United Way Network Wide Talent Management Strategy CEO Summit February 14, 2013

From a place to work to the “Mission of Choice” The right talent will drive performance & results against the toughest challenges 2

Network-Wide Talent Management Strategy 2013 – 2015 Implementation Goals Build a strong foundation and infrastructure to ensure United Ways (organizations and individuals) have quality resources, leadership programs, technology and learning to drive organizational performance and results in communities. Build Capacity Enhance PerformanceDrive Culture Improve capability and capability to recruit and retain talent. Drive organizational and individual performance and results. Further a network culture built on relationships, mutual support and trust. Success across the Next Three Years: United Way as a beacon for talent and leadership to drive cross-sector initiatives and integrated community-focused work … increasingly seen as critical for solving systemic social issues. 3

Implementation Priorities Network Wide Implementing competencies, to ensure high-quality talent, consistency and alignment. CEO and Board development, with an emphasis on enhancing the leadership capacity. Develop the next generation of leaders and implement succession planning for all United Ways regardless of size. Implement a network-wide talent management strategy by lifting priorities from recruitment through succession and initial strong focus: 4

2013 Talent Management Goals and Priorities Deepen Network Capabilities Resources Programs Engagement Drive adoption and implementation of talent strategy, competencies and succession plans. New and refreshed resources aligned with the talent management strategy and competencies. Strategic leadership development and engagement initiatives for CEOs and Hi-Pos. Functional competencies for RD and CI (MKTG). Online database/platform for HI-Pos (modify LEAD). Performance management system for CEOs. Executive Leadership Development Program. Fellowship Program. Mentoring Program. Board Development & Engagement. Enhanced communication across the network to promote strategy, resources and tools. 5

Design Overview CEO Summit February 14, Executive Leadership Development Program For United Way CEOs

 Designed for United Way Chief Executive Officers as year-long leadership development experience.  The focus of the program is “Collaborative Leadership for Community Impact”.  It is about building trust for community impact through collaborative leadership.  This becomes the “red thread” that runs throughout the experience and themes over the 9 days (or 4 in-person sessions).  The intention is for the CEOs to be able to adapt their own leadership style and approach to collaborative leadership, and to lead accordingly with their boards, organizations, communities, and networks. About the Program 7

Program Objectives My Self Lead with self-awareness and collaborative leadership to creative the commitment needed for change and performance at all levels. My Organization Improve my business and community results by transforming, aligning and leading teams to implement strategies. My Community and Network Be a collaborative leader in my community and the network bringing partners and coalitions together to achieve results in the areas of education, income and health. 8

ELDP At-a-Glance 1 “My Self” *At Annie E. Casey 2 “My Organization” *At Harvard Business School 3 “My Organization, Community & Network” *At Deloitte University Launch Webinar 14-month experience Four (4) in-person events (2.5 days each) External Speakers and Thought Leaders Monthly Group and/or Peer Discussions (Peer Mentoring) Four (4) Executive Coaching Sessions Webinars, Resources Participants: 20 United Way CEOs May 2013 Leadership Assessments, 360-Assessment Individual collaborative leadership; 360 feedback; change and transformation 4 “My Community, Network & Board” *At Stanford or Mary M. Gates June 2013 October 2013 February 2014 July 2014 Alumni: Support and Continued Development Collaborative leadership for my organization; leadership strategy Collaborative leadership for my organization, continued, and tools for leading for community impact Collaborative leadership for community impact, continued; social innovation; Board chair engagement (Day 3); graduation Speaker: CCL; Annie E. Casey President Speaker: CCL; Allen Grossman, HBS Speaker: CCL; FSG Speaker: CCL; Board Source *Locations to be confirmed. 9

Collaborative Leadership for Community Impact The Executive Leadership Development Program United Way 10

Colorado Springs, COGreensboro, NCSan Diego, CABrussels, BelgiumRussia & CISSingapore MISSION: To advance the understanding, practice and development of leadership for the benefit of society worldwide. GLOBAL REACH: CCL reaches more than 120 countries from locations on 4 continents. Nearly 21,000 leaders from 3,000 organizations engage with CCL each year, to think and act beyond the boundaries that limit their effectiveness. In addition, there are over 20,000 participants in CCL’s Leadership Beyond Boundaries initiatives across Africa. CCL has its headquarters in Greensboro, North Carolina, USA, and has offices in: Addis Ababa, Ethiopia and Johannesburg, South Africa; Singapore; Pune, India; Moscow, Russia; Colorado Springs, Colorado; and San Diego, California CCL: WHO WE ARE 11

Colorado Springs, COGreensboro, NCSan Diego, CABrussels, BelgiumRussia & CISSingapore OUR CLIENTS ARE YOUR PARTNERS Our Clients Deloitte American Express Foundation Robert Wood Johnson Foundation 80 of Global ,000 leaders since 1970 More than 20,000 CEOs, Generals/Admirals, Federal SESs in one program alone The Value We Bring The largest institute wholly dedicated to Leadership Development and Research 43 Years of Leader Development Published Research Base - 100s of books, 1000s of papers Only Leadership Institute in FT Top 10 for 11 years Firsts: Assessment for Development, 360s, LoE - 70/20/10, Glass Ceiling, TYO, BSL Thought leadership in interdependent and collaborative leadership Co-creation of solutions with our clients 12

Jerry Abrams Senior Enterprise Associate Commercial, Non-profit, & Government Client Experience Innovation & Product Development Brain-based Instructional Design Instruments, Simulations, Experiential Activities Process & Behavioral Facilitation Collaborative Inquiry Methods Edward Marshall, Ph.D. Senior Partner, Organizational Leadership Fortune 500, Non-Profit, Small Business, Government, & International Development Work Collaborative Leadership, Senior Teams, Cultural Transformation, Executive Coaching Facilitation, Large Scale Change, Collaborative Problem-Solving Collaborative Method® and Collaboration Service Suite® 2 Books and Many Articles on Collaborative Leadership 13 Our Senior Faculty

Dialogue Question 1.Based on what have heard today about the Executive Leadership Development Program, as a table group please identify the top 3-4 key values for you as CEOs of participating in this program? For example: –Would it help you be a better leader? –Would it help you grow your organization? –Would it help strengthen your United Way’s impact in the community? 2. What questions do you have about the ELDP? 14

We Look Forward to This Leadership Journey With You 15

Next Steps Submit your Letter of Interest to Talent Management by the end of February Recruitment to launch in mid-March Contact: 16

THANK YOU