1. © U PSTREAM A CADEMY 2011 1 W ORLD C LASS T RAINING: G ETTING Y OUR F IRM O N T RACK P RESENTED BY S AM M. A LLRED, F OUNDER & D IRECTOR O F U PSTREAM A CADEMY T HE I MPORTANCE O F P ERSONAL E XAMPLE : A CTING L IKE A L EADER P RESENTED BY T IM B ARTZ C HAIRMAN OF THE B OARD OF A NDERSON Z UR M UEHLEN

2. © U PSTREAM A CADEMY 2011 2 The goal of Emerging Leaders Academy is to help you become the very best leader you can be. The focus of the Year One Leadership Training Forums is you... what you can do personally to become a better leader.

3. © U PSTREAM A CADEMY 2011 3 Today’s forum is all about one of the fundamental building blocks of great leadership: personal example. This forum quite naturally ties into the previous leadership training forums on personal integrity and personal discipline and great leadership.

4. © U PSTREAM A CADEMY 2011 4 “Nothing so conclusively proves a man’s ability to lead others as what he does from day to day to lead himself.” Thomas J. Watson

5. © U PSTREAM A CADEMY 2011 5 P RESENTATION R OADMAP 1.The power of example 2.Five big pitfalls in leading by example 3.ELA participants answer key questions 4.Question and answer session Email questions to timb@upstreamacademy.com

6. © U PSTREAM A CADEMY 2011 6  T HE P OWER O F E XAMPLE

7. © U PSTREAM A CADEMY 2011 7 “Example has more followers than reason. We unconsciously imitate what pleases us, and approximate to the characters we most admire.” Christian Nevell Bovee

8. © U PSTREAM A CADEMY 2011 8 Do others really notice our example? Q UESTION

9. © U PSTREAM A CADEMY 2011 9 “Throughout my career I have worked to build a reputation of integrity. Recently, Deloitte’s nominating committee chair told me that I was recommended as the next CEO not because of my professional and marketplace accomplish- ments. He said the 1,500 partners who partici- pated in the process recommended me because I was a man of principle and integrity.” James H. Quigley

10. © U PSTREAM A CADEMY 2011 10 When asked to list the factors that have contributed most to their success, many leaders quickly point to one or two individuals – frequently encountered early in their careers – who shaped their views, taught them great principles, or pointed them in important directions.

11. © U PSTREAM A CADEMY 2011 11 Often, the power of the examples set by these mentors is cited as their greatest influence, easily eclipsing any profound words spoken, difficult decisions made, or dramatic actions taken.

12. © U PSTREAM A CADEMY 2011 12 T HINK O F T HE P OWER O F E XAMPLE I N living the firm’s core values supporting an individual or decision with which you disagree accepting change championing the firm’s vision living up to the firm’s performance standards leading a successful firm endeavor

13. © U PSTREAM A CADEMY 2011 13 Your example is the most important visual aid many employees will ever see. They will learn more—positive or negative—about the firm’s core values, expectations, performance standards, unwritten rules, culture, and vision from the examples set by firm leaders than from any other source.

14. © U PSTREAM A CADEMY 2011 14 They will then make important decisions about their own attitudes and behavior based on what they’ve learned from the example of firm leaders.

15. © U PSTREAM A CADEMY 2011 15 Leaders need to understand how profoundly they affect people, how their optimism and pessimism are equally infectious, and how directly they set the tone and spirit of everyone around them. The long-range impact of example simply cannot be measured.

16. © U PSTREAM A CADEMY 2011 16  F IVE B IG P ITFALLS I N L EADING B Y E XAMPLE

17. © U PSTREAM A CADEMY 2011 17 Whether you like it or not, others in the firm will follow your example. They look to you for signals, and you have enormous influence over them. To avoid influencing others in a negative way, we have to steer clear of certain natural traps.

18. © U PSTREAM A CADEMY 2011 18 All too often, individuals are willing to say negative things about others around them. Effective leaders look for the best in others, give others the benefit of the doubt, and avoid gossip, sarcasm and criticism. P UTTING O THERS D OWN

19. © U PSTREAM A CADEMY 2011 19 Each of us, to some degree or another, battles the negative pull of pride. Great leaders help others around them to be successful and are thrilled with the success of others, even when that success exceeds their own personal success. J EALOUSY O F O THERS

20. © U PSTREAM A CADEMY 2011 20 Too often, success breeds arrogance. No one enjoys a know-it-all attitude. Great leaders are humble and teachable and strive for continuous self improvement. As a result, they are willing to listen and learn from others and are quick to credit the contributions of others for the overall success of the team. K NOW -I T -A LL A TTITUDE

21. © U PSTREAM A CADEMY 2011 21 N EGATIVITY It’s too easy to play the role of the devil’s advocate. Great leaders accentuate the positive and motivate others around them to do the same.

22. © U PSTREAM A CADEMY 2011 22 As leaders, we must avoid ethical shortcuts. Our self-test should be simple. We need to ask ourselves the following question: “If what I’m about to do appeared on the front page of the paper tomorrow, would I be proud or embarrassed?” E THICAL S HORTCUTS

23. © U PSTREAM A CADEMY 2011 23  ELA P ARTICIPANTS A NSWER K EY Q UESTIONS

24. © U PSTREAM A CADEMY 2011 24 We have asked a number of ELA participants to respond to several questions regarding the importance of personal example. Please know that response to these questions is not limited to those participants who have been contacted in advance.

25. © U PSTREAM A CADEMY 2011 25 Think for a moment about those who have influenced you the most in your career or personal life. What was it about those individuals that made the greatest impression on you? Q UESTION

26. © U PSTREAM A CADEMY 2011 26 Why is it so important that you consistently act the part of a leader? Q UESTION

27. © U PSTREAM A CADEMY 2011 27 How can you know what kind of influence you are having on others in the firm? Q UESTION

28. © U PSTREAM A CADEMY 2011 28 In your opinion, what are some of the biggest traps a leader can fall into in the area of personal example? Q UESTION

29. © U PSTREAM A CADEMY 2011 29  Q UESTION A ND A NSWER S ESSION

30. © U PSTREAM A CADEMY 2011 30 Thank You! timb@upstreamacademy.com