1. © 2010 Vangent, Inc. All rights reserved Profiting from Three Key Leadership Imperatives Paul Meskanick Director, Marketing

2. © 2010 Vangent, Inc. All rights reserved Three Key Leadership Imperatives Heightened Importance of Leadership Planning and Execution Continued Struggles with Succession Planning Demands for More Effective Leadership Development 2

3. © 2010 Vangent, Inc. All rights reserved Heightened Importance of Leadership Planning and Execution 3

4. © 2010 Vangent, Inc. All rights reserved Heightened Importance of Leadership Planning and Execution Executing in the current economic climate, planning for the future Producing more value with less resources Ensuring motivation, engagement Battling intensified global competition Identifying new markets / products Adjusting to increased board / regulatory pressures 4 CEOs, presidents, and chairman indicated that Top-Line Growth is their top challenge for 2010. Other Top 10 challenges include: Customer loyalty / retention Profit growth Government regulation Source: The Conference Board, CEO Challenge 2010: Top 10 Challenges The Conference Board 2010 Top CEO Challenges Leadership effectiveness is being challenged as never before

5. © 2010 Vangent, Inc. All rights reserved Continued Struggles with Succession Planning High failure rate of executives brought in from the outside Succession plans limited to CEO or C-Suite Inability to distinguish between high performance and high potential 5 Organizations should look to identify and develop future leaders from within Lack scalability and consistencyScalable, researched-based process Typical State of Succession ManagementRecommended State of Succession Management Successors hand picked from circle of influenceCandidate pool scope widened Diversity gapsDiversity increased Reactive development & promotion decisionsPrescriptive development / data-driven decisions

6. © 2010 Vangent, Inc. All rights reserved Demands for More Effective Leadership Development Increased demands on leaders’ time dictates more time-efficient development options New business challenges require more relevant (situation-driven) development –Prescriptive vs. one size fits all –Considers both the individual and group Development based on objective measures –Data-driven –Considers feedback from key stakeholders 6 Organizations ranked improving leadership skills as their top talent priority for the next six to 12 months (62%) Improving Leadership Development was rated as the number one initiative undertaken by Talent and HR Managers to address the current quarter’s business challenges (39%) Source: Bersin & Associates, TALENTWATCH Winter ‘09 Bersin and Associates Development: Greater demands, greater expectations

7. © 2010 Vangent, Inc. All rights reserved Demands for More Effective Leadership Development 7 December 2009 survey responses from nearly 400 Learning and Leadership Development Professionals indicated: Top 2010 LD priorities are performance management, coaching, & succession planning “Develop talent” was rated as a very important or important capability – by over 91% of respondents “Develop talent” was a capability in need of development according to 55.7% of respondents “Not all leaders are equipped to develop and coach talent. There’s a real opportunity here – the organizations that engage their leaders in developing others see big returns.” – Gwen Gulick, Senior Marketing Communications Manager Harvard Business Publishing Source: Harvard Business Publishing, Leading the Way Corporate Learning and Leadership Blog, Leadership Development in 2010: What’s on the Radar?

8. © 2010 Vangent, Inc. All rights reserved Why These Leadership Imperatives are Important Address a leadership paradigm shift Spell out key challenges and opportunities OD can take the lead in addressing these challenges and becoming an agent of change 8

9. © 2010 Vangent, Inc. All rights reserved Consulting and Coaching Challenges Consulting spend / budgets more scrutinized Crowded competitive landscape Organizations (clients) looking for more immediate impact Offering portfolio may not include the right mix of tools to address key leadership challenges 9

10. © 2010 Vangent, Inc. All rights reserved ‘ ‘ Positioning OD for Success 10 ‘‘ With the right mix of tools and strategies OD Consultants and Coaches can be well positioned to capitalize on opportunities arising from today’s leadership imperatives, and take the lead on becoming an organizational agent of change.

11. © 2010 Vangent, Inc. All rights reserved Vangent Inspire Powerful program focusing on the science, application, and implementation of two world-class leadership assessment tools: –System for Testing and Evaluation of Potential (LH-STEP ™ ) –Campbell ™ Leadership Index (CLI ® ) 11 Vangent offers a comprehensive Leadership and OD Consultant certification program – Vangent Inspire

12. © 2010 Vangent, Inc. All rights reserved Vangent Inspire Benefits of becoming a Vangent Inspire Affiliate: Extend your solution set, improve coaching / consulting outcomes, increase revenues Improve positioning for succession planning, leadership development, talent management initiatives Establish rock-solid consulting rationale Gain access to well-known, proven product line Receive substantial product discounts 12

13. © 2010 Vangent, Inc. All rights reserved Vangent Inspire Questions we help you answer: How can I offer my clients more consulting / coaching value? What can I do to improve my chances of developing a “foothold” with clients? What can I do to differentiate my practice and compete more effectively? How can I leverage assessment-based coaching in my practice? What are the critical business drivers that predicate a need for consulting / coaching, and how can I uncover and leverage them to develop new business? 13

14. © 2010 Vangent, Inc. All rights reserved the futureleadershipinnovationcreativitysuccess

15. © 2010 Vangent, Inc. All rights reserved Closing Thank You! For more information: John Correll Vice President, Organizational Development 312-242-4555 john.correll@vangent.com 15