1. © U PSTREAM A CADEMY 2012 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 HIS I SN’T B URGER K ING® : B EING P ART OF A T EAM 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 2012 1.Introduction & Personal Observations 2.Keys to Effective Teamwork 3.Question and Answer Session 2 P RESENTATION M AP

3. © U PSTREAM A CADEMY 2012 3  I NTRODUCTION & P ERSONAL O BSERVATIONS

4. © U PSTREAM A CADEMY 2012 It’s been awhile, but remember the advertising slogan used by Burger King – “Have It Your Way”? Most of us have likely heard the term “silos” in reference to how a firm truly operates. Silos refer to situations where leaders do everything their way without reference to firm standards. 4

5. © U PSTREAM A CADEMY 2012 The TEAM concept states that by combining and maximizing the talents of a group of individuals, we can accomplish so much more than a single individual. If we choose to be part of a firm, we must learn that we have given up our right to “have it our way.” 5

6. © U PSTREAM A CADEMY 2012 While it is rewarding to achieve personal success as the result of our individual efforts, there is nothing more energizing than coordinating the work of a group of individuals to achieve extraordinary results. 6

7. © U PSTREAM A CADEMY 2012 “If a team is to reach its potential, each player must be willing to subordinate his personal goals to the good of the team.” Bud Wilkinson 7

8. © U PSTREAM A CADEMY 2012 Q UESTION What effect does autonomy have on teamwork? 8

9. © U PSTREAM A CADEMY 2012 9  K EYS TO E FFECTIVE T EAMWORK

10. © U PSTREAM A CADEMY 2012 T RUST In his book, “The Five Dysfunctions of a Team,” Patrick Lencioni provides us with a pyramid of building blocks to establish a quality team. The foundation of an effective team is Trust. 10

11. © U PSTREAM A CADEMY 2012 Absence of Trust Fear of Conflict Lack of Commitment Avoidance of Accountability Inattention to Results Status and Ego Low Standards Ambiguity Artificial Harmony Invulnerability Patrick Lencioni - “The Five Dysfunctions of a Team” 11

12. © U PSTREAM A CADEMY 2012 Lack of trust often occurs because leaders are inattentive to small things within the firm  failure to follow through on promises  failure to return calls  failure to give recognition where it’s due  failure to hold individuals accountable to commitments or responsibilities  lack of awareness of what is happening in the lives of those around you B UILDING T RUST 12

13. © U PSTREAM A CADEMY 2012 Leaders must acknowledge their short- comings and develop habits to reverse their behaviors 1.Make a point to document promises 2.Establish an accountability partner 3.Empower team members to voice their concerns as early as a bad behavior returns 13

14. © U PSTREAM A CADEMY 2012 E STABLISH F IRM S TANDARDS Each firm has its own culture. One key to effective teamwork is to have the firm leaders establish the non-negotiable standards and then hold each leader accountable to those standards. 14

15. © U PSTREAM A CADEMY 2012 1.“Professionals agree to be coached and managed to strictly enforced, agreed- upon standards; 2.Teamwork is mandatory, not optional; 3.Continual investment must be made in getting better as a team; 4.Excellence in wise management of client’s resources and firm’s finances; Important Standards 15

16. © U PSTREAM A CADEMY 2012 5.Excellence in client satisfaction; 6.Excellence in managing those you supervise; 7.Personal professional growth is a non- negotiable minimum standard; 8.Show a sincere interest in clients’ affairs and a sincere desire to help them; Important Standards 16

17. © U PSTREAM A CADEMY 2012 9.Departmental resources are considered collective assets and cannot be allocated autonomously; 10.Primary focus is on relationship building; and 11.Intolerant about the pursuit of excellence.” David H. Maister Important Standards 17

18. © U PSTREAM A CADEMY 2012 Stakeholder Commitment  I am committed to our Mission Statement and Core Values.  I am committed to exceptional client service and will seek to enhance our services on an ongoing basis. 18

19. © U PSTREAM A CADEMY 2012 Stakeholder Commitment  I am committed to the continuance of the Firm. I realize I must find ways to transfer my knowledge, expertise and talents to ensure we have a well- developed staff for client transition.  I realize my time is valuable and I will seek to become a master of efficiency and time management. 19

20. © U PSTREAM A CADEMY 2012 Stakeholder Commitment  Although I have other investments, I will devote 100% of my work energy to the success of the firm. (We don’t allow part- time full equity owners.)  I will seek to continually improve my technical, marketing and business skills and raise the level of service I provide. 20

21. © U PSTREAM A CADEMY 2012 Stakeholder Commitment  I will support my partners and discuss issues I have with their performance or behavior directly with them.  I realize it is my obligation as an owner to support the strategic direction and operating plans of the Firm and my local office. 21

22. © U PSTREAM A CADEMY 2012 Stakeholder Commitment  I understand it is my responsibility to provide value to my partners by expressing my observations and views on Firm and office issues.  I realize I must set the example for staff to follow. I understand they evaluate the Firm by what they see in me. 22

23. © U PSTREAM A CADEMY 2012 Stakeholder Commitment  I understand ownership is a privilege. I recognize I must continually earn the right to remain a member of the ownership group. 23

24. © U PSTREAM A CADEMY 2012 Establish an “Us” Mentality While it is important to reward performance in a team environment, leaders must work to establish a WITBIOTF versus a WIIFM attitude. 24

25. © U PSTREAM A CADEMY 2012 Establish an “Us” Mentality Look to reward and recognize teamwork versus individual performance whenever and wherever possible. 25

26. © U PSTREAM A CADEMY 2012 26  Q UESTION AND A NSWER S ESSION

27. © U PSTREAM A CADEMY 2012 Q UESTION What are some reasons professionals gravitate toward a silo culture versus a team culture in firms? What can leaders do to address the silo mentality? 27

28. © U PSTREAM A CADEMY 2012 Q UESTION Trust has been presented as the foundation of effective teams. What behaviors have you observed when trust doesn’t exist in the work environment? 28

29. © U PSTREAM A CADEMY 2012 Q UESTION How can you tell when teamwork is lacking? 29

30. © U PSTREAM A CADEMY 2012 Q UESTION What things evidence the presence of a healthy level of teamwork? 30

31. © U PSTREAM A CADEMY 2012 31 Thank You! timb@upstreamacademy.com