A Leadership Challenge: Retaining Top Talent EXECUTIVE DYNAMICS EXPERTS IN EXECUTIVE & ORGANIZATIONAL EFFECTIVENESS In Collaboration With The Villard Group

2 The Current Corporate Reality Three years of lackluster corporate revenues, profitability and a bear market Leadership scandals and “excesses” are headline news Corporate governance is in transition as boards and leadership seek to comply with legislative and stock exchange mandates Successive rounds of employee lay-offs Compensation programs are undergoing increasing regulatory and shareholder scrutiny, and are in flux Employee financial security is threatened. 401(k) values have eroded…Stock portfolio values have declined and employee stock options are under water

3 The Result Corporate leaders are focused more and more on regulatory, governance and shareholder issues Vision for future business strategies and results is uncertain Employee trust has sunk to historical lows Employees are concerned about their financial survival…they fear for their jobs…are discouraged and disengaged Companies do not have the traditional compensation vehicles available to them to lock in key employees Top talent is vulnerable to being recruited away…they are still in demand, often with little to hold them Companies face increasing risk of losing the very employees they rely upon to orchestrate the turnaround

4 The Big Questions? How will we re-engage our top employees and reignite the “fire”? How do we enlist the “hearts and minds” of our most trusted employees? How do we regain the momentum lost over the past 30 months? How do we “hook in” our valued employees…our intellectual capital…our key leaders to whom we are looking to get us back on track?

5 The “Employee as Investor” Most employees want a relationship with key members of the leadership team They want to be involved…they want to contribute They want to be appreciated Contrary to some beliefs, they want to stay with a company for the longer term…as long as their “investment” yields the proper return; and, they have the right “deal” For most employees, their boss is the company Therefore, the boss becomes the linchpin in crafting and managing the “deal” for each of their employees, each with different expectations or “ROI” The skills and abilities of the manager are critical in reworking and delivering the “deal”

6 A Solution: Create… An “up close” relationship with top talent throughout the organization A relationship that stimulates collaborative dialog around business priorities, personal fears, opportunities for increased engagement, career desires…and, develops a clear understanding of the “deal points” A clear and mutual understanding of “what needs to happen” to regain lost momentum A joint plan of action for addressing the primary issues…both for the company…and for the individual A true partnership which also stimulates and re-engages others through a “cascade” effect …infectious enthusiasm

7 The Recommendation: Adopt a new way… Of managing key people in the current environment Of working with them that revives excitement and enthusiasm for the business agenda Of “joint venturing” that provides personal recognition and motivation to key employees Of re-engaging the corporation’s best minds to re-ignite growth That actively addresses the “quid pro quo” in the employee/ employer relationship…that maximizes the “ROI” for the individual and locks them in, in a positive way Implement relationship-based coaching

8 How: Relationship-based coaching… Examines where the coaching energies are going versus where they could go Delves into the assumptions about top talent engagement and how that impacts the coaching approach Compares and contrasts position-based versus relationship- based coaching and why they produce different results Explores the “intention factor” and how it leads to misaligned expectations and alienation Expands the influence repertoire to be effective with different people in more situations

9 The Approach A two day “leadership lab” Defines an approach for identifying “true top talent” Develops understanding of primary motivators for key employee retention and turnover Investigates the realities of the “employee as investor” concept Focuses on personal relationship as a critical variable Teaches an approach for relationship-based coaching Uses real life company specific case studies for analysis and skill building Includes videotape feedback with instructor coaching

10 The Payback Heightened key employee engagement and commitment A clear understanding of company directions and expectations Stronger, more meaningful relationships with a critical mass of key employees Improved propensity to retain key employees Increased morale and productivity Broad employee recognition that something positive is happening Heightened “buoyancy” and optimism Improved earnings

11 Consultant Biography: Andy Rich Andy Rich is Principal of Executive Dynamics Consulting Group, an organization whose mission is “helping leaders achieve their maximum potential.” Andy has 25 years of very successful senior-level Human Resource leadership and executive management experience with high growth, high performance companies such as PepsiCo’s Frito-Lay and Taco Bell, Ingram Micro, Williams-Sonoma and, recently, Charles Schwab & Co. During his tenure at Schwab, Andy was Executive Vice President and Chief Human Resource Officer with worldwide responsibilities for leading and developing human capital strategies. The company became recognized as a preeminent employer by Fortune, Catalyst and Working Women. In his role, Andy worked closely with executive leadership on developing their business strategies and personal leadership effectiveness. Throughout his career Andy has hired and coached many high performing individuals who have achieved significant professional success. He has the reputation for being passionate about what he does and is highly regarded as a strong developer of people and business leader. Andy graduated from Long Island University, where he earned MBA, MPA and BS degrees. He also holds an Executive Management Certification from the School of Industrial Relations and Labor Relations at Cornell University.

12 Consultant Biography: Ken Villard Kenneth L. Villard, Ph.D., is the founder and president of The Villard Group of Ohio (VGI). The operations center is located in Brecksville, Ohio with a west coast office in the San Francisco Bay Area. Founded in 1982, VGI was one of the first training companies to focus on the need for behavioral skills training for Information Technology professionals. Today, VGI remains the premier provider of such training for the IT community in the United States. The corporation's products and services focus on helping technical professionals gain the leadership skills necessary to establish effective work teams and profitable partnerships with internal and external clients. Among the corporation's long standing clients are: Cisco Systems, Novell, Intel, Capital One, Federal Reserve Bank of New York and Bank of America. Dr. Villard has been teaching in corporate settings for over 25 years. Among his major interests are alternative approaches to managing people, transitioning into management and strategies for engaging and retaining top talent. Ken has authored two books on interpersonal and organizational communication. He has a Master's Degree in Counseling Psychology from Bowling Green State University and a Ph.D. in Organizational Communication and Change from Michigan State University.