© U PSTREAM A CADEMY W ORLD C LASS T RAINING: G ETTING Y OUR F IRM O N T RACK P RESENTED BY S AM M. A LLRED, F OUNDER & D IRECTOR O F U PSTREAM A CADEMY B ECOMING A H IGH P ERFORMANCE P ARTNER P RESENTED BY T IM B ARTZ D IRECTOR, U PSTREAM A CADEMY

© U PSTREAM A CADEMY P RESENTATION R OADMAP 1.General Observations Regarding Partners 2.Habits of High Performing Partners 3.ELA Participants Answer Key Questions 4.Question and Answer Session questions to

© U PSTREAM A CADEMY  G ENERAL O BSERVATIONS R EGARDING P ARTNERS

© U PSTREAM A CADEMY 2012 In all of the meetings, conferences, and retreats we attend, the number one topic of discussion is partners and their impact – for good or bad – on the firm. 4

© U PSTREAM A CADEMY 2012 Each year we have the privilege of interacting with hundreds of firms and partners across our profession. We continue to be impressed with the many high performing partners we see and their powerful impact for good on everyone around them. 5

© U PSTREAM A CADEMY 2012 Please know that when we use the term “high performing partner,” we think of something that is reachable by all. In our view, this isn’t a term reserved only for those who have the “gift” to be high performers. 6

© U PSTREAM A CADEMY We remain in challenging economic times. Because of that, the license to lead has never had a bigger green light. Partners have an incredible opportunity to re-earn the “trusted advisor” designation for clients as well as team members in the firm. O BSERVATION #1

© U PSTREAM A CADEMY 2012 “Once leaders stop believing something can be improved, they stop being leaders.” Sam Allred 8

© U PSTREAM A CADEMY The partner group represents the greatest source of horsepower in any firm. Partners can take the firm to nearly any height if they are committed. O BSERVATION #2

© U PSTREAM A CADEMY 2012 Every partner has a responsibility to consistently improve his or her ability to lead others to greater levels of personal and firm success. The future of the firm will be determined largely by how effective the partners are in their various roles. 10 O BSERVATION #3

© U PSTREAM A CADEMY 2012 The competition for partners’ time and energy is intense. While average billable hours for leaders in our profession have remained static, the total time worked by these individuals has been increasing each year. Partners must become masters of time management to survive. 11 O BSERVATION #4

© U PSTREAM A CADEMY One of the benefits partners hold dear is that of individual autonomy. While autonomy is a wonderful thing for the individual, it can often be challenging for others in the firm. O BSERVATION #5

© U PSTREAM A CADEMY 2012 Many partners spend percent of their time on work that could reasonably be done by others at a lower level in the firm. Too many partners are perfectly willing to remain within the confines of their technical comfort levels. 13 O BSERVATION #6

© U PSTREAM A CADEMY 2012 Partners are frequently the biggest barriers to firm progress. In the weighty matters of change, commitment and accountability, some partners seem to be among the worst examples. We call these partners “throwers” because they are constantly throwing anchors out as the firm advances. 14 O BSERVATION #7

© U PSTREAM A CADEMY 2012 The best firms recognize the importance of strong culture. The best litmus test of culture is how the partners interact with each other and how they treat others in the firm. It is impossible to create a culture inconsistent with partner behavior. 15 O BSERVATION #8

© U PSTREAM A CADEMY 2012 Many firms do a poor job of properly developing people. There seems to be a shared belief that if people can’t “get it” on their own we should eliminate them from the firm’s gene pool. High performance partners must develop others. 16 O BSERVATION #9

© U PSTREAM A CADEMY 2012 Many partners undervalue constructive feedback, the key to personal growth. “The trouble with most of us is that we would rather be ruined by praise than saved by criticism.” Norman Vincent Peale 17 O BSERVATION #10

© U PSTREAM A CADEMY  H ABITS O F H IGH P ERFORMING P ARTNERS

© U PSTREAM A CADEMY 2012 So, if “high performance” is within reach of every partner, what are the habits of high performing partners? 19 Q UESTION

© U PSTREAM A CADEMY 2012 They treat everyone with respect. They are careful not to make the lives of those around them more difficult. H ABIT #1 – R ESPECT F OR O THERS 20

© U PSTREAM A CADEMY 2012 Partners consistently follow through respond in a timely manner play by the rules don’t treat themselves as the exception are good examples

© U PSTREAM A CADEMY 2012 They don’t say negative things about their fellow partners to others. They discuss issues they have with their partners’ performance or behavior directly with them. 22

© U PSTREAM A CADEMY 2012 They develop within themselves a sense of responsibility and accountability for their own performance in achieving desired outcomes. They speak with integrity and deliver outstanding performance. H ABIT #2 – S ENSE O F R ESPONSIBILITY 23

© U PSTREAM A CADEMY 2012 They refuse to make excuses or blame others. They face up to their own mistakes. They take personal responsibility to meet or exceed their personal professional objectives and plan their time and efforts accordingly. 24

© U PSTREAM A CADEMY They believe self-accountability is the foundation of trust and integrity. They consistently demonstrate self- accountability by being proactive and practicing the principle of “return and report.”

© U PSTREAM A CADEMY 2012 H ABIT #3 – W ILLINGNESS T O C OMMIT They understand the difference between support and commitment. While it is difficult to commit to every endeavor in the firm, they understand what is expected of them on key endeavors and do everything in their power to bring about the desired changes. 26

© U PSTREAM A CADEMY 2012 It is far easier to be supportive of new ideas and initiatives than it is to be committed to them. Support is as easy as saying, “You go ahead and I’ll stay out of your way.” Commitment, on the other hand, means we are willing to give our best effort to ensure success. 27

© U PSTREAM A CADEMY 2012 They know there is a huge difference between spirited commitment and grudging compliance. They recognize that reluctant obedience is a negative form of leadership. 28

© U PSTREAM A CADEMY 2012 H ABIT #4 – T EAM -O RIENTED They work on the premise that all achievement in their career comes as the result of working with, through, and for others. They are committed to developing their communication skills and are consistently building relationships of trust with all they come in contact with. 29

© U PSTREAM A CADEMY 2012 H ABIT #5 – F IRM -O RIENTED They are consistently willing to ask “what’s in the firm’s best interest” versus “what’s in it for me.” They recognize there are tremendous benefits that come from being a partner and willingly give up several things as a result. 30

© U PSTREAM A CADEMY 2012 They give up the right to remain silent by recognizing the responsibility they have as partners to speak up on important issues that come before the partner group. 31

© U PSTREAM A CADEMY 2012 They willingly give up the right to have all decisions go their way and commit to decisions that are made through the firm’s system of governance. 32

© U PSTREAM A CADEMY 2012 H ABIT #6 – L EAVE C OMFORT Z ONE They recognize that their greatest personal growth comes when they get outside of their comfort zones and are willing to do things that stretch their abilities. 33

© U PSTREAM A CADEMY 2012 They believe that one of their primary responsibilities is to make better people of those they lead. They are appropriately demanding. They are open and honest in providing feedback regarding the performance of those for whom they have stewardship. H ABIT #7 – D EVELOP O THERS 34

© U PSTREAM A CADEMY 2012 They regularly take others with them when meeting with clients, prospective clients, or referral sources. They treat requests for assistance as teaching opportunities. They take time to show they care about the career goals of others in the firm. Examples 35

© U PSTREAM A CADEMY 2012 H ABIT #8 – B ELIEVE I N P ROCESSES They recognize the strong connection between great processes and great results. They realize that most of what we do in our firms is repeatable and that with some effort, these processes can be improved to yield greater results. 36

© U PSTREAM A CADEMY 2012 “We overestimate the event and underestimate the process. Every fulfilled dream occurred because of dedication to a process.” John Maxwell 37

© U PSTREAM A CADEMY 2012 H ABIT #9 – R EMAIN O PEN - MINDED They keep an open mind about most things and recognize that it is possible to be off a few degrees in how they see and understand things. 38

© U PSTREAM A CADEMY 2012 H ABIT #10 – U SE I NVESTMENT T IME 39 They use investment time wisely to improve themselves and the entire firm.

© U PSTREAM A CADEMY  ELA P ARTICIPANTS A NSWER K EY Q UESTIONS

© U PSTREAM A CADEMY 2012 Q UESTION #1 What does autonomy mean to you? In what ways is autonomy a good thing? In what ways is it detrimental to the firm? 41

© U PSTREAM A CADEMY 2012 Q UESTION #2 Why is constructive feedback important even when we’ve reached the ownership level? How can we better demonstrate our desire for and our willingness to accept constructive feedback? 42

© U PSTREAM A CADEMY 2012 Q UESTION #3 What can partners do to be efficient and effective with their time so they don’t become workaholics? 43

© U PSTREAM A CADEMY 2012 Q UESTION #4 Describe a time when you’ve met with a peer to discuss an issue you’ve had with his/her performance or behavior. What were your concerns about having such a meeting? What were your desired outcomes from the meeting? 44

© U PSTREAM A CADEMY  Q UESTION A ND A NSWER S ESSION

© U PSTREAM A CADEMY Thank You!