RUM Tab 1 Right Path Assessments 2008 Right

Team Scorecard © 2008 Right. Path Resources, Inc. 2

RUM 1 -2 Right. Path Solutions © 2008 Right. Path Resources, Inc. 3

RUM 1 -4 First Break All The Rules What the world’s greatest managers do differently. By Marcus Buckingham and Curt Coffman, 1999 by Simon & Schuster TALENTS § …any recurring patterns of behavior that can be productively applied are talents. § …the right talents…are the prerequisites for excellence in all roles. Licensed by © 2001 Right. Path Resources © 2008 Right. Path Resources, Inc. 4

RUM 1 -5 Advantages of Right. Path Profiles § § Accurate and reliable = predictability Quick comprehension and high retention Easy and efficient to administer Oriented for business – – – Interviewing and selection Career development Leadership development Managing and leading individuals uniquely Building teams § Can be deployed with internal resources Licensed by © 2001 Right. Path Resources © 2008 Right. Path Resources, Inc. 5

RUM Tab 2 Right. Path Principles and Products © 2008 Right. Path Resources, Inc.

RUM 2 -1 5 Principles of Right. Pathing § § § Human capital is critical to success People are different People want significance at work People should be matched to positions Understanding differences promotes teamwork and diversity © 2008 Right. Path Resources, Inc. 7

RUM 2 -3 Right. Pathing Your Future © 2008 Right. Path Resources, Inc. 9

RUM 2 -4 LQ 360 measures Results, Relationships, Develops Others, EQ and Trust ©

Richard Results—An Example Keys for LQ 360 1. Look for trends—don’t let people get

As you read Richard’s 360, try to guess whether he is: • • • © 2008 Right. Path Resources, Inc. Compliant or dominant Introverted or extroverted Detached or compassionate Unstructured or structured Cautious or adventurous Concrete or abstract 12

Richard Results Page 2 • Unlimited Raters • Results are anonymous • “Not Observed” ratings—individual questions • Total questions— 12 X 64 = 768 • Not observed— 13 of 768 items © 2008 Right. Path Resources, Inc. 13

Richard Results Page 3 Average scores by rater category Overall average does NOT include

Richard Results Page 8 Develops Others items are printed in purple Develops Others is

Look for Themes Are you seeing the same thing in all three places? Pay

Leadership Development Path § § 3 key strengths 3 key struggles 3 development tracks Leadership Legacy Small Groups: Identify Richard’s 3 key strengths, 3 key struggles and 3 development tracks. © 2008 Right. Path Resources, Inc. 17

Leadership Development Plan © 2008 Right. Path Resources, Inc. 18

RUM 2 -5 – 2 -7 Right. Path Solutions Path 4 and Path 6 Profiles used for… § Interviewing and Selection § Team Building § Career Coaching § Coaching for Development § Mastering Creative Conflict § Improved Communications § Managing for Uniqueness § Leadership Continuity (Right. Path’s approach to Succession Planning) © 2008 Right. Path Resources, Inc. 20

RUM Tab 3 Right. Path Guidelines © 2008 Right. Path Resources, Inc. 21

Pg 5 RUM 3 -1 – 3 -2 Right. Path Guidelines § Measure typical behaviors – normal traits § Remains stable over time § There are no good or bad profiles § Should not be used to stereotype or put people in a box (Use to learn, not to label) § Should be used to understand value differences (Use to learn, not to label) § Decisions should never be based solely on profiles © 2008 Right. Path Resources, Inc. 22

Pg 5 RUM 3 -1 – 3 -2 Right. Path Guidelines § Leadership can

RUM 3 -2 Right. Path Profiles Reveal § Core – “go to” way of

RUM 3 -2 Why 2 Profiles? § Path 4 is the overview and easy way to introduce the idea of factors and traits. It’s like an X-Ray. § Path 6 is an in-depth tool, like an MRI, that has some correlations to Path 4, but goes deeper with sub factors. The sub factors show the factor will manifest itself, providing more insight. © 2008 Right. Path Resources, Inc. 25

RUM 3 -2 History of Right. Path § Offered first on software, and then switched to the internet platform, cloud, in 2000 § Validated instrument through the University of GA’s Industrial Organizational Psychology Department § Currently over 100, 000 profiles have been taken § Built for use in business and personal development, not for academic reasons © 2008 Right. Path Resources, Inc. 26

RUM 3 -3 Right. Path and Other Profiles § Right. Path measures long-term deeply embedded behavior or hardwiring § Many others measure 4 factors of behavior, while Right. Path measures 6 plus sub factors § Right. Path 4 and Path 6 remain stable over time § Concepts are easy to understand, but have depth § Can be used for leaders and team members at all levels § Can be used in hiring, development, and succession planning; through a person’s whole life and career © 2008 Right. Path Resources, Inc. 27

RUM 3 -3 Path 4 and Path 6 vs Di. SC Right. Path 4/6 Di. SC Uses a 2 side continuum Uses 2 profiles to validate each other Good at going in-depth without being complicated Uses a “high, low” continuum Easy to steer Basic understanding of behavior © 2008 Right. Path Resources, Inc. 28

RUM 3 -4 Path 4 and. Path 6 vs MBTI Right. Path 4/6 MBTI Developed for business Developed for academia Minimum help needed interpreting More help needed interpreting Extensive application and uses Limited application High recall/retention Low recall/retention Stable over time Situational, may change with role © 2008 Right. Path Resources, Inc. 29

RUM 3 -6 Disclaimer You are responsible for using the profiles appropriately. © 2008

RUM 4 -2 Page 9 Bell Curve Distribution 38 62 10% 90% percentile ©

RUM 4 -3 © 2008 Right. Path Resources, Inc. 33

RUM 4 -4 Page 10 Trait Intensity TRAIT INTENSITY ACCOMMODATI Pliable NG Control 1 Conforming Passive RESERVED Modest 1 1 Interaction 2 2 2 Questioning Impatient Critical SPONTANEOUS Instinctive Improvised Unorganized Conflict and Pace 3 3 3 4 4 20 30 40 50 ENGAGIN HARMONIO Harmonious US Patient Lenient Order 4 Decisive Controlling Outgoing G Convincing Excitable Quiet Distant CHALLENGING DIRECTIN Assertive G 60 70 80 METHODIC Detailed AL Precise Perfectionist Traits intensify as you move left and right from center © 2008 Right. Path Resources, Inc. 34

RUM 4 -5 -- 4. 6 Strengths and Struggles • Strengths • Struggles •

RUM 4 -7 Blended Profile § Provides a quick recognition hook to identify the interplay between the four factors § Serves as a template for understanding personality styles § Generally, there are two criteria that come together to create each blended profile. § Example: an Analyzer § Page 4. 6 shows the blended profiles by factor. © 2008 Right. Path Resources, Inc. 36

Pages 20 -23 Blended Profiles Descriptions § Brief description of each of the 16 Blended Profiles is on pages 20 -23 in Handbook § For the full 3 page Blended Profile explanation, in administrative site, under Reports, Path 4, you’ll find a place to print or save all 16 Blended Profiles descriptions. © 2008 Right. Path Resources, Inc. 37

Page 18 RUM 4 -8 Blended Profiles © 2008 Right. Path Resources, Inc. 38

RUM 4 -7 Blended Profile Definition § A Blended Profile is used to identify how the factors work together. There are generally 2 criteria that must fall into place statistically to determine a Blended Profile for someone’s Path 4. – Blended profiles are determined by looking first at what factor has a score on the right-side; >55. (If no score is higher than 55, the Blended Profile is Adapter. ) – Next, there is usually a secondary factor involved in the calculation, which makes it a “blend”. For instance, the Analyzer is M>55 and D is >=45. Deep Thinker is similar with M>55, but D is <45. © 2008 Right. Path Resources, Inc. 39

Understanding Your Opposite p. 19 How are Barbara and Karl similar? How are they

Path 4 Comparison Report 1. Where are the primary behavioral differences between Karl and

Small Group Discussion 1. Group 1: What advice would you give Karl to relate well to Barbara? 2. Group 2: What advice would you give Barbara to relate well to Karl? Refer to page 13, 20, 22 and 53 for your answers. © 2008 Right. Path Resources, Inc. 42

Path 4 Reports § Right. Path User Manual – – Blended Profile – 4 -7 – 4 -8 Individual Report (what individual prints) – 4 -11 – 4 -22 Comparison Report between any 2 people – 4 -23 – 4 -30 Team Matrix showing 3 or more people’s profiles – 4 -31 (sample). Case studies on pages 61 -63 in the handbook. © 2008 Right. Path Resources, Inc. 43

Path 6 Reports § Starting on page 5 -2 – Profile Comparison, Path 6 Factors Correlation to Path 4 – 5 -2 – Individual Report (what person prints) – 5 -3 – 5 -14 – Comparison Report – 5 -15 – 5 -18 – Team Matrix – 5 -19 © 2008 Right. Path Resources, Inc. 45

Path 6 Reports © 2008 Right. Path Resources, Inc. 46

Page 24 RUM 5 -2 Profile Comparison CONTROL Accommodating Directing INTERACTION Reserved Engaging CONFLICT AND PACE Challenging Harmonious ORDER Spontaneous Methodical FACTOR 1 DOMINANCE Compliant Dominant Assertive FACTOR 2 Independent EXTROVERSION Introverted Extroverted Enthusiastic Social Verbal FACTOR 3 FACTOR 4 COMPASSION Detached Compassionate Sympathetic Supportive Tolerant CONSCIENTIOUSNESS Unstructured Structured Precise FACTOR 5 Organized FACTOR 6 Achieving ADVENTUROUSNESS Cautious Adventurous Daring Ambitious INNOVATION Concrete Imaginative © 2008 Right. Path Resources, Inc. Blunt Abstract Resourceful 47

RUM 5 -19 Path 6 Sample Team Matrix © 2008 Right. Path Resources, Inc.

RUM Tab 6 Right. Path Interpretation © 2008 Right. Path Resources, Inc. 49

Case Studies – Reading Profiles § Reading both reports together § Validating Path 4

RUM 6 -1 Steps to reading profiles © 2008 Right. Path Resources, Inc. 51

RUM 6 -3 Insights § Path 4 and Path 6 work together § Sub Factors show the factors exhibit themselves § Path 6 tends to be more accurate due to almost double the amount of items; 120, vs 64 on Path 4 § Intensity: watch for scores >62 and <38. Great strengths and great struggles will be found there § If Adapter on Path 4, look at Path 6 for more insight © 2008 Right. Path Resources, Inc. 52

RUM 6 -3 Drive Indicator The Drive Indicator draws from 3 key sub-factors, Assertive, Achieving, and Ambitious to indicate the individual’s natural drive to overcome challenges and obstacles in the environment in order to attain the results that are his/her responsibility. The higher the scores, the higher the drive to overcome obstacles and accomplish the goal. Also, the higher the score, the harder the time with work/life balance. © 2008 Right. Path Resources, Inc. 53

RUM 6 -3 Path 6 Drive Indicator – 3 A’s © 2008 Right. Path

Factors and Subfactors FACTOR 1 DOMINANCE Assertive Dominant, forceful, influencing, take-charge Independent Self-reliant, individualistic Blunt Direct, frank FACTOR 4 CONSCIENTIOUSNESS Precise, accurate, exact, factual, thorough Organized Orderly, structured, scheduled, prepared Achieving Goal-oriented, productive FACTOR 5 ADVENTUROUSNESS Daring Courageous, daring, pioneering, venturesome Ambitious Competitive, opportunistic © 2008 Right. Path Resources, Inc. 55

Comparison of Two Networkers § Compare profiles of Ned Networker (p. 6 -4) and Nancy Networker (p. 6 -5) § How are they different? § How would Ned and Nancy’s leadership style differ? © 2008 Right. Path Resources, Inc. 56

RUM 6 -4 Practice © 2008 Right. Path Resources, Inc. 57

RUM 6 -5 Practice © 2008 Right. Path Resources, Inc. 58

Comparison of Two Analyzers § Compare Al Analyzer (p. 6 -6) and Ashley Analyzer (p. 6 -7) § How are they different? § How would Al and Ashley’s leadership style differ? © 2008 Right. Path Resources, Inc. 59

RUM 6 -6 Practice © 2008 Right. Path Resources, Inc. 60

RUM 6 -7 Practice © 2008 Right. Path Resources, Inc. 61

RUM 6 -8 If Path 4 and Path 6 do not match 1. Intense Daring score can shift the Dominance in Path 6 to the left. 2. Intense Abstract: An Abstract score greater than 62, may shift the first four Path 6 factors to the left. 3. Transition: The client might be in a transition period, or under perceived pressure. 4. Faking or Steering: The client may be trying to alter the outcome of the assessment. © 2008 Right. Path Resources, Inc. 62

RUM 6 -8 When Path 4 & Path 6 don’t correlate § Path 4, Factor 1 (Control) has questions relating to Adventurousness that can cause the 1 st factor in Path 4 to be inflated. § If a person’s 1 st factor score in Path 6 appears to be lower than in Path 4, it may be that the individual has a high Daring sub-factor score. (example to follow) Path 4 10 lb bag Of Control 7 lbs is Dominance Path 6 3 lbs is Daring © 2008 Right. Path Resources, Inc. 63

RUM 6 -9 Practice © 2008 Right. Path Resources, Inc. 64

RUM 6 -10 Practice © 2008 Right. Path Resources, Inc. 65

RUM 4 -9 – 4 -10 Adapter Profile Defined § No scores on the Right side > 55 – All scores in Mid-Range – Three in Mid-Range and one on left § 7. 9 % of the population come out Adapters, however, at least half of them have a defined Blended Profile on Path 6, which is the key to insights on the Adapter. We’ll discuss more in Path 6. © 2008 Right. Path Resources, Inc. 67

RUM 4 -9 – 4 -10 Adapter Blended Profile Characteristics § Highly adaptable (True Adapter) OR § Unique work situation (overwhelmed) § Transition period in life (Move, divorce, etc. ) § Learning style § Excessive desire to please others § An attempt to steer the results § Unmotivated to take the profile © 2008 Right. Path Resources, Inc. 68

RUM 4 -9 – 4 -10 Adapter Blended Profile § Most Adapter Profiles agree with it § They often say they have had this feedback before (if they are a true adapter) § Adapters often tend toward being Harmonious § Have Strengths and Struggles from both sides and may adapt based on the situation or audience § Path 6 is the key to understanding and gaining an accurate “read” © 2008 Right. Path Resources, Inc. 69

RUM 6 -13 Correlations © 2008 Right. Path Resources, Inc. 72

RUM 6 -14 Individual Debrief Preparation 1. Note blended profile 2. Do Path 4 and Path 6 match? 3. Count intensities (Pay attention to most intense trait) 4. Calculate drive 5. Consider how the client will respond © 2008 Right. Path Resources, Inc. 73

RUM 6 -14 Individual Debrief Process § Background – Hardwired behavior, natural, go-to behavior – No good or bad profiles – Continuum § Path 4 and Blended Profile § Path 6 and sub-factors § Ask open-ended, curious questions © 2008 Right. Path Resources, Inc. 74

RUM 6 -14 Coaching Questions § Assumption—the client has the best and most information about the situation § Ownership—people are 7 times more likely to remember and act on their own ideas § Tool—curious questions help the client think about and apply learning © 2008 Right. Path Resources, Inc. 75

RUM 6 -14 Curious Questions § § § § Tell me about… What would it look like if… How does this impact…? How could things be different? What are you options? What will you do now and when will you do it? What will accomplishing this goal give you? What do you need to know that you don’t know right now? © 2008 Right. Path Resources, Inc. 76

RUM 6 -14 Debrief Questions § How often do you use this trait in your work? § How does this help you? Hurt you? § If you work with someone with an opposite trait, how does the difference strengthen your team? § What do you do to make sure that this strength does not become a struggle? § A mid-range score indicates flexibility. How do you know when to operate on the left side? Right side? © 2008 Right. Path Resources, Inc. 77

Individual Debrief Exercises § Round 1: Prepare for “Dan Director” § Round 2: Prepare for “Carl Cautious” § Round 3: Pair up and debrief one another – Prepare: Note blended profile, Path 4 and Path 6 match? , Intensities, Drive – Explain: Hard-wired behavior, no good or bad profiles, continuum, strengths and struggles – Ask: 2 or 3 Open-ended debrief questions © 2008 Right. Path Resources, Inc. 78

RUM Tab 7 Selection and Placement © 2008 Right. Path Resources, Inc. 79

Right. Pathing § Due diligence for hiring: 7 -2 – 7 -3 § Matching people to positions: 7 -4 – 7 -5 § Benchmarking: 7 -6 – 7. 20 § Behavioral interviewing process: 7 -21 – 7 -26 § Behavioral interviewing questions: 7 -27 – 7 -32 © 2008 Right. Path Resources, Inc. 80

RUM 7 -4 Matching People to Positions § Understand the position § Decide what behaviors are critical for success § Add the Path 4 and Path 6 as another interview tool § Review their Path 4 and Path 6 against the critical factors for success § Ask Behavioral Interview questions to determine if there is learned behavior in areas that are not a fit (RUM 7 -21 – 7 -32) © 2008 Right. Path Resources, Inc. 81

Accuracy Behavioral Assessment increases accuracy of a successful hire to 53% - Job Profiling even higher. Studies by John Hunter, Ph. D. , at Michigan State University, show that the interview process is only 14% accurate in predicting a successful hire, that background and reference checking has a 26% accuracy, that aptitude and personality profiling (i. e. behavioral assessment) has a 53% accuracy, and that job profiling increases the accuracy to 75%. Magazine- “Human Resources Magazine” article Employee Testing Gives Employers the Hiring Edge, by Maryanne Preston, March 1997 © 2008 Right. Path Resources, Inc. 82

Rate of Success in Hiring Interview Only 14% + Background and Reference Check 26% + Behavioral Profiling 53% + Job Profiling 75% 14% 26% 53% 75% Magazine- “Human Resources Magazine” article Employee Testing Gives Employers the Hiring Edge, by Maryanne Preston, March 1997 © 2008 Right. Path Resources, Inc. 83

Reduction in Turnover Realized One set of nationwide clients in a particular Industry using the Right. Path Benchmark for Hiring for their Store Manager Position, report overall. . . 27% reduction in turnover 27% Reduction in Turnover Overall 3 of those clients reported. . . over 40% reduction in turnover 2 of those clients reported. . . 50% reduction in turnover © 2008 Right. Path Resources, Inc. 40+% Reduction in Turnover Overall … 50% 84

RUM 7 -9 Good Fit © 2008 Right. Path Resources, Inc. 85

RUM 7 -15 Not-So-Good Fit © 2008 Right. Path Resources, Inc. 86

RUM 7 -21 Behavioral Interview Process © 2008 Right. Path Resources, Inc. 87

Behavioral Interviewing 1. Count intensities (scores <38 and >62) 2. Count drive (assertive, achieving, ambitious) 3. Read Blended Profile description (p. 20 -23). Compare Job Description to Strengths, Struggles and Relationship keys. 4. Identify two or three most intense traits. Read strengths and struggles of traits on pages 38 -40 (Path 6) and/or 41 -46 (Subfactors). 5. Identify the greatest gaps between the job and the candidate’s hard -wired behavior. 6. Use Behavioral Interview Questions in the RUM pages 7 -27 to 7 -32 to explore a candidate’s self-awareness and learned behavior. © 2008 Right. Path Resources, Inc. 88

RUM 7 -27 Behavioral Interview Questions © 2008 Right. Path Resources, Inc. 89

HANDOUT Job Fit Case Study #1 Position: Sales Rep § Is warm, friendly and engaging. Builds relationships with potential customers § Listens carefully to customer needs and writes proposals to address their needs § Is self motivated. Keeps pursuing potential clients with minimal supervision. © 2008 Right. Path Resources, Inc. 90

Case Study Discussion 1. Is this person potentially a good fit for the position? 2. What concerns about fit do you have? 3. What interview questions will you use to determine if the candidate is aware of his or her strengths and struggles? © 2008 Right. Path Resources, Inc. 91

HANDOUT Job Fit Case Study #2 Position: IT Manager § Supervises a team of IT professionals to develop information systems. § Builds relationships with department leaders in the company to understand their computing needs. § Manages projects lasting 6 to 12 months, completing on time and under budget. § Troubleshoots computer problems such as hardware failure or virus infections. © 2008 Right. Path Resources, Inc. 92

Case Study Discussion 1. Is this person potentially a good fit for the position? 2. What concerns about fit do you have? 3. What interview questions will you use to determine if the candidate is aware of his or her strengths and struggles? © 2008 Right. Path Resources, Inc. 93

HANDOUT Job Fit Case Study #3 Position: Customer Service Representative § Answers calls from customers who have complaints or problems. § Is able to calm customers who are frustrated or angry. § Troubleshoots customer problems by coordinating with accounting, engineering and marketing departments. © 2008 Right. Path Resources, Inc. 94

Case Study Discussion 1. Is this person potentially a good fit for the position? 2. What concerns about fit do you have? 3. What interview questions will you use to determine if the candidate is aware of his or her strengths and struggles? © 2008 Right. Path Resources, Inc. 95

RUM Tab 8 Right. Path Validation © 2008 Right. Path Resources, Inc. 96

RUM 8 -1 Validation Path 4 and Path 6 § Over 100, 000 assessments completed § 90% accuracy § 95% post-course accuracy § 0. 86 test-retest validity LQ 360 § Statistical and research validation © 2008 Right. Path Resources, Inc. 97

RUM Tab 9 Right. Path Administration © 2008 Right. Path Resources, Inc. 98

Benefits of License § § § Volume discounts Manage your own database, setups, admin, etc. Ability to group users into teams or departments Archival of assessments Team reports Comparison reports © 2008 Right. Path Resources, Inc. 99

RUM Tab 10 Right. Path License (Pass out agreement forms) © 2008 Right. Path

RUM Tab 11 Credits and Profiles © 2008 Right. Path Resources, Inc. 101

RUM Tab 12 Additional Resources © 2008 Right. Path Resources, Inc. 102

RUM 12 -1 Path 4 or Path 6 Factor Questions Control/ Dominance - You’re part of a jury, and there is no consensus, or you’re working on a project with various people not on your team, and there’s not a lot of clarity. What do you do? Interaction/ Extroversion – You’re asked to make a presentation to the exec. team on your departments’ year long project that just got completed. What are your first 2 thoughts? Conflict + Pace/ Compassion – You are having a strong and vocal disagreement among team members, and someone walks out. What do you do? What do you think/feel? Order/ Conscientiousness - How do you plan a vacation? © 2008 Right. Path Resources, Inc. 103

RUM 12 -2 Blended Profiles © 2008 Right. Path Resources, Inc. Rank Blended Profile % of Population Study 1 Networker 16. 39 2 Analyzer 15. 84 3 Driver 10. 93 4 Deep Thinker 8. 03 5 Adapter 7. 85 6 Motivator 7. 11 7 Director 6. 58 8 Strategic Thinker 6. 17 9 Supporter 5. 40 10 Administrator 5. 09 11 Encourager 2. 78 12 Harmonizer 2. 05 13 Detailist 1. 97 14 Cautious Thinker 1. 78 15 Stylish Innovator 1. 59 16 Researcher 0. 44 104

RUM 12 -3 Sample E-Mail Alert In preparation for the _________________ session on ______, you are being asked to complete two Internet profiles: Right. Path 4 and Path 6. These profiles provide key insights into a person's unique behavioral strengths for the work environment and fit well with our initiatives of helping each person develop to his or her full potential. (You’ll be pleased to know that the two profiles together should only take you about 30 minutes to complete. ) You will receive your login ID and password via e-mail from profiles@rightpath. com. Please follow the instructions that come in the e-mail with your notice and have your profiles completed no later than___________. If you’ve already taken the profiles, you will be sent printing instructions to access your reports. You will be able to view and print your results. Please bring these printed reports with you to the session. If you have any difficulty taking the profiles, contact Right. Path at 678 -845 -0400 or contact@rightpath. com. © 2008 Right. Path Resources, Inc. 105

RUM 12 -4 Coaching Tips by Trait Accommodating Strengths Focused on issue and person Uses a process to ask questions Speaks tactfully Listens to coachee Accommodating Struggles • Hesitant to ask challenging questions • Tends to underestimate self and impact • May lack vision to end goal © 2008 Right. Path Resources, Inc. Reserved Strengths Realistic in expectations Persevering Focused on issue and person Moves towards closure Reserved Struggles Can be curt in approach May appear skeptical in considering solutions Drained by too much conversation Challenging Strengths • Can help coachee think logically • Likes to challenge ideas to verify the “why” • Action oriented – calls for action • Can respond quickly to questions Challenging Struggles May be abrupt Can be critical of coaches ideas Sometimes too impatient for solution Asks challenging questions to move the coachee forward Spontaneous Strengths Able to improvise and flex with coachee Responds candidly Flexible and versatile; likes change Instinctive with questioning Spontaneous Struggles Not naturally organized May be overconfident and under prepared May overlook important details necessary to move conversation forward Directing Strengths Directly asks the tough questions Confident in approach Can see big picture and help lead a person there Directing Struggles • Can push own opinions on others instead of letting coachee figure it out • Impatience makes listening a challenge • Directness may be a turn-off to people who are different Engaging Strengths Tends to connect well with others Optimistic in moving a coachee forward Tends to use humor to make a point Good at promoting action in others Engaging Struggles May talk too much and not let coachee express themselves May lack focus May display strong emotions Harmonious Strengths • Good listener • Patient, willing to wait for coachee to process thoughts • Empathetic towards issues • Open and non-threatening Harmonious Struggles Slow to confront or question an issue Often resistant to change May not verbalize true questions or feelings Methodical Strengths Organized and scheduled with time and meetings Establishes systems for questioning Prepares and rehearses carefully Analyzes before deciding Methodical Struggles Can be inflexible May over prepare but lack confidence May focus on details and miss the goal or big picture 106

RUM 12 -5 Leadership Development Plan © 2008 Right. Path Resources, Inc. 107

RUM 12 -7 Team Session Agenda § § § Introduction Understanding Human Behavior—self and others My Unique Profile Exercise Understanding Differences Exercise Team Dynamics—Understand Your Team Breaks every 75 to 90 minutes © 2008 Right. Path Resources, Inc. 108

RUM 12 -8 Path 4/6 Applications and Locations § § Interviewing and Selection Team

RUM 12 -8 – 12 -9 Team Building Prep § Timeline: 12 -9 §

RUM 12 -6 Team Scorecard 1. 2. 3. 4. 5. 6. 7. 8. Objective view of self and team, strengths, struggles, blindspots Trust each other Commitment to team Ability to deal with conflict Understand, accept, respect and capitalize on differences Accountability to team and each other Ability to deal with change Communicate well with each other Rating 1 -10 with 10 being Excellent—needs no improvement and 1 being very poor—needs major improvement © 2008 Right. Path Resources, Inc. 111

Questions and Comments © 2008 Right. Path Resources, Inc. 112

Right. Path Train-the-Trainer