1. Leadership California State University Sacramento Presented by Jeff Szczesny

2. The lifting of people’s vision to a higher sight, the raising of their performance to a higher standard, the building of their personality beyond its normal limitations. – Self-directed and motivated workforce Can manage “things” Lead people – Develop leaders, not followers What is Leadership?

3. Why is Leadership a Priority? Leadership Priority

4. 11,045 respondents Variety of industries and professions 95% confidence level in results Survey Data: Steven Covey 2003

5. Clarity – 50% of employees say they have a clear understanding of what their company is trying to achieve Commitment – Only 1 in 5 feel passionately committed to their company’s goals Translation – 1 in 10 workers have a clear “line of sight” between their tasks and their company’s goals Survey Data: Steven Covey 2003

6. Distinguished firm Surveyed over 37,000 employees Evaluated retention, productivity, profitability, customer engagement, and safety Gallup Research

7. QuestionStore A % of “5” ratings Store B % of “5” ratings Materials and equipment4511 Recognition – 7 days4220 Supervisor cares5117 Encourages development5018 Mission of Company4016 Opinions count369 Gallup Study

8. Comparison – Sales Top – 4.56% above budget Bottom –.84% below budget – P&L Top – 14% above P&L budget Bottom – 30% below P&L budget #1 Influence – The key driver of performance is the leadership by the direct supervisor Gallup Study

9. Shortage of 10 million U.S. workers by 2010 (Dept. Labor Statistics) 43% of 141 million U.S. workers eligible to retire (Dept. Labor Statistics) Significant shift in demographics in our market areas Changes in the employment offering the grocery industry Changing Demographics

10. The supermarket industry is changing Supermarket model is changing Changes in the industry offerings Other entry-level employers are catching up Similar changes in benefits and pension

11. What does this mean for Raley’s? Find new ways to attract and retain qualified workers Traditional reward levers are changing Our managers need to lead in a new way Movement to: – Growth- Recognition – Inclusion- Respect – Choice

12. People System Benefits Offerings Recognition Programs Employee Safety Organizational Development Organizational Structure Learning & Development Employee Communications Labor Relations Compensation Systems Performance Management Diversity Programs Recruiting Programs Alignment of Systems

13. Recruiting Processes Training and Development Store Structure Performance Management Systems Recognition Programs Diversity Emphasis Communications Programs Employee Involvement Raley’s Considerations

14. Leadership entails many things Provide clarity Know your values Be a change agent Look external Have courage Put the right people in the right places Grow & learn Measure, perform and improve Let people make a difference