2012 The Forum Corporation

www.forum.com 2

Your Presenters, Forum

History: Founded in 1971 Global pioneer and

innovator in the industry

Driving business performancethrough: Leadership Development Sales Optimization Customer Experience

People and places: 300 employees and associates 14 global offices Presence in 28 regions around

the world

Andrew ShapiroVice President and

Regional Sales Director, Forum

www.forum.com 3

About: Leading U.S. competitive energy provider 26,000 employees Operations in 47 states, the District of Columbia and

Canada $23.5 billion in revenue Merged with Constellation Energy Group in 2012Performance that Drives Progress With one of the cleanest and lowest-cost power

generation fleets and largest retail customer bases in the country.

The Exelon family of companies participates in every stage of the energy business, from generation to power sales to transmission to delivery.

How We Rank Top-ranked electric and gas utility on the FORTUNE 500

each year since 2008. Fortune Magazine named as one of the “World’s Most

Admired Companies” since 2006 Named the No. 1 ranked U.S. and global electric utility on Platts’

Top 250 Global Energy Companies list in 2012.

Your Presenters, Exelon

Allison Manswell

Learning Development

Programs ManagerExelon

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Agenda

The Impact of the First-Line Leader The Four Leadership Essentials What’s Key and Core for Today

– A Winning Coaching Practice– Thinking Like a Leader Means Doing Less

with More– Making Delegation Meaningful– The New News on Employee Engagement

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The Impact ofFirst-Line Leaders

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Does Any of This Sound Familiar?

“We need to grow revenue despite the soft economy”

“Increasing productivity is vital because we are resource constrained, but how can we keep doing more and more with

less”

“Employee Engagement has become a key organizational concern”

“If we could improve employee retention we know it would dramatically impact our bottom line”

“Strategic initiatives often lose momentum or are muddled by the time they reach all employees”

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Poll No. 1

Which of these pressures are having an impact on your organization? Increase revenue Keep costs down and raise productivity Improve engagement Retain employees Execute strategy/change quickly and

successfully

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Where Can You Get the Most Lift to Address These Key Business

Issues?

50%

80%

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Investment in Leadership Development

First Line Mid-Level Senior0

1000

2000

3000

4000

5000

6000

70002009

2012

Per Leader (Thousands)

$533

$1671$1000

$2700

$6016

$3333*

Source: Bersin & Associates

3.1x

2.7x

1.8x

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Leadership Development Lessons at Exelon

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The Four Leadership Essentials

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A Leader’s Success …

Source: Carnegie Foundation

Other

People

80%

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People Leadership Skills Link to Superior Business Performance

Source: “Talent Management in America and China,” Leadership IQ, July 2011

LowPerforming Companies (20%)

Average Performing Companies (60%)

Top Performing Companies (20%)

Leaders in top performing companies use critical people leadership practices at 3 times the rate of low performing companies

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Leadership Essentials

LEADERSHIP ESSENTIALS

THINK LIKE A

LEADERENGAGE

PEOPL

E

COACH Y

OUR

TEAM

GET RESULTS

THRO

UGH O

THERSPeople-

leadership

Self-leadership

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Key and Core for Today:1. A Winning Coaching

PracticeLEADERSHIP ESSENTIALS

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A Simple Feedback Process

DESCRIBE OBSERVATION

S

DISCUSS IMPORTANCE

OFFER ANDASK FOR

SUGGESTIONS

1

23

The What

The So What

The What Next

Key Coaching Situations

When you want to …

1. Reinforce something an individual does well and should keep doing

2. Develop an individual who needs and/or wants to perform more effectively

3. Improve Performance of an individual who demonstrates a pattern of behavior that negatively impacts performance

Your feedback should …

Highlight what was done well and encourage more of the same

Focus on positive ways to achieve growth in an area

Target counterproductive, problematic behaviors

Be ...

Proactive about looking for strengths to reinforce

Confident about talking about ways to grow and improve

Courageous and have the conversation as soon as a problem arises

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Key and Core for Today:2. Thinking Like a Leader

Means Doing Less with More

LEADERSHIP ESSENTIALS

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Why Is This Difficult?

Think Like a Leader: Investing time and effort strategically in order to focus more on truly high-value activities

Source: Heike Bruch and Sumantra Ghosal, “Beware the Busy Manager,” Harvard Business Review, vol. 80, no. 2 (February 2002), pages 63 to 69.

Purposeful

0

100

% OF MANAGERS

10%

90%

All Others

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1.Racing to get a lot done

2.Not enough delegation

3.Not expending enough effort to build and lead the team

4.Not asking for feedback and coaching

5.Putting too little emphasis on people-leadership activities

6. Staying in my comfort zone

7. Failing to admit what I don’t know

8. Believing that being a manager gives me authority

9. Thinking that my job is to “carry out” rather than to create

First-Line Leaders Get Trapped

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Poll No. 2

Think about the first-line leaders in your organization. Which trap do they tend to get caught in most?

1. Racing to get a lot done2. Not enough delegation3. Not expending enough effort to build and lead the team4. Not asking for feedback and coaching5. Not putting enough emphasis on people-leadership activities

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Know Your Value/Effort Ratio …

… and increase it

EFFORT

VALUE

People-leadership

activities are always high

value

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The Average Leader …

1HIGH EFFORTLOW VALUE

3HIGH EFFORTHIGH VALUE

2LOW EFFORTLOW VALUE

Low

VALUE

EFFORT

High

High

4LOW EFFORTHIGH VALUE

71%

56%

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Guidelines

1HIGH EFFORT, LOW VALUE

STOP

3HIGH EFFORT, HIGH VALUE

CONVERT

2LOW EFFORT, LOW VALUE

DELEGATE

Low

VALUE

EFFORT

High

High

4LOW EFFORT, HIGH VALUE

KEEP

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Key and Core for Today:3. Making Delegation

Meaningful

LEADERSHIP ESSENTIALS

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Two Delegation Traps

ABANDONMENT MICROMANAGEMENT

1 2

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The Secret Sauce

1. Actively delegate2. Focus on guidance

areas: – context and goals– results– what to do– how to do it

3. Clarify readiness

Individual’s Level of

Readiness

Manager’s Level of Guidance

High

High

Low

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Key and Core for Today:4. The New News on

EngagementLEADERSHIP ESSENTIALS

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High Engagement is…

… a deep sense of ownership for the organization and strong feelings of involvement, commitment, and absorption in one’s work … which is motivating

… it looks like …… a strong contribution of discretionary energy … which translates into productivity … and results in …

… improved personal and business performance.

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An Engaged Workforce Is a Market Advantage

Source: “The State of the Global Workplace,” Gallup Consulting, 2010

Absenteeism

30%

20%

10%

0%

-10%

-20%

-30%

-40%

-50%

-60%

-70%

Turnover

ShrinkageSafety

Incidents

PatientSafety

Incidents

12%18% 16%

Customer Productivity

Profitability

-41%

-49%

-27%

-37%-37%

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Forum Engagement Research

1,106 respondents 45% employees Global: North America, UK, China, India,

Australia Individual contributors, team members, first-

line, mid-level, and senior leaders Measured

– Size of discretionary energy contribution– Importance of engagement factors – Extent to which each factor is present

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Engagement Needs Shorthand

“I am valued.”

“I enjoy my work.”

“I belong here.”

“I’m getting ahead.”

Need for … Feels like …

“I am productive.” ACCOMPLISHMENT

RECOGNITION

ENJOYMENT

BELONGING

ADVANCEMENT

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To Improve Engagement

Know your own dominant engagement need To improve team engagement, be conscious

of all the engagement factors Meet individuals’ core engagement needs

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Summary Slide

The Impact of the First-Line Leader The Four Leadership Essentials What’s Key and Core for Today

– A Winning Coaching Practice– Thinking Like a Leader Means Doing Less

with More– Making Delegation Meaningful– The New News on Employee Engagement

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Strategy. Accelerated.Forum mobilizes people to embrace the critical strategies of their organisation and accelerate results. When you need to swiftly align your people to tackle an opportunity or tear down a roadblock, Forum is an essential business asset.www.forum.com

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