SAMPLE, INC.

1. SAMPLE, INC. SENIOR TEAM EFFECTIVENESS PROCESS Consultant A, Ph.D. Consultant B, Psy.D., MBA May 2013

2. RHR: OUR IDENTITY AND MISSION We are a firm of management psychologists and consultants who work closely with senior executives to accelerate individual, team and business performance.

3. RHR: WHY US? • We represent a unique combination of business acumen and psychological perspective • We are at home in the executive suite • We are organized for agility and responsiveness

4. CORE SERVICES INDIVIDUAL ASSESSMENT EXECUTIVE DEVELOPMENT SENIOR TEAM EFFECTIVENESS CEO SUCCESSION AND TRANSITION

5. Common senior team challenges • Vague Purpose • Competing Agendas • Wrong Issues, Wrong Level • Uninspired Engagement

6. RHR’s ASSET™ Model:research based ASSET™Model Operating Landscape ASSET™ = ALIGNED SUPERIOR SENIOR EXECUTIVE TEAM Agile Design RHR’s research shows that an “Aligned Superior Senior Executive Team” (ASSET™) performs in a markedly different manner from a Lower Performing Team (LPT), resulting in ameasurabledifference in the organization’s top and bottom line. Disciplined Focus Leader Efficient Decisions Results Adapt & Connect Shape Culture Strategy & Goals

7. RHR’s ASSET™ Model:performance linked ASSET™ = ALIGNED SUPERIOR SENIOR EXECUTIVE TEAM RHR’s ASSET™model differentiates top performing teams based on their impact on organizational performance. Our extensive database allows us to make comparisons of teams against the ASSET™ norms on those factors that drive tangible business outcomes.

8. RHR’s work with senior teams:alignment of major stakeholders ASSET™Model Operating Landscape ASSET™ = ALIGNED SUPERIOR SENIOR EXECUTIVE TEAM • RHRfocuses on aligning the CEO, senior team and the organization: • CEO: Their DNA, legacy, and impact • Strategy & Goals: Clarity, feasibility and agreement • Operating Landscape: Internal and external threats and game changing opportunities Agile Design Disciplined Focus Leader Efficient Decisions Results Adapt & Connect Shape Culture Strategy & Goals

9. RHR’s work with senior teams:superior teams: key success factors ASSET™Model Operating Landscape • Guided by our ASSET™model, RHR develops interventions to accelerate performance through six Key Success Factors: • Agile Design: enables efficient discussion and execution • Disciplined Focus: protects agenda from unsuitable topics • Efficient Decisions: enables the right call in the right time frame • Adapt and Connect: facilitates response to fluid environments • Shape Culture: maximizes engagement and performance • Results: promote growth and stability of the organization ASSET™ = ALIGNED SUPERIOR SENIOR EXECUTIVE TEAMS Agile Design Disciplined Focus Leader Efficient Decisions Results Adapt & Connect Shape Culture Strategy & Goals

10. The alignment process: CEO, Senior team & Organization • Aligning Individuals, Teams and the Organization: Since senior teams touch every level and individual, aligning agendas is the most potent accelerator of organizational change • Intentionality and the Decision-Making Process: This is where CEOs energize senior teams or lose their commitment. RHR offers guidance in: • Creating a senior team agenda that moves the enterprise • Knowing when and how to include senior executives in key decisions • Understanding how to make the most effective decisions • Executing and learning from decisions put into action • Cascading Change: Change flows through the organization when team members learn to bind it to their own (individual and team)leadership behaviors. RHR helps team members own the change agenda and take accountability for their leadership impact

11. How we work: We help CEO… • Format the senior team agenda to address external strategic threats and internal barriers to execution • Create a rigorous senior team management process that stays focused on the right issues at the right level • Own leadership impact; adapting his/her style to fit team and organizational needs • Shape the senior team’s leadership behaviors to accelerate organizational change

12. How we work: We help the senior team… • Clarifyaccountability and decision-making rights: • what’s mine to lead in my domain of responsibility • what’s shared among the senior team • Align around how to drive enterprise-wide change • Hone leadership abilities and impact

13. How we work: We help the ORGANIZATION… • Clarify strategic direction • Increase empowerment anddecision-making clarity • Align shared goals • Improve execution and efficiency • Develop a high performing culture

14. How we work: RHR INTERVENTIONS • Organizational assessment to define top team agenda (surveys, interviews, focus groups) • Senior team assessment to establish team effectiveness base line • Individual and team coaching to leverage strengths and close gaps around the behaviors most essential for driving organizational change • CEO consultation regarding top team structure, membership, decision-making process and team engagement • Follow-up assessment (organization, team, individual) to measure progress • Cascading tools and change processes one level below the senior team

15. Sample GOALS AND PROCESS:Defining our destination • GOALS • Vision and Core Purpose defined • Goals and Initiative Alignment • Develop Shared Team Agenda • Team Scorecard • PROCESS • Interview Senior Team & Relevant Stakeholders: define areas of alignment and misalignment • Interventions To: • Close strategy and operational alignment gaps • Develop vision and core purpose • Align goals and initiatives • Develop shared agenda • Develop team scorecard

16. Sample GOALS AND PROCESS: ACCELERATING SENIOR TEAM ALIGNMENT • GOALS • Snapshot: assess strengths & opportunities • Clarity: design, purpose, decision rights, norms • Development Plan: close gaps between current level and high performance • Individual Agility: awareness of individuals’ styles on team performance and how to adapt • PROCESS • Assessment: interviews and survey • Individual Styles Survey • Interventions To: • Align on current performance and path to high performance • Combine styles survey with peer feedback to clarify individual behavior change necessary for high performance

17. Sample GOALS AND PROCESS: DRIVING ORGANIZATIONAL CHANGE • GOALS • Organization/Culture Snapshot: developing senior team clarity about organizational needs • Adjust Shared Agenda given organizational assessment • Adapt Individual and Collective Leadership based on feedback from level below • PROCESS • Assess Organization and Culture • Garner Feedback from level below on individual & collective leadership • Interventions To: • Align around current strengths and organization/culture opportunities • Modify shared agenda to accommodate findings • Modify individual leadership behaviors based on feedback from below

18. Proprietary tools: Senior Team Survey RHR Senior Team and Organizational Assessment Tools Benchmarked to High Performing Teams and Organizations

19. Proprietary tools: organizational effectiveness survey RHR Senior Team and Organizational Assessment Tools Benchmarked to High Performing Teams and Organizations

20. Sample client list: senior team effectiveness • American Express • AIG • Arrow Electronics • Bank of America • Bank of Montreal • Best Buy • Blackstone • Bristol Myers-Squibb • Campbell Soup • Citigroup • Coca Cola • Exelon • Gillette • Kraft • Joy Global • McCormick • Pacific Life • Pepsi Beverages Company • Time Warner Cable

21. CONSULTANT BIOGRAPHIES David Astorino, MBA, Psy.D. Global Practice Leader – Senior Team Effectiveness,Senior Partner • Dr. David Astorino is a Senior Partner with RHR International LLP and serves as Global Practice Leader - Senior Team Effectiveness. His duties in this role include spearheading research, coordinating efforts with clients and supporting consultants in the field • In addition to his leadership responsibilities, Dr. Astorino has continued to assist clients in other areas such as consulting to senior executives during times of transition and change. During his career, he has helped boards, CEOs, and partnerships—from large global companies to entrepreneurial start ups—develop highly effective teams and organizations. Dr. Astorino has worked in such diverse arenas as Fortune 100 companies, professional athletics, large family businesses, healthcare and non-profit organizations. Specific industries in his client base include consumer products, retail, energy, pharmaceutical, telecommunications, managed services, financial services, and private equity. • Prior to joining RHR International in 2001, Dr. Astorino gained extensive experience as an independent consultant working simultaneously in two arenas: professional athletics and the executive suite. Dr. Astorino applied his psychological knowledge in a coaching capacity to improve the effectiveness and performance of senior executives and their teams by helping them define a compelling shared agenda and adapting their behaviors to meet that agenda. As a former professional tennis player, Dr. Astorino combined his practical experience with his formal academic and clinical training to assist professional athletes in removing the psychological barriers to their performance and develop skills to effectively manage and utilize their emotions on the playing field • Dr. Astorino received his bachelor’s degree in English Literature and a master’s degree in Psychology from Temple University in Philadelphia, Pennsylvania. He completed his doctorate in Clinical Psychology with a specialization in Organizational Development, and his MBA from Widener University in Chester, Pennsylvania RHR International LLP 1601 Market Street, Suite 3350 Philadelphia, Pennsylvania 19103 (215) 564-1442 dastorino@rhrinternational.com

22. Sample process flows for individual, team and organizational assessment Appendix (OPTIONAL SLIDES)

23. Sampling of Questions for Diagnostic PhaseOperating Landscape Market Position • Where should you play – which customer, product, geographies, channels? • How are the needs of your customer segments shifting ? • How are you sensing those changes and innovating to those needs for commercial success? • What is the organization’s ability to innovate and adapt to the external environment? Direction • What is the vision for the company in a 3-5 year time frame? • What is the strategy – how will you win in the market? • What are the company goals for 2011? 2012? • What external factors (threats and opportunities) must you address to achieve the vision? • What internal factors (barriers/enablers) will help/hinder you in addressing those threats/opportunities? • What capabilities are you lacking to deliver on the strategy? Execution Talent • What is the level of engagement of management and leadership • How is the reward system aligned with the goals? • What kind of feedback mechanisms exist?

24. Sampling of Questions for Diagnostic PhaseSenior Team • What are the personal leadership strengths that the leader can leverage and what to you think he/she needs to work on to maximize the team and the organization’s success? Leadership • Are permanent and ad hoc teams at the top used effectively? Do they have clear purposes and accountabilities? • Are the right people in the right roles? Design • Does the top team agree on its priorities and focus? • Do allocations of time, resources, and energy match the stated priorities? Focus Decision-Making • How effectively does the team make decisions (balancing speed and quality)? • How effectively are these decisions communicated throughout the organization? Adapt/Connect • How agile is the team in adapting to environmental demands? • How connected is the team to the needs of the organization and how actively does it remove barriers to execution? Culture • In what ways does the team’s climate and behavior shape the culture? • How effectively is conflict handled on the team? Results • How effective is the team at achieving its stated goals? • How well does the team live up to stakeholder expectations?

25. DIAGNOSTIC:SENIOR TEAM AND ORGANIZATIONAL ASSESSMENT ASSESS ALIGN ACCELERATE • Review Sample Co relevant information • Define focus groups and launch organizational survey (Denison) • Launch Senior Team survey • Prepare Senior Team for process • Interview Senior Team • Conduct focus groups • Integrate surveys, interview and focus group findings • Prepare deliverable • Deliver Feedback • CEO • Senior Team • Organization • Draft Senior Team Agenda • Align Senior Team around key drivers and enablers • Define strategies and actions to enable drivers and overcome barriers • Senior Team offsites • Top 100 meetings to cascade alignment about direction and change • EVP individual development process • Team development one level down • Re-assess senior team and organization • Update / revise Senior Team Agenda • Revise organizational strategies and actions Data Gathering Create Focus Preparation Align Accelerate Adapt

26. SENIOR TEAM INDIVIDUAL DEVELOPMENT PROCESS ASSESS ALIGN ACCELERATE • Identify what necessitates accelerated development – business context and culture • Define the desired result • ID required management behaviors and outcomes • Identify key constituents • Leverage multiple sources of data • Behavioral Interview • Psychometric Tools • Interview 360 • Deliver Feedback • Gaps • Derailers • Potential • Draft development map • Experiences • Performance behaviors • Relationships • Align on development focus with CEO • Refine development map • Define key milestones • Define roles • Mobilize resources • Execute plan • Ongoing feedback • Shadowing • Consolidated learning • Generalizing learning • Just in time preparation or debriefing at key junctures • Evaluate impact • Update / revise development map as needed • Identify ways to sustain development Assess Requirements Assess Leader Create Focus Align Stakeholders Accelerate Development Measure Progress