1. Overcoming “Air in the Chair” syndrome Turning around a dysfunctional executive team and organization © AIMM Consulting, LLC

2. Your Presenters Bob Adams Becky Nickol © AIMM Consulting, LLC

3.  Born and raised in Miami – right down the road Bob Adams © AIMM Consulting, LLC

4.  Graduated from South Miami High School and the University of Georgia Bob Adams © AIMM Consulting, LLC

5.  Helped to build assessment centers for Assessment Designs, Intl. – the original and largest assessment firm in the world, 1976 – 1990 Bob Adams © AIMM Consulting, LLC

6.  Born and raised in Missouri Becky Nickol © AIMM Consulting, LLC

7.  Graduated from Missouri’s Kahoka High School and the University of Hawaii Becky Nickol © AIMM Consulting, LLC

8.  Moved to Florida and became a Certified Financial Planner with Merrill Lynch and Smith Barney. Hired by Assessment Designs, Intl. as a professional assessor. Becky Nickol © AIMM Consulting, LLC

9.  Success at ADI and 30 years on with AIMM… Today © AIMM Consulting, LLC

10.  What we hear “We have a little communication problem”  Change is hard Turning around that fully loaded semi-tractor trailer!  Turning Technologies allowed us to jump start this process “Air in the Chair” Why so important? © AIMM Consulting, LLC

11.  Results of organizational survey showed the problems  Lack of trust  Poor leadership  Silo-ed operations  Support vs. operations  Loyalty over performance  Created probing questions for executive team, e.g.,  What is this organization’s relationship with the truth?  What are the elephants that are dancing in the middle of the senior team? How we used the technology © AIMM Consulting, LLC

12.  Truth How often do employees feel free to speak the truth at work? 5 43 2 1 Always Never How often are employees rewarded for speaking the truth at work? 5 43 2 1 Always Never © AIMM Consulting, LLC How we used the technology by formulating scaled questions

13.  Leadership How often do leaders seek to understand the root cause of problems before formulating solutions? 5 432 1 Always Never How often do leaders anticipate potential problems and roadblocks? 5 432 1 Always Never How often do leaders maintain focus and direction during change and times of uncertainty? 5 432 1 Always Never © AIMM Consulting, LLC How we used the technology by formulating scaled questions

14.  Risk Taking How often do your leaders take calculated risks to accomplish objectives? 5 432 1 Always Never How often is risk taking rewarded in your organization? 5 432 1 Always Never © AIMM Consulting, LLC How we used the technology by formulating scaled questions

15.  Goal Setting Do your leaders consider team members’ desires and goals as important? 5 432 1 Always Never Do your leaders effectively communicate the overarching goals of the organization? 5 432 1 Always Never © AIMM Consulting, LLC How we used the technology by formulating scaled questions

16. Results  Truths revealed!  Problems identified  Elephants  Technical vs. adaptive  Leaders stepped up to the plate  Next steps Leadership Symposium © AIMM Consulting, LLC

17. Effective Leader Quadrant

18. Leader surveys and roundtables  Multi-rater surveys  Leader feedback sessions with direct reports  Action planning Moving along  Individual managers  360 degree evaluations  Leader Roundtables © AIMM Consulting, LLC

19.  Individual leader coaching  Identified developmental opportunities  Created leadership development action plans  Leaders stepped up to the plate  Timeline for reassessment © AIMM Consulting, LLC Leadership Development

20. Agenda  Business Goals, “Overarching” Goal  People/Succession Planning  Process Planning  Recognition and rewards  Operations vs. support, “Lighten the Load”  Common language, e.g., core leadership and personal skills, technical knowledge C-level Strategy Session © AIMM Consulting, LLC

21.  Probing Questions  What is our organization’s purpose? What is our mission?  What are our 3 - 5 year business goals?  What mixed messages are we, as leaders, giving to our employees?  What are the problems that continue to be a problematic despite our best efforts?  What am I willing to risk in order to move this organization into an adaptive mode? © AIMM Consulting, LLC C-level Strategy Session

22.  Probing Questions  What are our top 3 challenges?  What are our top 3 goals?  How do you define a high-performing “A” leader?  Who are out potential leaders? © AIMM Consulting, LLC C-level Strategy Session

23. Had group evaluate potential leaders  Team member photos on screen  Potential? – turn (select 3), growth (select 2), or mastery (select 1)  How likely are you to take him/her with you if starting a new company? highly likely (3), likely (2) not likely (1)  How much are we at risk if we lose this person? high (3), moderate (2), low (1) C-level Strategy Session Using Turning Technology © AIMM Consulting, LLC

24. Step One Each executive came to the session with his/her department goals Step Two We combined them into a list Step Three We had them rate each goal from 3 (highly important), 2 (important), and 1 (not important) © AIMM Consulting, LLC C-level Strategy Session Using Turning Technology

25. Goals  10% increase in customer service survey results  Increase net operating income by 6%  New performance management system implemented by year-end  100% of budgets completed by October 31 st  10% reduction in annualized company-wide turnover  Overall 95% occupancy by year-end  New orientation program fully implemented by July 31 st  5% increase in collections by year-end © AIMM Consulting, LLC C-level Strategy Session Using Turning Technology

26. Outcome and Takeaways Anonymity! Starting point for discussion Encouraged people to defend and explain Identified outliers © AIMM Consulting, LLC

27. Outcome and Takeaways Jump-started the truth Better and more timely decisions Scientific! Personal, not generic or abstract © AIMM Consulting, LLC

28.  “Drill down” on issues  Morale Up, turnover down  Performance (meritocracy) vs. favoritism (loyalty) How the technology helped © AIMM Consulting, LLC

29. Some highlights – better leadership behavior  Assessments for hiring and development  Leadership Profiles  Circle of Excellence (COE) and related projects  Mentoring program  Individual executive coaching  New Performance Management System  New Succession Planning Strategy How the technology helped © AIMM Consulting, LLC

30. Trusted partner vs. consultant  New hires  Problem employees  Vendor relationships  Reorganization  High potential leaders  Meaningful work  We know history and culture How the technology helped © AIMM Consulting, LLC

31. Please use your key pads to rate the following statements about your organization Scale of 1 (Never) – 5 (Always) How can you use this in your organization? © AIMM Consulting, LLC

32. Truth How often do employees feel free to speak the truth at work? 1.Never 2.Not often 3.Sometimes 4.Often 5.Always © AIMM Consulting, LLC

33. Truth How often are employees rewarded for speaking the truth at work? 1.Never 2.Not often 3.Sometimes 4.Often 5.Always © AIMM Consulting, LLC

34. Leadership How often do leaders seek to understand the root cause of problems before formulating solutions? 1.Never 2.Not often 3.Sometimes 4.Often 5.Always © AIMM Consulting, LLC

35. Leadership How often do leaders anticipate potential problems and roadblocks? 1.Never 2.Not often 3.Sometimes 4.Often 5.Always © AIMM Consulting, LLC

36. Leadership How often do leaders maintain focus and direction during change and times of uncertainty? 1.Never 2.Not often 3.Sometimes 4.Often 5.Always © AIMM Consulting, LLC