2. MEET THE TEAM Jason Forrest Chief Sales Officer and Chief Learning Officer Jamie Clark Certified Forrest Performance Group Instructor

3. DEFINITION OF A LEADER: “A leader is a person that you follow to a place you would not go to on your own.” - Joel Barker DEFINITION OF LEADING: "... that process in which one person sets the purpose or direction for one or more other persons, and gets them to move along together with him or her and with each other in that direction competently and with full commitment.” - Jaques and Clement, Executive Leadership

4. WHO WE ARE Forrest Performance Group is committed to providing relevant training to participants. Trainers are leaders first and trained to adapt training sessions to current market challenges. Transformative Growth No other trainers are coaching to make each professional a “leader.” We teach employees to become professionals by mastering their skills, so they are confident in their own abilities. Sustainability Rather than a one-day seminar that will motivate for a few months but drop off later, we implement an entire system, philosophy and mindset shift. Out of the Box Our training develops professionals by changing the culture of the company for which they work. Transforming from the top down and bottom up simultaneously.

5. MOST TRAININGS END WITH THE SEMINAR, THAT’S WHERE OURS BEGINS Productivity increases 22% from seminars and events alone. Productivity increases 88% with seminars, follow-ups and management coaching.

7. BUILDING A SUSTAINABLE MODEL Hiring We work with sales leaders to hire strategically – focusing on long-term goals rather than short term needs. One of the most crucial aspects of training is building a sustainable model--one that hires the right people, coaches them, and provides an environment and culture that are conducive to overall goals. Systems Developing and polishing systems to line up with overall goals and direction. Culture Perhaps one of the most important aspects of any organization is building a positive, sustainable culture. Diagnostics Objective assessments for pre- hire and coaching solutions. Executive Coaching The most effective environments include buy-in and coaching from the top down. In our program, leaders get trained too! Compensation Building compensation packages that are in line with overall mission and create an achievement-driven culture.

8. Defensive Cultures VS. Offensive Cultures DEFENSIVE OFFENSIVE Hiring Leadership Culture Accountability Sustainability Results Hire to fill short-term needs. Managers count sales. Results depend on circumstances. Over-regulation and micromanagement. Progress is quickly undone by habit. Inconsistent due to above factors being incongruent. Proactive hiring strategy for long-term goals. Coaches create sales. Success is in your own hands. Beliefs that drive behaviors are addressed. Sustainable by addressing root causes. Above factors are congruent for the desired result.

9. Based on the books and articles by John P. Kotter © 2012 Harvard Business School Publishing

10. 13 Actions to Transform a Culture 15 34 67 89 2 10 11 1213 1.Collect Data 2.Present Data to Leadership. Undercover Boss to observe behaviors. 9.Improve drive. 10.Create action plans for two more strategies. Improve accountability. 11.Reflect on growth. Improve trust. 5.Create action plan for two strategies to grow. Improve accountability. Create structures and systems. Create roles and responsibilities. 6.Improve trust. Create rewards and recognition. 3.Present data to company. Leadership huddles begin. Create vision, mission, strategy. 4.Department huddles begin. BUILD values. Collect 360 data for leaders. Create vision, mission, strategy. 7.Improve dialog. Create scorecards and metrics. 8.Create action plans for two more strategies. 12.Collect cultural data. Improve dialog. 13.Improve excellence. Create action plans to continue shrinking the cultural gap.

11. Kotter & Heskett: Study of 207 firms over an eleven year period as reported in their book Corporate Culture and Performance Unadaptive Culture Adaptive Culture 682% 901% 282% 756% 166% Revenue 74% Stock Prices 36% Workforce 1% Net Income Based on the books and articles by John P. Kotter © 2012 Harvard Business School Publishing

13. Jamie Clark 817.372.89264 Jamie@ForrestPG.com