Trust November 12, 2018

Patrick Maffeis HV Products & Global Supply Chain Leader Grid Solutions Jeff Mazzoni Chief Financial Officer Grid Solutions Sameena Bashey Organization & Talent Development Leader Grid Solutions

Culture Conversations Building a culture of trust, collaboration and accountability 45-minute dialogues grounded in the GE Beliefs Guiding managers to be culture shapers Inspiring leaders to empower, act with speed and deliver on strategic imperatives Attendance expected for all SPB+ Conversations recorded and available on Culture Conversations web page along with other useful resources. Followed-up with local on-site sessions facilitated by HR available on website

How Trust, Empowerment & Accountability shape culture … BUILDS … ENABLES Communications Accountability … DRIVES Empowerment

What is trust? Being vulnerable … sharing lessons learned so all can improve Constructively challenging and having conflict … yielding the best ideas and outcomes. Commitment … having buy-in to plans and decisions Accountability … delivering what we say upon high standards of performance Attention to team results … focusing on the greater need of the team vs. the individual

Why trust is critical Employees in high-trust organizations … are more productive have more energy at work collaborate better with their colleagues stay with their employers longer are happier with their lives Trust fuels stronger performance A lack of trust is a threat to organizational growth and an organization’s ability to meet its goals.

Maintaining trust to build healthy teams Routinely build and maintain trust Provide regular, transparent communications Connect your team to the broader targets and vision Build empathy by getting to know one another Assume positive intent Discuss mistakes, lessons learned Engage in problem solving & constructively challenge/build on one another’s ideas Share greatest contributions & areas of improvement

Q&A

Reflective questions on trust in teams As a team, are we passionate and unguarded in our discussion of issues? Do team members call out one another's deficiencies or unproductive behaviors? Do I know what my peers are working on and how they contribute to the collective good of the team? Do team members quickly and genuinely apologize to one another when they say or do something inappropriate or possibly damaging to the team? Do team members willingly make sacrifices (such as budget, turf, head count, …) in their departments or areas of expertise for the good of the team? Do team members openly admit their weaknesses and mistakes? During team meetings, are the most important - and difficult - issues put on the table to be resolved? Do we, as team members, know about one another's personal lives and are comfortable discussing them? Do team members end discussions with clear and specific resolutions and calls to action? Do team members challenge one another about their plans and approaches? Source “Five Dysfunctions of a Team” assessment by Patrick M. Lencioni

Conversations to better understand what’s expected of you as a leader… Covered so far GE’s Leadership Philosophy Leading in a boundary-less environment, influencing without direct reporting lines Empowerment Accountability Trust Still to come Communications as a leader Storytelling Developing and coaching