FC Data Feedback Meeting March 4, 2003

Agenda Desired results of the meeting Data review and conclusions 85b Desired results of the meeting Data review and conclusions Next steps Page 2

Satisfaction Measures Peter = Blue Cliff = Red Riley = Green Page 3

Satisfaction Measures 85d Peter = Blue Cliff = Red Riley = Green Page 4

Satisfaction Measures Peter = Blue Cliff = Red Riley = Green Page 5

What’s Working (3 principals agree) 85f Quality of work/reports to clients Getting and retaining business Type of clients Financial success of the business Using the financials as a way to make business decisions Decision making process for big decisions The hope that Jerry will fix many of the problems Page 6

What’s Working (from staff) Good projects and technical staff Principals are very technically competent (Cliff, Riley, Peter) Genial, unpolitical environment Good marketing Reasonable opportunity to make decisions Challenging work Sense of unity and fun Principals willing to invest in staff Cliff/Peter differing styles is good for the business Job security Page 7

What’s Not Working (3 principals agree) The workload (for the office) Managing it more efficiently/removing bottle necks Smoothing out resource allocation Technical staff not meeting standards in all areas Managing personnel and employee issues Training and mentoring of technical staff Planning How 3 work together Unresolved/unaddressed conflict Holding lists on each other-- what hasn’t been done, done wrong, not fixed, negatively impacting the business Things don’t change much after discussion/confrontation Communication --unclear, emotional Personality styles Managing the work (delegating, how it gets allocated, how it gets done ) Communicating during conflict (internal process vs. external process, expressing annoyance –passive aggressive, argumentative) Roles/expectations (need to be more clearly defined) Day to day decision making and communication Page 8

What’s Not Working (from staff) Understanding of what are the priorities and how resources will be allocated (constantly changing, makes managers look bad to their clients) Working within JR’s/business bureaucracy Admin has control of the business Few well defined processes Not available to staff for support and mentoring Mentoring program Not defined Responsibility, but no authority Principals’ relationship Don’t respect each other Talk about each other to staff Not one clear voice about decisions Subject to change Don’t respect decisions of other principals Lack of recognition and positive reinforcement Review/bonus/salary process and expectations 2 people said they’d rather not have had the raises Report review process (demoralizing for the writer, time consuming for the mentor, limited improvement over time by writer) Page 9

What’s Not Working (from Debbie) 85j Lack of clearly defined structure to support key processes Communication Planning Mentoring “the FC Way” Resource allocation Decisions lack sponsorship True authority and responsibility only owned by Peter and Cliff; all roads lead back Unaddressed/unresolved conflict breaking down teamwork and impacting morale throughout company Page 10

Most Important Changes (Principals) 85k Most Important Changes (Principals) Increase efficiency of office Increase volume of work Increase communication and calibration of 3 Shift to a manager managed firm Common vision for 10 year outlook Process for solving ongoing issues Take pressure off principals to free them up to do things for the business Solving the relationship issues between the 3 Clear definition of roles Peter = Blue Cliff = Red Riley = Green Page 11

Most Important Changes (Debbie) 85l Improve communication Spend regularly scheduled time together during office hours planning and communicating as a group Direct address Close internal feedback loops Clearly identify ownership of “initiatives” and funnel all responsibility and communication through that person 1 owner has permission to be in control, but is dependent on the others for feedback and information Build capacity in organization in order to create trust that others can do as good a job as Peter & Cliff Mentoring/training program Page 12

Want To Change By Hiring Jerry 85m Want To Change By Hiring Jerry Get out of day to day management of personnel To better manage the firm as a whole One boss of the local office Day to day operations are more consistent, cohesive; non-crisis mode Jerry to be the resource manager More consistent financial management of the office (e.g. utilization rates) Key element of growth Page 13

Don’t Want to Change By Hiring Jerry Don’t want to be removed from the business Overall financial management of company Involved in hiring and firing Page 14