1. Business Mentors Leadership and Business Development Summit April 28, 2011 Presented By: David Ellings The Sajzel Group, Inc. LEVERAGING YOUR LEADERSHIP

2.  How many are company owners?  Your organization provides you a job?  When do you create the exit strategy?  If you were not involved your company would fail? The Sajzel Group, Inc.

3. What happens to your business if you get hit by the bus??? ….A Life Changing event The Sajzel Group, Inc.

4. After 3 Years  89% small businesses don’t survive  62% mid sized don’t survive  68% fail with a partner  About 1/3 fail when not part of day-to-day operations The Sajzel Group, Inc.

6.  To get buy-in  Marketing and sales perspective  Influence industry direction Work on and not in your company The Sajzel Group, Inc.

7. Five Essentials for Success 1) Idea 2) Strategy 3) Execution 4) Metrics 5) Accountability The Sajzel Group, Inc.

8. OPM OPT Common Success Ingredients Other peoples money Other peoples time The Sajzel Group, Inc.

9. OPT Other peoples time A leaders ability is limited by his effective use of other peoples time -Winston Churchill The Sajzel Group, Inc.

10. Five Essentials for Success 1) Idea 2) Strategy 3) Execution 4) Metrics 5) Accountability The Sajzel Group, Inc.

11.  KPI’s  2 Types  Historical – Items of interest. These recognize past performance but don’t provide insight of future problems and outcomes  Predictors – short term measurements that help predict and correct a process prior to its conclusion  Simple to read and understand The Sajzel Group, Inc.

12.  Create a marketing and sales driven organization Obstacles execute without drama Production: more importantly our ability to execute without drama The Sajzel Group, Inc.

13.  Occurs from emotions, subjectivity, lack of accountability  Subjectivity with respect to company, employees customers and clients  Creates self preservation, fear and embarrassment  Leads too  Focusing on the wrong thing  Putting the wrong people on the bus  Putting the right people in the wrong seats on the bus  Result: wasting our most prized asset, OPT The Sajzel Group, Inc.

14.  Production not important  Wrong, wrong, wrong…it just needs to function effectively in the background. Heart = Production Brain = Marketing Body = Sales Execution The Sajzel Group, Inc.

15.  Make it about the processes and not the people  Scoring subjective areas to make them more objective  Gather the right data  Right questions = right measurements at the right time  Communicate the measurements of success  Keep it simple The Sajzel Group, Inc.

16.  Simple  One of several dashboard methods  Easily understood by everyone  Remove numbers from the accountability  Quick focus on what is working or not working  Used by Fortune 500 companies who have a lot of people much smarter then me. The Sajzel Group, Inc.

17. Team sales numbers The Sajzel Group, Inc.

18. Across The Top Weekly Monthly Quarterly Yearly 52 Week Rolling Average Down the side Leads % of leads sold Margin pool dollars Cash (excluding line) Client status totals i.e. B+, A, A+ $/days from start to collect Customer service The Sajzel Group, Inc.

19.  Opportunities  Relationship building  Production efficiencies  Project status movement  Cash flow  Receivable turns  Margin Pool  Marketing efficiencies  Equipment usage  Customer Service  Mileage/Drive time  Non-productive labor  Client Service  Defects/deficiencies  Training  Employee Function The Sajzel Group, Inc.

20. 1. Begin with the right questions 2. Create numbers for everything  Turn subjective processes into objective measurements 3. Keep the visual reporting simple  Red-Yellow-Green 4. Keep it highly visible for all to see 5. Measure weekly, monthly, quarterly, yearly The Sajzel Group, Inc.

21. 6. Focus on the problems and systems and not the people 7. It is what it is at the start. Use it as a baseline and move on 8. Use the information as a communication tool 9. Less is more. 10. Get buy-in in the process The Sajzel Group, Inc.

22.  What got measured got done  Well understood and simple measurements had the most impact  Don’t broadcast number  Fewer KPI’s are easier to drive  Everyone in the company needs to see these regularly  Your most valuable asset in the growth and sustainability of the business is OPT, not your own The Sajzel Group, Inc.

23.  The right KPI’s drive performance, accountability, profits and ultimately the shine on the apple.  Dashboards allow you to attack the problem and not the people.  Removing subjectivity removes drama allowing the company to execute by reinforcing goals, communications and success based criteria. The Sajzel Group, Inc.