1. FC Data Feedback Meeting
March 4, 2003

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

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

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

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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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
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13. 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

14. 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