1. Your Ambition at GWF Determined to succeed…………..

2. Agenda 1.A compelling case for change 2.Your role, your ambition 3.Your strengths and your development 4.Putting it in a plan 5.Maintaining the rage

3. Before we get started… Our Safety – Fire exits / evacuation areas Breaks Rest rooms Mobile phone etiquette Ground rules What questions?

4. Agenda 1.A compelling case for change 2.Your role, your ambition 3.Your strengths and your development 4.Putting it in a plan 5.Maintaining the rage

5. A compelling case for change THE EXTERNAL MARKET*: 92% of organisations practice formal development planning practices Only 33% of employees have development plans 25% of employees say they never or almost never look at their development plan 70% of employees say that good feedback and coaching is very important to their development 30% of employees say they receive good feedback and coaching Managers dedication to their employee’s development has the capacity to increase discretionary effort by 48.6% * Source Corporate Leadership Counsel GWF*: 39% of people have established a personal development plan over the last 12 months 37% of people have had regular performance discussions with their manager 47% of people know what career opportunities are available at GWF 46% are satisfied with the career aspirations they have with their manager regarding career aspirations * Source 2010 Engagement survey

6. A development plan is a project plan for achieving business results and short and long term development goals

7. When it works, it rocks! Why do we have development plans? What’s in it for you?

8. Agenda 1.A compelling case for change 2.Your role, your ambition 3.Your strengths and your development 4.Putting it in a plan 5.Maintaining the rage

9. All growth depends upon activity. There is no development physically or intellectually without effort and effort means work. Calvin Coolidge (1872-1933)

10. You’ve done it before, you can do it again Think about a personal goal you have achieved in the past (Run a marathon, lose weight, stop smoking etc): What was it? How did you do it? How did you feel when you achieved it?

11. Determined to succeed Unique freedom to make your mark in an ever changing environment - you need to be up for that challenge Challenge the status quo Look for opportunities Know where you stand Own your career

12. Considering your career choices What do you love to do? What are you good at? What stuff will people pay you to do?

13. Predicting your future What do you want to have achieved at GWF? Where do you want to be in 5 years? Where do you want to be this time next year? What do you need in order to achieve your ambition?

14. Agenda 1.A compelling case for change 2.Your role, your ambition 3.Your strengths and your development 4.Putting it in a plan 5.Maintaining the rage

15. CapabilitiesKnowledge ExperiencePersonal Attributes What I do wellWhat I know What I have doneWho I am Think about your current role Profile of your role: What capabilities are required? What knowledge is needed? What personal attributes are important? What experience is essential for success? Actions: Where are you strong? Where do you require development?

16. Your SWOT team StrengthsWeaknesses ThreatsOpportunities

17. Agenda 1.A compelling case for change 2.Your role, your ambition 3.Your strengths and your development 4.Putting it in a plan 5.Maintaining the rage

18. Best in class development…..

19. Examples of Development…. EXPERIENCED BASED LEARNING FEEDBACK & COACHING BASED LEARNING TRAINING & EDUCATION 70%20%10% Short term placement Manage a project Stretch in size and breadth of role (quality and number of direct reports) X Divisional / X Functional move Secondment Rotation Presentation / participation in key business forums (eg BLT) Deputising Delegation of key priorities External experiences (eg presentation at forums, attendance at seminars) 360 degree feedback Executive coaching Mentoring Networking Peer coaching Exposure to & feedback from senior leaders Coaching someone outside your team Regular feedback and development planning conversations with 1 Up manager Internal training programs Skill sets External training programs Online training courses Reading and research Subscription to professional associations Tertiary Education

20. Development Planning Tips 70% career experiences, 20% feedback & coaching, 10% training & education Focus on no more than 3-4 development needs per year (make sure they are all realistic) Review it regularly – build in regular check-ins with your 1Up manager to obtain feedback on progress Make sure your development plan supports your stretch in your current role, is aligned to business need and also takes you toward your next role Take responsibility for it, create it, own it and drive it (like your other goals) Make your conversations about development open and honest

21. Plan It!!!! Development needAction / SolutionMeasure of Success Timeframe Short Term Career Goal Long Term Career Goal

22. Maintaining the rage What does success look like? What experience do you want to have / do you want your people to have? Where do you want to be this time next year? What needs to happen to bring that experience to life? What are you willing to do to maintain the rage? Tool to support you: Career Coaching Conversations - a guide / cheat sheet to help you

23. An example Development needAction / SolutionMeasure of Success Timeframe Develop commercial acumen Begin to manage a cost centre Support manager during forecasting period Coaching / mentoring from my Finance Director ( 5 x 90 minute catch ups) All projects and programs of work delivered under budget Forecasting 100% accurate July 2011 Build leadership capability Presentation and participation at BOLT End to end leadership of Project Duke Manage graduate during next rotation Coach Bill (5 session x 90 minutes) Feedback from Graduate and project Duke team members Feedback from BOLT August 2011 Short Term Career GoalConsolidate and excel in my current role Long Term Career GoalSales Director in a smaller Division of GWF

24. Our lives are not determined by what happens to us but by how we react to what happens, not by what life brings to us but by the attitude we bring to life A positive attitude causes a chain reaction of positive thoughts, events, and outcomes It is a catalyst, a spark that creates extraordinary results – Anon. 24

25. QUESTIONS