1. Leadership Development Presented by: Pete Gates, CEO Karla Kretzschmer, VP of HR Susan Pasikowski, Training Manager

2. Leadership Presented by: Pete Gates, CEO

4. What is Leadership?

5. Rock Solid Leadership

7. In a very real sense there is no such thing as organizational behavior. There is only individual behavior. Everything else flows out of that. -- Stephen R. Covey

8. What a leader has Character Competence

9. What a leader does Makes responsible choices Continually increases capacity Communicates with clarity Works from personal values

10. Leaders Must Demonstrate high character and competence Develop high trust relationships Align mission, strategies, structure, & systems Foster growth, empower with accountability Want to lead

11. High Performing Challenging and interesting work Learning and growth opportunities Knowledge of results Healthy relationships Sense of contribution and satisfaction Support from Management OrganizationsPeople

13. Common Misconceptions We know what is best for members/employees My way is best The problem is not mine “Tough” people get results We are competent, they are not Leadership is limited

14. Today, begin with… Open minds Self reflection Curiosity

15. Remember: Everything you say and do matters EVERYDAY.

16. Presented by: Karla K, VP HR Susan P, Training Mgr. Leadership Development

17. Leadership cannot really be taught. It can only be learned. -- Harold Green

18. Best Practices Connect with Business Strategy Strong Executive Engagement Experiential Learning & On-the-Job Application Multi-dimensional Learning Experiences Leadership Competencies as the Development Core Integration with Other Talent Management Components Comprehensive, On-Going Approach

19. Leadership Development Alignment MSGCU Strategies MSGCU Goal Map Performance Priorities Leadership Competencies Leadership Topics Leadership Development Program Content MSGCU Strategies MSGCU Goal Map Performance Priorities Leadership Competencies Leadership Topics Leadership Development Program Content

20. Leadership Talent Management

21. Leadership Development Maturity Model Strategic Leadership Development Talent Management Integration Focused Leadership Development Culture Setting, Future Focused, Developing Organization Structured Leadership Training Core Competencies, Well-Defined Curriculum, Developing Individuals Select Management Training One-stop Program, No Development Process, General/Limited Content MSGCU Combined Next Step 2010-2012 MSGCU Future 2012 & Beyond Source: Bersin & Associates, 2008

22. Needs Assessment : Data Sources

23. Needs Assessment: Priority Needs Leaders Self-View* 1.Self Management 2.Coaching & Developing 3.Speaking with Impact 4.Having Crucial Conversations 5.Managing Execution 6.Critical Thinking 7.Fostering Open Communication 8.Thinking & Acting Strategically 9.Managing & Improving Processes 10.Leveraging Innovation & Applying Technology 11.Sound Decision Making 12.Realistic Planning Maps, Goals & C View** 1.Coaching & Developing 2.Engaging & Inspiring 3.Managing Execution 4.Managing Performance 5.Critical Thinking 6.Managing & Improving Processes 7.Leveraging Innovation & Applying Technology 8.Benchmarking & Best Practices 9.Fostering Open Communication 10.Building & Developing Networks 11.Tie: Influencing Others, Analysis, Establishing Relationships Performance Needs 1.Coaching & Developing 2.Self Management 3.Speaking with Impact 4.Critical Thinking 5.Engaging & Inspiring 6.Having Crucial Conversations 7.Fostering Open Communication 8.Managing Execution 9.Effective Presentations 10.Writing Effectively 11.Managing Performance 12.Active Listening

24. Leadership Dimensions & Competencies Thought Leadership  Critical Thinking  Sound Decision Making  Thinking & Acting Strategically  Financial Acumen  Analysis  Benchmarking & Best Practices Leadership Communication  Fostering Open Communication  Having Crucial Conversations  Speaking with Impact  Active Listening  Writing Effectively  Effective Presentations Results Leadership  Managing Execution  Realistic Planning  Self Management  Project Management  Budget Management  Leveraging Innovation & Applying Technology  Managing & Improving Processes  Managing Change People Leadership  Establishing & Maintaining Trust  Engaging & Inspiring Others  Establishing Relationships  Building & Developing Networks  Influencing Others  Coaching & Developing Others  Managing Performance  Collaboration & Teamwork  Managing Conflict Source: Adapted from PDI Ninth House Leadership Wheel.

25. Target Participants Supervisory “Emerging” Leaders Management Team Leaders Transitional Leaders (New to leading, and/or new to MSGCU, or going from Supervisor to Management Team)

26. Program Delivery

28. Content – Offering Categories Management Team Supervisory Team Combination MSGCU Specific Targeted Supplemental for Individuals

29. Program Summary Management Team Supervisors MSGCU Specific

30. Program Offerings

31. Two Year Plan

33. Best Practice MeasuresMSGCU Proposed Measures Financial ResultsStrategic Goal Achievement Employee Engagement/Satisfaction Employee Survey - Supervision & Executive Management Organization Culture/MoraleEmployee Survey – Morale & Communications Customer Satisfaction/ServiceMember Survey – Overall Member Satisfaction Leader Capability ImprovementPerformance Appraisals, pre/post program assessments, post- session application evaluations 360 Degree Feedback360 Degree Feedback (proposed for future) Measuring Effectiveness

34. Program Framework MSGCU Impact, Results, & Growth MSGCU Strategies, Goal Maps, & Performance Priorities Thought Leadership Results Leadership People Leadership Communication Transitional Leaders SPVR Leaders MGT Leaders

35. Questions

36. Break

37. Welcome PDI-Ninth House David Lee PDI Ninth House Executive Consultant Kelly Zendejas PDI Ninth House Consultant

38. Session Closing

39. LEADERSHIP