Fueling Performance & Potential Debra Baker, Managing Director March 26, 2019

Today’s Discussion Overview of talent analytics and our shared experiences How talent analytics are being used to innovate around business development Myths and truths of business development and what data tells us BONUS: Uncovering your own strengths to lead and sell change

Discussion How would you describe business development in your firm? 1 - Passive 2 - Reactive 3 - Active – Opportunistic 4 - Proactive – Measurable 5 - High Performing – Consistent and sustainable revenue What are the strategies, activities, development opportunities where you are seeing the most success? What is your experience, if any, with talent analytics or assessments? Type assessment? Purpose? Outcome?

What we mean by talent analytics Context One piece of the puzzle Can be combined with other data points for full picture : Measures Style v. Competency Capacity vs. Performance Predictive vs. Descriptive x Data to Inform Talent Selection Development Right people in right roles: Business Development Leadership Culture Talent analytics uses data to build stronger work forces for one or more of the following: Hiring Development Implementation of people-driven initiatives There are numerous talent assessments – DISC, Strengths Finder, Myers Brigg (MBTI), the GrowthPlay Chally Assessment. Different assessments provide different insights, e.g.: Style v. Competencies Descriptive v. Predictive Capacity v. Performance Law firms have been using primarily personality and social style assessments for a number of years. For the last 3 years, GrowthPlay has been using the Chally Assessment with law firms to focus on uncovering natural sales, management and leadership potential.

Law Firm Trends Business Development Coaching Broaden the lens of what successful business development looks like Teaming & Collaboration Team profiles to identify predictive strengths around specific competencies and behaviors affiliated with collaboration Lawyer (Client/ Practice/ Industry) Professional staff teams (marketing, KM, C-Suite) Hybrid (Innovation; BD) Growth Culture “23 and Me” type DNA test to understand an organization’s shared strengths around BD, management and motivational styles D&I Uncover strengths in people who have not had the same opportunity to perform: Shining a light on unique attributes as super powers. Innovation & Change Making Identify essential elements of innovation and business development role profiles to lead and “sell” change.

Analytics Talent Benefits Using data and analysis to inform decisions and shed light on questions about people Benefits Self Awareness – Everyone has sales strengths Strengths-based – Coaching to strengths accelerates results Informs growth culture – Creates a shared language Considerations Statistically validated (EEOC compliant for selection) 95% percent report accuracy Motivation trumps natural skills

Business Development Myth: Rainmakers (Sellers) are Born Truth: There are multiple paths to business development success. The best path is the one that allows you to leverage your strengths. Lead Generator Super Power: “Finder” or “Hunter” Mission: Expand relationships/ Grow Pipeline Account Manager Cultivates relationships with existing clients Optimize client experience to deepen relationships Architect Combines services to tailor a solution Expands work on behalf of one client to others Educator Deep expertise in a niche/ complex/ unique area Build credibility around established solution Inventor Monitors and anticipates change Provide insights and creative solutions

Myth: Business development is about personality and luck Truth: 98% of lawyers match at least one of the five role profiles Business Development is a combination of strengths, style, and skill motivation 140 skills/behaviors that have been statistically validated to contribute to successful business development Personality maters but motivations provide even greater insights into behaviors.

Inventor l Architect l Educator Myth: The “coalition of the willing” is the only way to make BD initiatives work Truth: Relying on the usual suspects can unintentionally create unconscious bias. A better approach is to focus on predictive strengths that may uncover potential in people who have not yet had the opportunity to perform. Get Grow Guard Lead Generator Inventor l Architect l Educator Account Manager New Service/New Market Increase size of pipeline Events/Activities Industry Team/Practice Group Client Team Thought Leadership Client Service Standards Client Teams Succession Planning

BONUS: Selling Change for Legal Professionals Create FOMO Dream Out Loud Expectation Management Anticipate Objections Future Cast Use headlines “High-performing firms are doing xx. “ Express Gratitude State your desire Ask for advice/input Yes and v. No, but Best Case, Likely Case, Worst Case Acknowledge Ask Advance Alternatives Use Design Thinking “How might we…” “What would need to be true?

Questions to take back to your firm As you look at your key initiatives for 2019, what are the skills/behaviors that will be needed to be successful? Do those roles fall into one of the pre-defined business development role profiles or are a different set of capacities? What is our confidence level around implementation? What’s holding us back? What would need to be true to provide our team with the skills and behaviors identified?

Thank you. For more information, visit www. growthplay Thank you! For more information, visit www.growthplay.com or contact me below. Debra Baker, Managing Director 619.726.2574 dbaker@growthplay.com