1. © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Driving Business Results Through Strengths Based Leadership Sandy Lieske, Vice President Global Customer Support Organization, Hewlett-Packard July 2011

2. © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here Agenda 2 Setting the Stage Evolution of My Own Thinking Tools to Consider Leadership Call to Action Q&A

3. © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here 3 Question: What is the number one reason people leave their jobs?

4. © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here “High performing leaders are able to unite diverse team members by building common goals and even shared emotions by engaging in powerful and effective dialogue.“ George Kohlrieser, November 2008, Leading At The Edge

5. © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here High Performance Teams: Contributing Factors 5

6. © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here What Gets in the Way: Five Dysfunctions 6 Adapted from The Five Dysfunctions of a Team by Patrick Lencioni

7. © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here Manager Increased productivity; employees going beyond basic job requirements Greater bench strength Reduced need to “micro-manage”; increased team member accountability Enhanced quality Manager Increased productivity; employees going beyond basic job requirements Greater bench strength Reduced need to “micro-manage”; increased team member accountability Enhanced quality Team Fostering of camaraderie and trust Openness to change Focus on learning and continuous improvement Unified common purpose Team Fostering of camaraderie and trust Openness to change Focus on learning and continuous improvement Unified common purpose Organization Customer loyalty Strong financial results and profitability Strong employer brand; attraction of talent Increased employee retention Organization Customer loyalty Strong financial results and profitability Strong employer brand; attraction of talent Increased employee retention Benefits of High Performance Teams Employee Increased engagement and motivation Creativity, innovation and risk-taking Clear connection to company mission Enhanced personal and professional growth Employee Increased engagement and motivation Creativity, innovation and risk-taking Clear connection to company mission Enhanced personal and professional growth 7

8. © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here Evolution of a Strengths Based Leadership Approach 8 Creating a vision Engaging employees Team dynamics Team building StrengthsFinder ® Themes 5 Dysfunctions of a Team Appreciative Inquiry Strengths Based Leadership and Q12

9. © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here StrengthsFinder ® 1.0 9 Maximize the Team Create a team with strengths across the StrengthsFinder ® 1.0 themes Invest in Strengths Understand your own strengths as well as those of the individuals on the team

10. 10 Achiever Activator Adaptability Analytical Arranger Belief Command Communication Competition Connectedness Consistency Intellection Learner Maximizer Positivity Relator Responsibility Restorative Self-Assurance Significance Strategic Woo Context Deliberative Developer Discipline Empathy Focus Futuristic Harmony Ideation Includer Individualization Input The 34 StrengthsFinder ® Themes Copyright © 2000-2001, 2011 Gallup, Inc. All rights reserved.

11. 11 Five Dysfunctions of a Team Approach Adapted from The Five Dysfunctions of a Team by Patrick Lencioni

12. 12 © Sanchez Tennis & Associates, LLC Discovery “What gives life?” (The best of what is) AppreciatingDiscovery “What gives life?” (The best of what is) Appreciating Dream “Envisioning what could be?” InnovatingDream “Envisioning what could be?” Innovating Design “What should be—the ideal organization?” Co-constructingDesign “What should be—the ideal organization?” Co-constructing Destiny “How to learn, empower, execute, and improvise?” SustainingDestiny Sustaining Strategicfocus Appreciative Inquiry “4-D Model” Strategic Focus: Creating a vision Positive Core Adapted from Cooperrider & Whitney

13. 13 Satisfaction Versus Engagement Satisfaction Engagement Copyright © 2011 Gallup, Inc. All rights reserved. What are the characteristics of an engaged employee? How is engagement different from satisfaction?

14. © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here Strengths Based Leadership 14 Understand the Needs of Your Team Drive engagement by meeting the basic needs of trust, compassion, stability, and hope Maximize the Team Create a team with strengths across 4 key domains: Executing, Influencing, Relationship Building, and Strategic Thinking Invest in Strengths Understand your own strengths as well as those of the individuals on the team

15. 15 Gallup Engagement Hierarchy Copyright © 1993-1998, 2011 Gallup, Inc. All rights reserved. Growth Teamwork Management Support Basic Needs

16. © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here Regularly celebrate collective team and individual results (Appreciative Inquiry, Q12) Leadership Call to Action for High Performing Teams 16 Build a strong bond of trust (StrengthsFinder ®, Five Dysfunctions of a Team, Q12) Expect and lead unfiltered discussions – “tell it like it is” (StrengthsFinder ®, Five Dysfunctions of a Team, Q12) Hold each other accountable at every step (Five Dysfunctions of a Team, Appreciative Inquiry) Keep all eyes laser-focused on the finish line (Five Dysfunctions of a Team, Appreciative Inquiry)

17. © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here “It is a fact that in the right formation, the lifting power of many wings can achieve twice the distance of any bird flying alone.” ~Author Unknown

18. © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Q&A