1. © FedEx Corp. October 2005 Sustaining excellence as a company and as a leader Tom Schmitt, President and CEO, FedEx Global Supply Chain Services

2. 1 Sustaining excellence as a company ● Visible signs ● Personal Leadership ● Visible signs ● Personal Leadership Leadership at FedEx

3. 2 … Turns out he was right. Visionary Leadership – FedEx began as a term paper and grew into an industry we didn’t even know we needed. ● Fred Smith said it was possible to send overnight letters all over the world by routing them through Memphis, Tennessee. … Turns out he was right.

4. 3 “Next day” became the rule, NOT the exception FedEx changed the face of business in America.

5. 4  In less than 10 years, FedEx was a billion-dollar company- the first U.S. corporation to achieve that benchmark revenue without the benefit of a merger or acquisition. From an $84 million capital investment, Fred Smith purchased 33 Dassault Falcon corporate jets and painted them in bold purple and orange colors. Growing up fast – from start-up to a billion dollar company. From start up to a billion dollar company

6. 5 FedEx becomes a household word – a verb. ● In the United States, Coca-Cola is synonymous with “soft drink” and has been for more than 40 years. ● People say ‘Kleenex’ when they mean any brand of tissue. ● People say ‘FedEx’ when they mean overnight. ● In the United States, Coca-Cola is synonymous with “soft drink” and has been for more than 40 years. ● People say ‘Kleenex’ when they mean any brand of tissue. ● People say ‘FedEx’ when they mean overnight.

7. 6 The FedEx unique style of management did not go unnoticed. ● “World’s Most Admired Companies” - No. 7 (2007) – Top honors in six of the eight reputation attributes: Innovation, People Management, Use of Corporate Assets, Quality of Management, Long-term Investment and Quality of Products and Services. ● “America’s Most Admired Companies” - No. 6 (2007) – FedEx was #1 across all companies in People Management and Quality of Products and Services ● “World’s Most Admired Companies” - No. 7 (2007) – Top honors in six of the eight reputation attributes: Innovation, People Management, Use of Corporate Assets, Quality of Management, Long-term Investment and Quality of Products and Services. ● “America’s Most Admired Companies” - No. 6 (2007) – FedEx was #1 across all companies in People Management and Quality of Products and Services

8. 7 People First At the heart of the Customer Summit (as well as everything else we do) is a promise. ● You’ll see Purple in the logos of all our operating companies – it’s what unites us. It’s also a promise. ● We change the way the world works and lives when we do one simple thing: put customers at the center of everything we do. ● You’ll see Purple in the logos of all our operating companies – it’s what unites us. It’s also a promise. ● We change the way the world works and lives when we do one simple thing: put customers at the center of everything we do.

9. 8 That passion lives on today. ● It’s what has kept that 1973 entrepreneurial spirit alive through four decades.

10. 9 Sustaining personal excellence as a leader ● Balanced effectiveness ● Cycle of communications ● Keeping the balance in place ● Balanced effectiveness ● Cycle of communications ● Keeping the balance in place ● Visible signs ● Personal Leadership ● Visible signs ● Personal Leadership Personal Leadership

11. 10 Keeping the balance in place Harnessing the power of passion and simplicity to get results ● Some people prefer leaders who think only with the rational, analytical left side of the brain. ● That’s not necessarily the right balance ● Some people prefer leaders who think only with the rational, analytical left side of the brain. ● That’s not necessarily the right balance

12. 11 Keeping the balance in place Harnessing the power of passion and simplicity to get results ● The ability to distill the most complex issues into simple, easy to communicate points is essential to success – A strong correlation exists between simplicity and clarity of thought ● The ability to distill the most complex issues into simple, easy to communicate points is essential to success – A strong correlation exists between simplicity and clarity of thought

13. 12 Keeping the balance in place Management savvy: work smarter, not harder ● Think “what would have to be true …” – Incrementalism is the deadly enemy of innovation ● Don’t fall into the “process over content” trap ● Think “what would have to be true …” – Incrementalism is the deadly enemy of innovation ● Don’t fall into the “process over content” trap

14. 13 Keeping the balance in place Be ambitious for your people and ‘the cause’ ● Good ambition creates dedicated and high- performing professionals ● Bad ambition leads to the wrong path ● Good ambition creates dedicated and high- performing professionals ● Bad ambition leads to the wrong path

15. 14 Keeping the balance in place Put people first – every time and you will be rewarded. High Will, Low Skill Coach for performance High Will, High Skill Get out of the way Low Will, Low Skill Reassign Low Will, High Skill Boost energy around the will axis, motivate

16. 15 Keeping the balance in place Leadership – leave a place better than you found it. “I know the answer, but I can’t tell you.” Hire leaders who are better than you in at least one key area that matters.

17. 16 Keeping the balance in place Collaboration – think ‘one big team’ ● Be wary of the dedicated “devil’s advocate” ● Be inclusive from the beginning ● Be wary of the dedicated “devil’s advocate” ● Be inclusive from the beginning

18. 17 Keeping the balance in place Vision – imagine the possibilities. ● A single vision can launch a company but only long- term vision can sustain that innovation ● Think breakthrough ● A single vision can launch a company but only long- term vision can sustain that innovation ● Think breakthrough

19. 18 Keeping the balance in place Time management – align time with the right goals. ● Time cards for managers and professionals? What are you thinking?

20. 19 Keeping the balance in place Focus – use a laser, not a floodlight. “Don’t confuse efforts with results.” Jim Barksdale former CEO, Netscape

21. 20 Keeping the balance in place Execution – don’t sacrifice good for better. – Instill a bias for action But you’ll need to be willing to take a few risks. – Be directionally correct. Hold out for the perfect answer and you’ll still be looking while your competitor gets the business. – Instill a bias for action But you’ll need to be willing to take a few risks. – Be directionally correct. Hold out for the perfect answer and you’ll still be looking while your competitor gets the business.

22. 21 Keeping the balance in place Determination – stick to it. ● Hire people with optimistic outlooks and can-do attitudes over sheer talent. ● If you can dream it, you can do it. ● Check your inner compass and follow your heart. ● Hire people with optimistic outlooks and can-do attitudes over sheer talent. ● If you can dream it, you can do it. ● Check your inner compass and follow your heart.