for customers, always being on time; for stockholders, being on budget) Produces change, often to a dramatic degree, and has the potential to produce extremely useful change (e.g., new products that customers want, new approaches to labor relations that help make a firm more competitive.

74. Management and Leadership Fisher Consulting Group & Moffet Consulting 201373 Doing Things Right Speed Bottom Line Efficiency Methods Practices Systems Climbing the ladder fast Doing the Right Things Direction Top Line Effectiveness Purposes Principles People “Is the ladder up against the right wall?”

75. More about these distinctions…. Fisher Consulting Group & Moffet Consulting 201374 Direct Tell Check Audit Control Decide Serve Ask Coach Facilitate Manage Boundaries Negotiate

76. Fisher Consulting Group & Moffet Consulting 201375 YESTERDAY TODAY Information shared on a “need to know basis only” Communication - one way Wait until I have all the information before I act “Do as I say” management Focus on systems & processes Separate “thinking” and “doing” Focus on tasks and tenure Leadership downward èInformation driven out to the edges of the organization èCommunication – all ways; more listening than speaking è80/20 - go - learn è“Walk the Talk” leadership (modeling & mentoring) èFocus on direction & people (systems & processes follow) èCombine “thinking” and “doing” at every level èFocus on results and performance èLeadership upward, outward and downward

77. Fisher Consulting Group & Moffet Consulting 201376 The Shadow of the Leader “Your employees are always looking up and taking signals from you. Whatever your management behavior is, multiply by ten – and this is what you will find throughout the company… this is what ‘good’ looks like. Even if it’s not good.” - CEO, Global Healthcare Company

78. Fisher Consulting Group & Moffet Consulting 201377

79. Quotes about Culture & Leadership... “Creating an organization to which all want to belong.” - Manager, Southwestern Utility Company “Creating an organization where all who are a part are better for having been here.” -Sr. Executive, Municipal Government Organization (2003) “Creating an organization where all who are a part are better for having been here – and the organization is better because they were here.” -Same Sr. Executive, Municipal Government Organization (2008) Fisher Consulting Group & Moffet Consulting 201378

80. Don’t get caught going into the future... Looking in the Rear View Mirror Fisher Consulting Group & Moffet Consulting 201379

81. The Thing about “Commitment” “Nothing great was ever accomplished without deep commitment to the cause.” - George W. Bush, U.S. President Fisher Consulting Group & Moffet Consulting 201380

82. Why Juggling? Commitment to doing something we don’t know how to do… Why is it critical for leaders to know how to “commit” to things that are sometimes scary and uncertain or involve risk and learning? What kinds of things do I commit to easily? What kinds of things do I avoid committing to? When does my fear of failure prevent me from committing? What role will commitment play in my being an effective leader? Fisher Consulting Group & Moffet Consulting 201381 Worksheet As a leader, if not you… WHO?

83. Why Juggling? Commitment Learning Risk Taking Vulnerability Coaching Partnership Fisher Consulting Group & Moffet Consulting 201382

84. In the end, your level of commitment will determine your success. Will try to, but... Want to, however... Would like to, but... Hope to... Wish to… I WILL – I am Committed. "Something we were withholding made us weak, until we found it was ourselves.” - Robert Frost Fisher Consulting Group & Moffet Consulting 201383

85. Fisher Consulting Group & Moffet Consulting 201384 If it’s to be… It’s up to me. True Commitment…

86. Fisher Consulting Group & Moffet Consulting 201385 NO ONE SAID IT’S EASY… “The man who says it can’t be done is usually interrupted by someone who is doing it.” - Elbert Hubbard

87. Fisher Consulting Group & Moffet Consulting 201386 The Leadership “Friends” and “Foes”… How Big is Your Comfort Zone?

88. Your Comfort Zone… How often does my need for “comfort” (predictability, sense of control, fear of conflict, fear of change, etc.) hold me back in my role as a Manager and/or Leader? What’s the risk for this organization, for my department and for me if I do not learn to push myself out of my comfort zone? Specifically, how might my performance as a manager and leader be impacted if I expand my comfort zone? How might my employees be impacted? My peers? My boss? Fisher Consulting Group & Moffet Consulting 201387 Worksheet

89. Fisher Consulting Group & Moffet Consulting 201388 Self-Leadership: It’s Where Leadership Begins “Don’t expect to lead others until you’re leading yourself.” -- Fred Anderson, CEO – New Hampshire Electric Cooperative

90. Victim vs. Responsible… As Managers & Leaders, how will we “model” self responsibility? How will we share responsibility in the organization? Fisher Consulting Group & Moffet Consulting 201389 Worksheet Prices Pay-offs Prices Pay-offs

91. Fisher Consulting Group & Moffet Consulting 201390

92. Being a “Victim” vs. Self-Responsibility… The only difference between stumbling blocks and stepping stones is how we use them. Fisher Consulting Group & Moffet Consulting 201391

93. Refuse to see yourself as “victim”... Fisher Consulting Group & Moffet Consulting 201392 “Argue hard enough for your limitations and sure enough they are yours.” - Richard Bach

94. “There is no more important challenge that we face than to accept responsibility for not only what we are, but also what we can be.” - David McNally Fisher Consulting Group & Moffet Consulting 201393

95. Fisher Consulting Group & Moffet Consulting 201394 Building Bridges: Creating Effective Partnerships “Never doubt that a small group of thoughtful committed people can change the world; indeed it’s the only thing that ever has.” - Margaret Mead

96. Bringing “Red-Black” Back to Holy Cross Energy… What are specific examples of win/lose dynamics within Holy Cross Energy? What are specific examples of win/win? Where are the breakdowns? What are the assumptions that prevent us from playing win/win from level to level? From department to department? What, specifically, will I do to increase the level of win/win partnerships across and throughout Holy Cross Energy? Fisher Consulting Group & Moffet Consulting 201395 Worksheet “We will either work together – or hang separately.” - Anonymous

97. Fisher Consulting Group & Moffet Consulting 201396 ORGANIZATIONAL STRUCTURE… From:

98. Fisher Consulting Group & Moffet Consulting 201397 ORGANIZATIONAL STRUCTURE… To:

99. Fisher Consulting Group & Moffet Consulting 201398 The Thing about Beliefs & Assumptions What are our beliefs? And are they helping or hurting us?

100. Fisher Consulting Group & Moffet Consulting 201399 “Everyone behaves in accordance with a theory… whether or not they are aware it.” - Peter Drucker

101. 100 The HCE Culture Model & Map

102. Aligning our “beliefs” with our desired leadership & culture… Fisher Consulting Group & Moffet Consulting 2013101

103. Fisher Consulting Group 2012 Beliefs & Assumptions are Difficult to Measure… But Behaviors are Very Measurable! Norms, Behaviors & Artifacts Personal Values & Attitudes Cultural Values & Assumptions Visible & Tangible Less Visible but Talked About Not Visible and Rarely Questioned 102

104. Our “Beliefs” @ HCE… Really. Fisher Consulting Group & Moffet Consulting 2013103 Worksheet

105. 104 The BREAKTHROUGH Leadership Model EVENT Belief or Assumption Emotion or Feeling Behavior Consequence IMPACT This tool helps us understand our “behaviors” - and change our behaviors at their core.

106. Changing Beliefs & Behaviors: Tool #1 Tool #1: __________________________________________ Key Components: __________________________________________________________ Examples: __________________________________________________________ Fisher Consulting Group & Moffet Consulting 2013105

107. Changing Beliefs & Behaviors: Tool #2 Fisher Consulting Group & Moffet Consulting 2013106 Tool #2: __________________________________________ Key Components: __________________________________________________________ What do you see: __________________________________________________________

108. Moving Forward: Creating more effective leadership beliefs and behaviors… Take a moment and identify one of your behaviors that seems to ‘get in your way’ in your efforts to lead/manage. What are the negative ‘consequences’ of this behavior? What are your ‘beliefs’ that are driving this behavior? What are alternative ‘beliefs’ that might work more effectively for you? What positive ‘impacts’ might result for your employees from a shift in this behavior/belief? For your peers? For your boss? Fisher Consulting Group & Moffet Consulting 2013107 Worksheet

109. Fisher Consulting Group & Moffet Consulting 2013108 Understanding Style Differences… In Order to Communicate More Effectively! Sometimes… changing the way we see people, changes the people we see!

110. Your Personality & Communication Style… My style is described as: ____________________________________ I see myself as: _____________ & ____________________________ Likes: ____________________________________________________ Dislikes: __________________________________________________ Task or Relationship oriented: _________________________________ How I measure/gauge success: ________________________________ Who, what, how or why? _____________________________________ My greatest strength, talent or ability: ___________________________ I save, protect or maintain: ___________________________________ What I need to learn is: ______________________________________ _________________________________________________________ Fisher Consulting Group & Moffet Consulting 2013109

111. Style Notes: Fisher Consulting Group & Moffet Consulting 2013110 Analyzing/Exacting StyleControlling/Directing/ Driving Style Supportive/Amiable/ Counseling Style Expressive/Persuading Style

112. Fisher Consulting Group & Moffet Consulting 2013111 Formal Informal Easy Going Dominant Analytical/Exacting STRENGTHSWEAKNESSES SystematicData Bound ObjectiveRisk averse ThoroughTedious AccuratePerfectionist Controlling/Directing STRENGTHSWEAKNESSES IndependentAutocratic InitiatorInsensitive DisciplinedImpatient OrganizedPoor listener Supportive/Amiable STRENGHTSWEAKNESSES Team playerNon confrontive SensitiveOverly compliant FlexibleOverly emotional PatientCan’t say “no” Expressive/Persuasive STRENGTHSWEAKNESSES EnthusiasticImpulsive CreativePoor follow through SpontaneousMisses details DynamicPoor planner Styles: Strengths & Weaknesses

113. Learning from our opposite styles… Fisher Consulting Group & Moffet Consulting 2013112 Amiable Controller Promoter Analytical That’s another half-baked idea. And we’ll spend the next two months working on it just to finally convince him it doesn’t make business sense. I had a great idea over a glass of wine this weekend. I’m certain we can increase our sales by 18 %! What do you mean you need data? I’ve got years of experience and a gut feeling about this! Okay. Time is wasting. Let’s get this meeting started. Where the heck is Bob? Will someone yell down the hall and tell him to get in here? What about relationships? Never a how was your weekend, how’s the family, anything bothering anyone we should talk about? All task and no time for people

114. Fisher Consulting Group & Moffet Consulting 2013113 Working More Effectively with Others… Controlling Analytical I probably need to tone down my excitement and enthusiasm and add more information to my statements so that other people will really understand that my ideas have been well thought out and not just off the top of my head. I need to make certain everyone understands that I value them as a person and that I am willing to deal with people issues. I may also need to tone down my “gung ho” style. Amiable I may need to bale more assertive and speak up more and make more eye contact in order to get my ideas across to the group. I may also need to use more body language to let people know I am engaged and listening I need to speak up when the more assertive people are taking over and I feel we are missing some important issues. I also need to less sensitive and speak up, even if it’s uncomfortable. Promoting

115. Fisher Consulting Group & Moffet Consulting 2013 114 Exacting Analyser Style Supporting Style Controlling Style Promoting Style Results NOW!

116. Fisher Consulting Group & Moffet Consulting 2013115 It takes all kinds….

117. “We will either work together, or hang separately.” - Anonymous Fisher Consulting Group & Moffet Consulting 2013116

118. Understanding Style Differences… In order to Communicate More Effectively! What are my key style strengths that support my communication and leadership at HCE? How could I more broadly apply those strengths to communicate and lead more effectively? What are weaknesses associated with my style that might be obstacles to my communication and leadership? How might I adjust my ‘style’ to work more effectively with my employees? With my peers? With my boss? Fisher Consulting Group & Moffet Consulting 2013117 Worksheet

119. Fisher Consulting Group & Moffet Consulting 2013118 Behavior Traps: Understanding Ourselves and Others When We are Not at Our Best

120. Behavior Traps: What Happens When We Are Not Our Best? List the variety of behavior traps as described by your facilitator. Which behavior trap do I most often use? Fisher Consulting Group & Moffet Consulting 2013119 Worksheet

121. Behavior Traps: What Happens When We Are Not Our Best (cont.) What “triggers” this behavior trap? What is the “pay-off” of using this behavior trap? What does this behavior trap “cost” me? (i.e., the price I pay for using this behavior trap) What is “the cure” for my behavior trap? ________________________________________ Fisher Consulting Group & Moffet Consulting 2013120 Worksheet

122. Fisher Consulting Group & Moffet Consulting 2013121 Great Leaders… Individuals who have made a difference - and who created a legacy.

123. Moving from Information to Commitment & Action Fisher Consulting Group & Moffet Consulting 2013122

124. Defining Your Leadership Legacy @ HCE: In the end, what will matter most? In your pre-work you were asked to go out 15 years in time. From this place in the future you were asked to look back and identify the impact that you ultimately had on this organization, the employees and your peers. Now that you have completed the first session of the HCE Leadership Academy, answer the following questions. For what do I most want to be remembered as a Manager & Leader at HCE? In the end, what did I do at HCE that had lasting impact on employees? On the organization? On the community? What do I want future generations of HCE employees to say about me? Fisher Consulting Group & Moffet Consulting 2013123 Worksheet “We should all be concerned about the future because we have to spend the rest of our lives there.” - Charles K. Kettering, Seed for Thought (1949)

125. Moving Forward with the HCE Leadership Academy You have completed the first session of the 2013-2014 HCE Leadership Academy. Based on your experiences in the last two days, answer the following questions: Name your two (2) most important strengths that help you be effective in your leadership role. Name your two (2) most important weaknesses that hinder your leadership effectiveness. Identify your two (2) most important learning goals for this seven month academy experience. What will you do differently as a leader between now and Session Two? In other words, what ACTION STEPS will you take to be more effective, based on your learning of these last two days? Who will be your peer coach (to support and assist you – and to learn with you) throughout this academy experience? Fisher Consulting Group & Moffet Consulting 2013124 Worksheet “It’s not important what you KNOW. It’s important what you DO with what you know!”

126. Who Will Take Custody of Our Gnome? The HCLA Gnome! Fisher Consulting Group & Moffet Consulting 2013125

127. Fisher Consulting Group & Moffet Consulting 2013126 “When we walk to the edge of all the light we have and take the step into the darkness of the unknown, we must believe one of two things will happen - there will be something solid to stand on… or we will learn to fly.” - Patrick Overton

128. 127 www.holycrossenergyleadershipacademy.com login = hceacademy pw = hce2013 Caroline Fisher Chris Moffet 970-390-9420 970-471-4474 caroline@fisherconsultinggroup.com chris@moffetconsulting.com caroline@fisherconsultinggroup.comchris@moffetconsulting.com HCE Academy: Let’s Stay Connected!