Senior Executive Board Meeting Materials November 11-12th, 2009 Located in “The Study” at Ritz Carlton - Charlotte, NC Details for Charlotte Board Meeting Ritz Carlton location 201 E Trade St Charlotte, NC 28202 (704) 549-4177 We will be Located in “The Study” at the Ritz Carlton Meal Times 7:45am breakfast November 11 in “The Studio” 12:00pm lunch November 11 in “The Studio” 7:00pm dinner at Bentleys 7:45am breakfast November 12th meeting 12:00pm lunch November 12 in “The Studio” Airports Charlotte Douglas International Airport 11 minutes from the Ritz Carlton Meeting Begins 7:45am November 11th Meeting Ends 5:05pm November 12th Senior Executive Board Meeting: HIGH LEVEL AGENDA High Level Agenda Day 1 Morning– David Noer, author of Revitalizing the Downsized Organization Day 1 Afternoon Jac Fitz-enz, author of the ROI of Human Capital Day 1 Evening Dinner at Bentleys Restaurant at 7:00pm Day 2 Morning– Reuven Bar-On, creator of Bar-On EQ Day 2 Afternoon – Steven Reinemund, former Chairman and CEO of PepsiCo and Dean of Wake Forest University Business School Senior Executive Board Meeting: AGENDA Agenda for Wednesday, November 11th, 2009 7:45 arrive in “The Study” at the Ritz Carlton, Charlotte, NC for breakfast 9:00 Introduction: Louis Carter, founder and Chair, Brian Fishel, Co-Chair 9:30 David Noer addresses group on his new book, Healing the Wounds: Overcoming the Trauma of Layoffs and Revitalizing Downsized Organizations with dialogue and q&a 10:15 Clinic Sessions with David 12:00-1:00 Working Lunch 1:00-2:00 Jac Fitz-enz addresses group on The ROI of Human Capital: Measuring the Economic Value of Employee Performance with dialogue and q&a 2:30-5:00 Clinic Sessions with Jac Fitz-enz 7:00 Dinner at Bentleys Senior Executive Board Meeting: AGENDA Agenda for Thursday, November 12th, 2009 7:45 arrive in "The Study" at the Ritz Carlton, Charlotte, NC for breakfast 9:15: Reuven Bar-On, creator of the Bar-On EQ speaks about Emotional Intelligence and applications to leadership development, recruitment, and retention. 10:00 Dialogue and q&a on topic. 10:15 Clinics and dialogue with the group on their applications and plans for leadership development/transformation with Reuven Bar-On. 12:00 - 2:00 Working Lunch 2:00 - 5:00 Steven Reinemund receives the BPI Leader Award and speaks on his Diversity Journey at PepsiCo - as well as engages in dialogue with the group on their leadership development and organizational transformation journeys. 5:00-5:10 Closing Remarks by Louis Carter 5:10 MEETING END Overview Based on interviews with each participant, we have found that there is a major need for sharing and deep dialogue around managing enterprise wide leadership/talent development and organizational change disparate geographies. Every leader attending is managing and leading major change efforts within their organization. These change efforts require consistent and reliable competencies for leading globally. In order to achieve this, our board members wish to develop their personal network and work, access and sharing of knowledge, best and “next practices,” and create and sustain relationships that will enable partnerships and potential “deals” between and among organizations. Together, our Board Organizations Are Responsible for More Than $619B in Revenues, and 672,200 of Employees Company Revenue # Employees (in US$M) American Express 28.57 66000 Bank of America 138.3 243000 Corning 4.947 27000 Fidelity Investments 12.90 42000 GlaxoSmithKline 24.74 99000 JohnsonDiversey 3.320 10800 Johnson & Johnson 60.53 118700 Kelly Services 4.748 10100 Noven Pharmaceuticals 108.2 600 Saudi Aramco n/a n/a Volvo 233.3 55000 Total 619.6 672,200 Assumptions from Interviews 1. Assume that all would like to get their learning priority on the table for interaction and dialogue 2. People want to share and learn from each other’s best practices -- however, they require a great deal of customization. “One size fits all” does not exist. 3. CHALLENGE: Participants wish to make history by generating new best practices from the wisdom and experience of the group. 4. How do I initiate a global system wide change process that drives our strategic direction? 5. Majority want a couple of provocative expert presenters followed by deep dialogue. 6. People want to know how They can stay successful and add value to their organization. 7. People want to know what is going to work in the future. 8. People are interested in measuring what they do. 9. People are interested in making More informed decisions – to increase organizational capability, sustainability, and strategic results. 10. A Simple and Flexible structure with light Facilitation is Preferred. Perceived Polarities 1. Some people want on-going deeper relationships...and some do not. 2. Some want take-home action plan, some do not. 3. Some eagerly look forward to continued informal interaction among board members between sessions. Others do not. 4. Some participants want to find collaborative projects, research, or business relationships between their enterprises. Some do not. 5. Some want to go deep on 1-2 issues. Others want to go more generally. BPI Meeting Design 1. Participants want to find a way to reconnect and pick up at the depths that they were experiencing and simultaneously bring on new board members into the same depth and connected culture. 2. All participants want to have honest, open, deep conversations about their job and company with trusted confidentiality. 3. Participants want to tap the business intelligence of other members. 4. All want to have a design that facilitates the deepening of relationships among the participants. 5. People want efficient and effective time spent on process. 6. Process needs to be pre-determined so that little time and energy is spent on refinement. 7. Participants want to have fun and enjoy the experience. 8. Participants want to come away with new and fresh ideas that stimulate their actions back home. BPI Learning Objectives Meeting Mission By working and learning with thought leaders, external expertise, research, and peers, we will discover and pioneer the best and better practices for four areas of leadership development and organizational transformation. BPI Learning Outcomes 1. Creation of a cohesive community of thought leaders, senior executives and facilitators who support each other’s growth and objectives. 2. For everyone to establish great respect for choice and appreciation of each other’s individual styles of working, and objectives in life and work. 3. Establish action items and best practice outcomes that can be measured over time – learning from within the room. These outcomes will be documented by each board member and BPI will follow-up with each member to ensure outcome and provide support when necessary, appropriate, and chosen by board member. 4. A community that learns the practice of sharing and pioneering – through thought leadership, developing research within the room, and establishing rules for best practices within the areas in highest demand for the board: 1. Revitalizing the Organization 2. Human Capital Strategies 3. Emotional Intelligence 4. Diversity and Leadership Development 5. To discover how to continue our work together Best Practice Board Clinic Model Present Current & Desired Case Expert Peer Advice Advice Best Practices & Next Practices Follow-up from Peers Clinic Session Instructions 1. Present Your Current State: What is happening now in your organization 2. Present Your Desired State: Where do you want to go? NOTE: You may chose to utilize the blueprint sheet attached or your own hand-outs for the group 1. As for advice from the expert and the group 2. Ask for support from your “follow-up buddy” or buddies in the group. General Board Meeting Six Phases Broken Down Diagnosis: Business diagnosis indicated that you wanted to create best practices in 4 areas Assessment: Utilize expert and board input to identify best and better practices – each new best practice will have first steps, due dates, evaluation methods and ideas to use the evaluation data Design: Each person will create the best practice(s) in each of the major diagnosed areas Implementation: Carried out back home Support & Reinforcement: Connect with fellow board members (and buddies) for support. Discuss with BPI individually the support you may need to implement your blueprint (post session) Evaluation: Evaluation model created during our design stage. Sharing of results TBD with BPI at a later date General Board Meeting - Blueprint Key Stakeho lders : Nate Carlisle Roland Sullivan Be s t Josh Henderson Louis Carter Pr a c t i c e s : Paul Kwiecinski David Bodnick Be t t e r Division Heads Pr a c t i c e s : • Objectives • Respect for different styles • Work Processes • Measurable Steps: Ability to leverage variety • Cultural Change Practices of talent and experience • • Shared norms Demonstrated Retreat to commitment Assess share data, Evaluate • Results oriented develop Ongoing Observation team Reassess and shared coaching of conversations Adjust team against take further and vision, and team and • Team skills membership? performance action as • interviews measure individual Understandable metrics team measures needed • Clear decision making members for teams and division performance methods performance All leading to: All leading to: ability to formulate A strategy and Criteria for success/measures clear, effective new revenues global strategy • Team self-assessment of communication and relationships • Time required for important decisions •