Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
SGR Proposal
0 O ri inet t 5 "utive Search Services La Porte, Texas RFP Number: 12503 Closing: Tuesday, November 29, 2011, 10:00 a.m. Strategic Government Resources Ron Holifield, Principal PO Box 1642 Keller, Texas 76244 214-676-1691 Ron@GovernmentResource.com Tab 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Page 1 4 5 20 22 30 31 32 42 43 46 47 Table of Contents Letter of interest Description of Firm Qualifications of Project Managers Outline of Project Methodology and Work Plan Project Methodology and Work Plan Detail Service Guarantee Volume/Multiple Search Discounts Qualifications of Search Firm Recent Similar Contracts References Tentative Work Schedule Project Cost Certificate of Liability Sample Position Profile Brochure Sample Background Check Report Samples of Assessment Tools SGR ASSTRATEGIC GOVERNMENT RESOURCES November 29, 2011 Purchasing Division City of La Porte 2963 N. 23rd Street LaPorte, TX 77571 Dear Search Committee: Thank you for the opportunity to submit this proposal to assist the City of La Porte in your search for a new City Manager. This proposal provides a comprehensive overview of the approach we would take in your search, including our qualifications, scope of work, references, and the standard work plan we would follow in conducting your search for a new City Manager as well as complete details on professional fees and expenses. I affirm that the contents herein are true and accurate. I founded SGR in 1999 and am the sole owner. SGR's corporate headquarters is in Keller, Texas, and we also have satellite offices in Georgetown -Texas, Austin -Texas, Bloomington Springs -Tennessee, and Fort Rucker -Alabama. SGR is widely recognized as one of the leading local government executive search firms, and many of our clients have used our services for multiple key positions, reflecting the quality of our work and the long-term nature of our relationships. While we have a broad array of search experience, our specialty is conducting executive searches for leading cities similar to La Porte. I would like to draw your attention to a few key items that distinguish SGR from other search firms: SGR's website, where this position would be posted, received over 15,000 local government officials visiting it last month, with over 250,000 page hits — more than any other local government search firm website in the nation. SGR's job board (separate website), where this job will also be posted, is the largest local government job board in the nation, with an additional 8,000 local govermnent job seekers visiting it each month — more than any other municipal job board. Po Box 1642 Yeller, Texas 76244 817-337-8581 www.GovernnientResource.com 2 • My "10 in 10 Leadership and Innovation Update" reaches 7,000 of the most innovative and leading edge thinkers in local government in the nation each week. This position would also be posted in that newsletter and no other search firm has anything similar to reach the real opinion leaders in all fifty states. • I speak at an average of one state or national conference per month providing higher visibility and a stronger network among leading financial and municipal officials than any other firm comes close to. • SGR trains over 1,000 city employees each month in live training classes. • We have online training clients in I 1 states. • SGR has been featured in Entrepreneur Magazine, American Express Open Forum, Texas Event Planning, and the Ladders among others due to our reputation for dramatic customer service, and our innovative business strategies that are changing the way local government recruits, selects, and develops their executives. • SGR is the only search firm in which the recruiter who will manage every aspect of your search has actually managed a city comparable in complexity and scope to the City of La Porte, which allows us to do a far better job than any other firm of helping you rind the right match. Of course with all of that... only one thing matters... results! We are so confident of our ability to deliver exceptional results that SGR offers the strongest guarantee in the search industry. If a candidate selected in our process leaves in less than two years, for any reason whatsoever, we will conduct the search again for no additional professional fee, no questions asked. SGR is the only search firm that can lay claim to having had only two city manager placements not work out in almost 15 years of conducting searches. This proposal lists all of our clients as well as references, and we welcome you to call any of them blind. The simple fact is that no other firm can touch our reputation for being trusted by both clients and candidates, and for successful long term placements. Alan Taylor and I will serve as Co -Project Managers for your search and will handle all aspects of it related to candidate and client interaction. This includes all onsite interviews with key City staff, ongoing status reports to the City, direct recruitment activities, responses to prospect inquiries, initial triage evaluation of resumes, preliminary interviews with candidates, facilitation of meetings to select Semifinalists and again to select Finalists, and assistance in employment negotiations with the candidate. Recently the Amarillo newspaper editorialized that our search process "approached perfection" and praised the City for the outstanding way the search process was conducted and how it built confidence in the community about the ultimate selection. A simple Google search will reveal that we are the only major search firm that has never had a single article where a city official was critical of SGR. By contrast, our two largest competitors have had elected officials reach such levels of frustration that they have been willing to criticize the firm and their processes in the newspaper in the middle of a search! 3 We are truly excited about the prospect of doing this search for the City of La Porte. I look forward to discussing in more detail how we can help you select an exceptional City Manager and am available to visit in person with you at your convenience. The City of La Porte is a high quality of life community, and is deserving of a search firm who will be committed to a home run City Manager selection. I hope you will give us the opportunity to visit with you in person about the possibilities. Respectfiilly submitted, Ron Holifield CEO SGR Executive Search Ron@GovernnnentResource.com 21 d-676-1691 Description of Firm Background Strategic Government Resources (SGR) was founded in 1999 and is fully owned by former City Manager Ron Holifield. Ron spent two high profile decades in city management, which included service as City Manager in several Texas cities. He left city management in 1996 and purchased Government Relations Specialists, a small company that specialized in representing companies that do business with government at all levels. In a little over three years, he doubled the size of the company, growing it into one of the 50 largest lobby firms in Texas. However, Ron missed the sense of making a difference that city management had provided. In response, he sold that company in 1999 and founded SGR for the express purpose of helping to transform local government through employee recruitment, selection, assessment, training, development, coaching, and career path planning. SGR is organized into three primary business lines, Executive Recruitment, Employee Development, and Consulting and is recognized as one of the leading local government executive search firms in Texas. Many of our clients have used our services for multiple key positions, reflecting the high quality of our work and the long-term nature of our relationships. SGR Core Team SGR's core team includes: RON HOLIFIELD, CHIEF EXECUTIVE OFFICER CYNTHIA LEACH, CHIEF OPERATING OFFICER GREG ANDERSON, PRESIDENT, ONLINE LEARNING KRISA DELACRUZ, DIRECTOR OF OPERATIONS LAURIE GROOVER, FINANCE MANAGER LAUREN HOLIFIELD, LEAN PROCESSES COORDINATOR MIKE GIBSON, DIRECTOR OF CURRICULUM ALAN TAYLOR) SENIOR VICE PRESIDENT, EXECUTIVE SEARCH SPECIALIZING IN CITY MANAGEMENT BILL PETERSON, SENIOR VICE PRESIDENT, EXECUTIVE SEARCH SPECIALIZING IN FIRE, EMERGENCY MANAGEMENT AND EMERGENCY MEDICAL SERVICES Office Locations SGR's corporate headquarters is in the Dallas/Fort Worth Metro area in Keller, Texas. SGR also has satellite offices in Austin -Texas, Bloomington Springs -Tennessee and Fort Rucker -Alabama. 4 Qualifications of Project Managers Ron Holifield and Alan Taylor will serve as Co -Project Managers for this search. Both men have a national network of relationships developed through years of public service. Only SGR can work all of the relevant networks as a peer and insider, resulting in better recruitment, better investigation, better intelligence, better information, and better final decisions. Ron Holifield, CEO Ron Holifield spent 17 high profile years in city management before entering the private sector. He served as Assistant City Manager in Plano, Texas, City Manager in Garland, Texas, and City Manager in three other mid -size and smaller cities. Ron is a frequent speaker at city management conferences nationwide. In addition, he has written numerous articles and was a periodic contributor to Texas City Manager Magazine on Innovations That Make a Difference. Ron has served on numerous state and national committees and is an active member of the International City/County Management Association (ICMA), the Texas City Management Association (TCMA), Urban Management Assistants of North Texas (UMANT), and several other regional organizations. He holds a BA from Abilene Christian University, and an MPA from Texas Tech. Ron brings strength to the executive recruitment profession with his extensive experience as a city manager. Numerous professionals around the nation have worked with Ron over his long career, giving SGR a network among municipal management professionals that is unequaled. Ron also brings a unique ability to evaluate candidates from the perspective of a city manager and assist city officials in effectively understanding not just qualifications, but issues of management style, reputation, and philosophical compatibility. Alan Taylor, Senior Vice President, Executive Search specializing in City Management Alan Taylor retired as City Manager in Amarillo, Texas and joined SGR in the summer of 2011 as Senior Vice President. He rose through the ranks to become City Manager in Amarillo, with particular expertise in the fields of Planning, Code Compliance and Building Inspections. Alan is an ICMA Credentialed Manager, holds a Graduate Certificate from the Public Executive Institute, and is the recipient of a Gold Addy Award for Communications Excellence from the American Advertising Federation. He has also served on the Board of Directors of the Texas City Management Association and as an International Committee Member for the International City Management Association. He holds a BA in Environmental Design and a Master of Urban Planning Degree, both from Texas A&M University. 5 The management structure for this search: Ron Holifield, CEO of SGR Alan Taylor, Senior Vice President Ronald Mack Holifield Resume — March 2011 Strategic Government Resources, P.O. Box 1642, Keller, Texas 76248 Cell: 214-676-1691, Ron@GovernmentResource.com PROFESSIONAL HISTORY Strategic Government Resources -- Owner & CEO January 1999 to Present • Owner and CEO of this strategic management firm, assisting local governments and companies that do business with local government. • Specialties include executive recruitment, leadership and management development and training, facilitating aggregated buying agreements, developing various innovative public private partnerships, and providing management consulting for local governments and non profits, including team building, goal setting and strategic visioning. • Clients have included over 200 local governments, as well as NASA, TXU, Oncor Utility Solutions, Accountability International, VIOLA, Storage Tek, SportsCenter, Energy Technology Group, Options Real Estate, BSW Chambers of Commerce, HVJ Engineers, Pro Players Foundation, and others. • Our municipal training alliance Is now the largest in the nation with almost 200 member cities in Texas, Oklahoma, and Virginia. We currently train over 1,000 municipal employees on a variety of leadership and management issues each month. In addition, we currently provide online training in 11 states. • As CEO of Strategic Government Resources, I have been interviewed and/or quoted by various news publications and media outlets on issues related to local government. These publications include: National Public Radio, Texas City Manager Magazine, Texas Town and City, Government Technology Magazine, GovWire Online Magazine, Federal Computer Week Magazine, CIO Magazine, Entrepreneur Magazine, Dallas Morning News, Dallas Business Journal, Plano Star Courier, DFW Tech Biz, Today Newspapers, Focus on the News, D Magazine, International Association of Chiefs of Police Journal, WOAI TV and KRLD and KTET Radio, as well as local news stations in numerous markets. Government Relations Specialists — Owner & CEO August 1996 to September 2001 • Owner and CEO of this 20 year old governmental consulting firm, specializing in representing businesses doing business with government and in legislative advocacy efforts. 7 • During my tenure as owner and CEO, the business doubled in size, becoming the 49th largest lobby firm in Texas, after which I sold it to one of my employees so that I could focus more of my efforts on a second business I had begun (Strategic Government Resources). • Major clients included American Express, Aramark, Automated Licensing Systems, Children's Comprehensive Services, Executone, IBM, Quorum Health Group, Library Systems and Services, PeopleSoft, SCT, Space Imaging, TXI, Verizon, Waste Management of North America, and Xerox. City of DeSoto, Texas — City Manager October 1994 to August 1996 • City Manager of this highly diverse suburban community, located 20 mini tes south of downtown Dallas. • I was hired to lead a rapid cultural change at City Hall, with a specific challenge to transform the organization from one known for being highly bureaucratic, stagnant, and ineffective in economic development, into one known for being aggressively customer service driven, highly successful in the economic development arena, and operating in a very cost effective manner. Significant accomplishments in Economic Development: — Named by Texas Business Magazine as one of the top 20 Texas cities to relocate a business. Evaluations were based upon pro -business environment, cost of doing business, infrastructure and city services, crime, and quality of life. — Named by Texas Business Magazine as one of the "Best Run Cities in Texas." Evaluations were based upon the strength of upper management, fiscal responsibility, staff diversity, vision, and quality of services delivered. — Later, Texas Outlook Magazine named DeSoto as one of the top 25 Texas cities for economic development. • Other significant achievements: — Dramatic improvements in all financial operating systems. — Complete overhaul of the city's personnel systems. — Implementation of the city's first comprehensive long range capital improvements program. — Substantial increases in the city's fund balances. — Increase in commercial building permits in excess of 1,000% over the previous year. — Attainment of the lowest crime rate of any major city in the Dallas -Fort Worth Metroplex. 8 City of Garland, Texas - City Manager November 1991 to June 1994 • City Manager of this rapidly growing city, which owns and operates an electric production and distribution system, a regional wastewater treatment system, a regional landfill, and a heliport, and offers a variety of social services and strong cultural arts. The ninth largest city in Texas, Garland's current population Is in excess of 220,000 with over 2,300 employees, and an annual operating and capital budget in excess of $350 million. • I was hired in 1991 to take this very traditional manufacturing -based community and rapidly position it as a statewide leader, transforming its one-dimensional image and reputation as a blue-collar suburb into that of a leading first tier city. • Specific City Council goals established and achieved during my tenure include: - Financial Management - Strengthen the financial position of the City, and overhaul the City's financial and budgetary systems to make them more accountable and understandable; make Garland's cost of services more competitive with area cities; minimize dependence on debt; and, operate City utilities as if they were private enterprises. - Economic Development - Reinvigorate the City's economic development program, positioning Garland as the statewide leader in demonstrating that strong environmental policies and strong economic growth efforts are compatible; and enhance citywide housing and neighborhood standards. - Quality of Life - Provide Garland with a national profile in the Arts; dramatically improve Garland"s commitment to basic infrastructure repair and replacement; make Garland the safest city in the Metroplex; and, revitalize downtown. - Organizational Excellence - Establish an organization whose diversity reflects the community; establish routine evaluation of privatization alternatives; introduce benchmarking as the basis for effective performance measurement; dramatically improve citizen communication and trust in the integrity of local government; create an innovation -minded organization, known for a results -orientation, and capable of overcoming traditional bureaucratic mind -sets and obstacles. City of Plano, Texas - Assistant City Manager, Assistant to the City Manager November 1986 to November 1991 • Served in a variety of capacities in this rapidly growing, premier city, including: Assistant City Manager of Community Services, Assistant City Manager of Administration, Acting Assistant City Manager for Development, and Assistant to the City Manager. • Significant accomplishments while with Plano include: - Designed an Affirmative Action Program that doubled mid- and upper -level management representation in four years while maintaining a "best -qualified" standard. 109 — Designed a Disadvantaged Business Purchasing Program that dramatically increased minority business contracts without quotas. — Served as Project Manager for a $19.5 million Civic Center Project, bringing it in $2 million under budget. — Assisted in negotiating details of the JC Penney headquarters relocation from New York City to Plano. — Created Plano's first Convention/Visitor's Bureau, becoming a highly effective city department that exceeded year six sales and bookings projections in the first year. — Initiated Plano's first Neighborhood Integrity Program, protecting neighborhood stability. — Achieved a $750,000 sales tax windfall for the city by creatively designing construction contracts for two large economic development projects (EDS and JC Penney). — Designed an Employee Wellness Program which resulted in participant health care costs equaling only one-third those of non -participants. City of Farmersville, Texas — City Manager May 1984 to November 1986 • First City Manager of this full service city, which operates an electric distribution system and two city lakes. • Major achievements were in the areas of growth management, infrastructure improvements and municipal finance. City of Sundown, Texas — City Manager May 1982 to May 1984 • City Manager of this full service city, which operates a natural gas distribution system and a municipal golf course. • Major achievements were in the areas of economic development, public/private partnerships, infrastructure improvements, and municipal finance. City of Lubbock, Texas — City Administrative Intern to the City Manager January 1981 to May 1982 • Administrative Intern to the City Manager of this major city, which operates a municipally owned electric utility. • Primary accomplishments were in the area of performance measurement. EDUCATION 10 • Texas Tech University— Masters of Public Administration • Abilene Christian University— Bachelor of Arts, Government Major / Student Association President MAJOR MUNICIPAL MANAGEMENT AWARDS for Organizations I Managed • Named "One of the Ten Best Managed Cities In Texas" by Texas Business Magazine, 1995 • Named "One of the Top 20 Cities to Relocate Your Business to" by Texas Business Magazine, 1995 • Named "One of the Top 25 Cities for Economic Development" by Texas Outlook Magazine, 1996 • 3CMA Economic Development Marketing Campaign Savvy Award Certificate of Excellence for International Development and Local Realtor Ads, 1994 • International Association of Chiefs of Police, Excellence in Policing Award for Neighborhood Service Team, 1994 • Finalist, Governor's Environmental Excellence Award, 1994 • Texas Natural Resource Conservation Commission Award for Excellence, 1993 • American Society of Landscape Architects, Texas Chapter, Environmental Stewardship Award for Garland's Spring Creek Forest Preserve, 1993 • Dallas Business Journal, "Metroplex Real Estate Deal of the Year (Existing Build ing),"1992 • GFOA Award for Distinguished Budget Presentation, 1992, 1993, 1994, 1995, 1996 • GFOA Certificate of Achievement for Excellence in Financial Reporting, 1992, 1993, 1994, 1995, 1996 PROFESSIONAL, PARTICIPATION • Author, "Fourth Dimension Leadership", 2010 • Author of a Monthly Column in Texas City Manager Magazine on "Innovations that Make a Difference", 1999-2003 • Member, International City/County Management Association (ICMA), 1982-present • Member, Texas City Management Association (TCMA), 1982-present • ICMA Task Force on Employment Agreements, 2001-2003 • ICMA Management Innovations Panel, 1999-2000 • ICMA Conference Evaluation Committee, 1999 • ICMA/Innovation Groups National Management Practices Panel, 1995-1996 • Author, "The Public Executive's Complete Guide to Employment Agreements", book published by ICMA and the Innovation Groups, 1996 • Texas Innovation Groups Executive Committee, 1992-1996 11 • Author, "Crossing Department Lines — Garland's Neighborhood Service Team", article published In the International Association of Chiefs of Police National Journal, 1994 • Author, "Redefining Thinking, Structures and the Rules of the Game in Government", article published in Texas Town and City Magazine, 1993 • Contributor, State Comptroller Bob Bullock's handbook for municipalities: "Standard Financial Management System for Texas Cities", • Texas Municipal League Advisory Committee on Legislative Affairs — Personnel Issues, • TCMA Ethics and Professional Standards Committee, • TCMA Annual Conference Committee, SPEAKING ENGAGEMENTS • National Parks and Recreation Association Annual Conference, 4th Dimension Leadership, 2011 • Texas Municipal Human Resources Association Annual Nuts and Bolts Conference — Effective Hiring Practices, 2011 • WMI Annual Employee Conference —Thriving in the New Normal, 2011 • Northwest States City Management Association Annual Conference —The Changing World of Ethics, 2011 • Ohio City Manager's Association, Annual Conference — 4th Dimension Leadership, 2011 • Oklahoma City Manager's Association Annual Conference —The Changing World of Ethics, 2011 • Law Enforcement Management Institute of Texas — Strategic Budgeting, 2011 • Law Enforcement Command College — Strategic Budgeting, 2011 • Texas City Management Association Annual Conference — Creating an Effective Employee Development Program, 2010 • Public Risk Management Association Annual Conference — Employee Health Clinics, 2010 • Texas Recreation and Parks Association Annual Conference —4th Dimension Leadership, 2010 • North Texas Purchasing Association Annual Conference —Effective Collaboration, 2010 • Law Enforcement Management Institute of Texas —Strategic Budgeting, 2010 • Law Enforcement Command College —Strategic Budgeting, 2010 • West Texas City Management Association Annual Training Conference — Effective Collaboration Across Organizational Lines, 2009 • Texas Municipal League Regional Meeting — Keys to Successful Collaboration, 2009 • Texas Municipal Human Resources Association Annual Nuts and Bolts Conference — Effective Wiring Practices, 2009 • Law Enforcement Management Institute of Texas —Strategic Budgeting, 2009 • Law Enforcement Command College — Strategic Budgeting, 2009 • East Texas City Management Association Annual Training Conference— Effective Collaboration Across Organizational Lines, 2008 12 • East Texas City Management Association Annual Training Conference — Understanding and Managing Generational Differences, 2007 • International City/County Management Association Annual Conference — The Role of Faith Based Organizations in Disaster Planning, 2006 • Certified Public Manager Program — Achieving Exceptional Customer Service, 1995-2005 • North Texas Municipal Association Management Institute —Tools for Effective Leadership, 2006 • City of Carrollton, Texas, Leadership Academy — Principles of Public Service, 2006 • City of Arlington, Texas, Leadership Academy — Developing Your People, 2005 • Keynote Speaker, Urban Management Assistants of North Texas Annual One Day Conference — Innovative Revenue Sources for Cities, 2005 • Leadership Southwest - How to Successfully Run for Office, 2004, 2006, 2008 • International City/County Management Association Annual Conference —Contract Negotiations, 2003 • Keynote Speaker (along with the Deputy Secretary of Defense), Government Electronics and Information Technology Association Information Technology and Defense Electronics Forecast Annual Conference — Homeland Security at the State and Local Level, 2002 • Transforming Local Government Conference — Doing Business with Local Government, 2001 • National Association of Counties Annual Conference — Doing Business with County Government, 1999 • World Services Congress — Building Public Private Partnerships, 1999 • Central Texas City Management Association — Contract Negotiations, 1999 • Carolinas -Virginia Hospital Trustee/Physician Conference — Effective Government Relations, 1999 • Quorum Ohio CEO Conference — Effective Government Relations, 1999 • Chairman of the Board In -Service Training, Quorum — Effective Government Relations, 1999 • Quorum Foundations for the Future — Effective Grass Roots Advocacy, 1999 • Quorum Chairman of the Board Training — Advocacy Leadership, 1998 • Iowa Municipal Management Institute — Entrepreneurial Government, 1997 • Quorum Foundations for the Future — Effective Legislative Advocacy, 1997 • Quorum Board of Trustees Training — Legislative Leadership, 1997 • Urban Management Assistants of North Texas, Conference of Minority Public Administrators, and National Forum for Black Public Administrators Joint Workshop — Organizational Transformation, 1996 • Innovation Groups Regional Conference — Contract Negotiations, 1996 • Texas City Management Association Annual Conference — Employment Agreements, 1996 • Florida City/County Management Association Annual Conference — Employment Agreements, 1996 • North Carolina City/County Management Association Annual Conference — Employment Agreements, 1996 13 • Quorum Foundations for the Future — Effective Grass Roots Lobbying, 1996 • International City/County Management Association Conference — Employment Agreements, 1996 • Texas City Management Association Conference — Serving Changing Councils, 1995 • Kansas Innovation Groups Regional Workshop — Beyond Community Policing, City - County Communications & Marketing Association National Conference — Marketing Your City, 1995 • National League of Cities Innovations in Government National Conference — Cluster Management and Neighborhood Service Team Concepts, 1994 • Innovation Groups Regional Workshop — Making Your City More Productive, 1993 • Texas Foundation for the Improvement of Local Government Institute — Entrepreneurial Government, 1993 • Session Facilitator, ICMA Annual Conference, on "Evaluating the Performance of the City Manager", 1998 OTHER HONORS AND ACTIVITIES • American MENSA member • Distinguished Alumni, Abilene Christian University, 1999 • Abilene Christian University Public Administration Visiting Committee, 1992-1998 • Texas Tech University, Center for Public Service, Alumni of the Year 14 ALAN M. TAYLOR 216 Apache Mountain Lane Georgetown, Texas 78633 512-943-9607 (home) (806) 678-3758 (cell) alantaylor.gtx@gmaii.com BACKGROUND INFORMATION I am a recently retired City Manager / Professional Public Executive with approximately 34 years of proven and highly responsible Texas local government and municipal operations experience. With my extensive local government service experience and associated education and professional training, I specialize in executive and staff recruitment services, administrative leadership mentoring and problem solving, employee training, organizational planning and development and other direct professional consulting services for Texas municipal and other local government organizations. PROFESSIONAL HISTORY July 2010 - Present SENIOR VICE PRESIDENT EXECUTIVE SEARCH SPECIALIZING IN CITY MANAGEMENT SGR conducts more Texas city manager searches than any other firm, and is the largest local government training firm in the nation, training over 1,000 city employees per month for approximately 200 local government clients. SGR Online Learning has municipal clients in 11 states. I am the Senior Vice President who specializes in conducting city manager executive searches for SGR. June 2004 to June 2010 CITY MANAGER - City of Amarillo, Texas (Population of 194,000 people and having a 102.39 square mile corporate area located in Potter and Randall Counties) I had the privilege to serve as the Chief Executive Officer (CEO) responsible for the administration and daily operation of the City of Amarillo, a home rule municipality operated under the Council / Manager form of government. As City Manager, I administered annual organizational budgets of up to $ 336 million dollars, through eight operating Divisions and forty-seven Departments having a total workforce of approximately 2200 employees. My past duties as City Manager may be summarized by the following primary areas of municipal administration: Administrative Management - Directed the dally administration and management of the Amarillo municipal organization under the policy direction of the Amarillo City Commission. Full responsibility for administrative oversight of all operations, services and programs of the City through the administration and enforcement of City Ordinances, Resolutions, codes, policies and procedures; Directed organizational short and long range policy formulation, financial and capital improvement planning, implementation and project management; purchasing and procurement of equipment, goods and services; Human Resources operations and staff 15 development and retention; Ensured the continual provision of effective, courteous and pro- active customer service assistance and public complaint resolution; Acted as the primary liaison between the City Commission and all City Boards and Commissions; and guided the daily personnel leadership and associated supervision of Division Directors, Department Heads and City employees; Financial Administration - Directed the preparation, review and oversight of short term, annual and long range budgets, capital improvements, investments, pension activities and other financial operational needs through coordination and oversight of Divisions and Departments; Provided and ensured the daily Interactive management and oversight of all financial, accounting, purchasing, human resources and management Information systems service and program functions of the City; Public / Intergovernmental Relations - Ensured the general public, business community and other governmental entities were properly and effectively Informed of matters related to the affairs, operations, services and programs of the City; Directed and maintained helpful, open and prompt communications with the public and the local news media thereby enhancing effective public relations and a positive, customer service oriented image of municipal government; Served as the primary City liaison to other governmental entities; and Economic Development / Tourism - Served as Co -Director of a City and Amarillo Economic Development Corporation ( AEDC) team which promoted the development, expansion and retention of local business and industry. This role Included an active involvement in the solicitation, recruitment and deal negotiation for all Amarillo economic development prospects and projects. Also was responsible for the administrative oversight of the operations and activities of the Amarillo Convention and Visitors Council (CVC), which was operated under annual contract funding from the City. October 1987 to June 2004 ASSISTANT CITY MANAGER - City of Amarillo, Texas I served as the sole Assistant City Manager for the City of Amarillo municipal organization. In this position, I was the Chief Operating Officer (COO) of the City under the direction of the City Manager and the Amarillo City Commission. During my long tenure In this position, I was authorized by the City Commission with complete and absolute authority to execute all legal, contractual, financial and other requirements associated with the ongoing operations of the City. I automatically assumed the full responsibilities of the City Manager during all absences from work and the community by the incumbent. November 1983 to September 1987 ADMINISTRATOR / BUILDING OFFICIAL Code Enforcement Department, City of Amarillo, Texas; I was the Manager of a line operations Department with average annual operating budget of over $ 2.5 million dollars. The Department was separated into two operating divisions: Building Services and Neighborhood Services. The Building Services Division consisted of code review and analysis, licensing, permitting and 16 field inspection of all building, electrical, plumbing, and mechanical and all other construction and public works related activities within the City. During my administrative tenure, over $ 520 million dollars in construction activity was regulated, including the issuance of 38,000 permits and the performance of approximately 165,000 field inspections. The Neighborhood Services Division consisted of offense, nuisance, zoning, housing, sign and alcoholic beverage enforcement and associated licensing and permitting. The division also performed substandard structure abatement, weed control, junk and debris removal and junked vehicle abatement programs. During my administrative tenure, this division processed 20,200 occupational licenses and permits and performed over 68,300 field inspections. I was responsible for all Department activities through a staff of 28 full-time employees and 15 private contractors associated with weed control, junk and debris removal and junked vehicle programs. I also served as an Ex-Officio member and Administrator of the Amarillo Zoning Board of Adjustment, Building Board of Appeals, Fire Code Board of Appeals, Board of Electrical Examiners, Plumbing Advisory and Appeals Board, Heating and Air Conditioning Advisory and Appeals Board and the Mayor's Advisory Commission for the Disabled. Pecember 1977 to October 1983 CITY PLANNER II, Planning Department, City of Amarillo, Texas; I was the Deputy Department Head and daily operations administrator of the Planning Department, which was responsible for all zoning; subdivision development review and platting; annexations; urban planning and design; land and specialized neighborhood planning; property dedications and vacations; City property sales and purchases; License and Hold Harmless Agreements; Federal Flood Hazard Regulation; Extraterritorial Jurisdiction Regulation; and Comprehensive Planning for the Amarillo corporate and M.S.A. area. The Department also functioned as the primary research and analysis staff for the Amarillo Mayor and City Commission, City Manager and other City Departments. Research and analysis which I directed and also performed included capital improvements programming; departmental operations analysis; statistical research analysis; and miscellaneous projects including campus planning for local college and schools; fire station and library location studies; economic and industrial development forecasting; enterprise fund rate studies; Federal Revenue Sharing and Block Grant fund budgeting and programming and municipal computer systems and services. In this position, I was responsible for all daily operations for this Department having 12 full- time employees. I also served as an Ex-Officlo member and the Administrator of the Amarillo Planning and Zoning Commission and the Board of Appraisal Review. January 1977 to November 1977 ADMINISTRATIVE INTERN, Fayette County (LaGrange) Texas, Pilot County Administration, Planning and Resource Program Graduate School Internship in which I served as the Director of a pilot program sponsored and funded by the Texas Department of Community Affairs, the Capital Area Planning Council of Governments (CAPCOG) and Texas A & M University to determine and evaluate effective future policies and procedures for the possible creation of administrative management, planning and resource development programs for Texas counties. This specialized program effort was 17 directly commissioned by the Texas Legislature related to its consideration and evaluation of legislative bills then filed for the adoption and enactment of county ordinance -making powers. The administration of this program required the development of extensive Inter -governmental cooperation and strong working relationships with State officers and local officials in each Fayette county municipality, including the creation of an active citizen participation program to advise the Fayette County Judge and Commissioners Court. September 1976 to December 1976 PROJECT DIRECTOR, Capital Area Planning Council of Governments (CAPCO), Austin, Texas, North Sector Study Project Director / Manager of a 5-member Texas A & M University graduate student consultant team on the CAPCO Phase II, III and IV North Sector Study, which was a comprehensive planning and future economic development and management plan for Northern Travis and Southern Williamson Counties, Texas. The Cities of Austin, Round Rock, Georgetown, Cedar Park, Leander and Liberty Hill did adopt this plan study in 1977 and the associated urban planning and economic development goals and growth policy directives. This project required extensive interaction with each of the City Councils and Planning and Zoning Commissions in the two county study areas. June 1976 to September 1976 PROJECT DIRECTOR, City of College Station, Texas Comprehensive Plan Update Project Director / Manager of a 10-member Texas A & M University graduate student consultant team commissioned to perform an update of the then existing College Station Comprehensive Plan. This Comprehensive Plan Update was subsequently adopted by the College Station Planning and Zoning Commission and City Council and implemented for its future City development policies and procedures. EDUCATION CERTIFICATIONS AND HONORS Master of Urban Planning Degree, Texas A & M University, 1977 Bachelor of Environmental Design Degree, Texas A & M University, 1976 Tau Sigma Delta, National Honor Society Inductee, Texas A & M University, 1975 Graduate, Conroe High School, Conroe, Texas, 1972 All -State, All -Region Honors Awards Recipient, Conroe High School, Conroe, Texas, 1971, 1972 ICMA Credentialed Manager, International City -County Management Association, 2003 through 2010 Graduate Certificate, Public Executive Institute, University of Texas at Austin, Lyndon B. 18 Johnson School of Public Affairs, 1991 Recipient of 2010 Gold ADDY Award for Public Communications Excellence, from the American Advertising Federation, Amarillo, Texas Chapter PROFESSIONAL ACTIVITIES Texas City Management Association, Life Member Board of Directors, Texas City Management Association 1991-1993 Budget Committee Member, Texas City Management Association 1992-1993 Annual Conference Committee, Vice Chairman, Texas City Management Association 1992-1993 Ethics Committee Member, Texas City Management Association 1988-1990, 1994-1997 Public Policy Committee Member, Texas City Management Association 1990-1991 Membership/Public Relations Committee Member, Texas City Management Association 1999- 2000 Mentoring and In -Transition Committee Member, Texas City Management Association 2003- 2006 Texas Panhandle City Managers Association, Life Member President, Texas Panhandle City Managers Association 1990-1991 Vice President, Texas Panhandle City Managers Association 1989-1990 International City / County Management Association, Full Retired Member International Committee Member, International City / County Management Association 1992- 1993 United Way of Amarillo, Former Four (4) Term Member of the Board of Directors Amarillo intergovernmental Relations and Legislative Committee, Former Member Amarillo Downtown Development Committee, Former Member Amarillo Population Technical Committee, Former Chairman and Member Amarillo Metropolitan Planning Organization (MPO), Former Chairman and Member Amarillo Area Joint Terrorism Response Group, Former Chairman 19 Outline of Project Methodology and Work Plan Our clients come to SGR for the personalized touch and outstanding results that they cannot get from the typical mass production search firms. This proposal outlines our methodology and key components of the work plan for recruiting this position for you. Overview SGR provides a comprehensive scope of executive search services; and each executive search service contract is tailored to meet the client's specific needs. ' However, a full service executive search typically entails the following: Step One: Organizational Inquiry and Analysis Outline Project Plan and Timeline Individual Interviews with Search Committee and Key Personnel Development of Draft Position Profile (text) Professional Production of High Quality Brochure Search Committee Briefing One Step Two: Advertising and Recruitment Ad Placement Email Distribution of Position Profile Phone Contacts Ongoing Communication with Prospective Candidates Step Three: Initial Screening and Review Management of Resumes Technical Scoring of Resumes Search Committee Briefing Two Selection of Quarterfinalist Candidates Step Four: Evaluation of Quarterfinalist Candidates Personal Interaction with Quarterfinalist Candidates Quarterfinalist Narrative Questionnaires Search Committee Briefing Three Selection of Semifinalist Candidates Step Five: Evaluation of Semifinalist Candidates Personal Interaction with Semifinalist Candidates DISC Personality Profile Assessment DiSC Management Style Profile Assessment Recorded online interviews (optionao Online In Basket Exercises (optional) Search Committee Briefing Three Selection of Finalist Candidates 20 Step Six: Evaluation of Finalist Candidates and Interviews Comprehensive Media Reports Conduct Interviews Assessment Center (optionan Comprehensive Background Screening Reports Reference Checks Search Committee Briefing Four Step Seven: Closing the Deal Determine the Terms of an Offer Negotiate Terms and Conditions of Employment Announcement/Press Release Transition Strategy 21 Project Methodology and Work Plan Detail Step 1.: Organizational Inquiry and Analysis In the Organizational Inquiry and Analysis Stage, SGR devotes tremendous energy to understanding your unique culture, environment, and goals to ensure you get the right match for your particular needs. Outline Project Plan and Timeline SGR will meet with the client at the outset of the project to finalize the search plans and timeline. At this time, SGR will also request that the client provide additional information about the organization and the position. Information requested will include general information or available resources about the community, school district, economic vitality, political leadership, organization, strategic plan, governing body goals and objectives, budget information, major projects, job description, salary range, benefits package, etc. Individual Interviews with Search Committee and Key Personnel Fully understanding your needs is the most critical part of conducting a successful executive search. SGR conducts individual interviews with the Search Committee, key staff, and/or direct reports to find out more about the position, special considerations, and the political environment. These interviews last approximately one hour each and identify individual issues that may affect the dynamics of the search, as well as develop a composite understanding of the client's preferences. This process helps with organizational buy -in and will assist us in developing the profile as we look for any significant staff issues or major disconnects that may not otherwise be apparent. Development of Draft Position Profile Following the individual interviews and internal analysis, SGR will develop a draft position profile that is reviewed and revised in partnership with you until everyone agrees it accurately reflects the sought-after leadership and management characteristics. Professional Production of High Quality Brochure SGR will create a marketing piece for the position in the form of a high quality electronic (pdo brochure. A sample brochure is located behind TAB 14. Search Committee Briefing One The first briefing with the Search Committee is designed to report on themes or trends identified in the individual staff interviews and in particular to determine if there are any disconnects in perceptions or expectations regarding the roles and responsibilities of the position. This meeting includes utilization of two different proprietary instruments designed to assist the Search Committee in defining and articulating the desired attributes of the successful candidate. 22 SGR's goal is to zero in on the specific attributes you want and need, both tangible and intangible. SGR will evaluate the responsibilities, organizational and cultural demands, technical background, personality, and potential required. SGR will also develop a clear understanding of salary range, benefits, and other relevant employment expectations. Of particular importance is to identify any "litmus tests" that are absolute prerequisites to you before starting the recruitment. Step 2: Advertising and Recruitment The Advertising and Recruitment stage includes distribution of the position profile, advertising the position, contacting prospective candidates, responding to inquiries about the position, and communicating with prospective candidates. Ad Placement The Project Manager and the client work together to determine the best way to advertise and recruit for the position. Ads are typically placed in various state and national publications, targeting the most effective venues for reaching qualified candidates for that particular position. Email Distribution of Position Profile SGR's preferred strategy is to rely on electronic distribution of the position profile brochure. SGR will typically send 300-500 one -at -a -time personal emails to key opinion leaders and potential prospects across the country. By utilizing an email distribution strategy, these brochures tend to "get legs" of their own, reaching 4-5 times the number personally sent out and resulting in a very high penetration rate at minimal cost. Phone Contacts SGR may have the largest private database of local government officials in the nation, with several thousand contacts on file. Ron Holifield will personally "work the phones" with approximately 100 key opinion leaders in the local government profession from around the nation. Some of these calls are for the purpose of soliciting high potential candidates, while other calls are to encourage key opinion leaders who know their states/regions to share information on high potential prospects in their professional circles. Ongoing Communication with Prospective Candidates SGR communicates with all prospective candidates on a frequent and ongoing basis to ensure they stay enthusiastic about the opportunity. Outstanding prospects often will not submit a resume until they have done considerable homework on the available position. A significant number of inquiries will be made, and it is essential that the executive search firm be prepared to answer those questions with fast, accurate, and complete information, and in a warm and personal manner. This is one of the first places a prospective candidate will develop an impression about organization, and it is an area in which SGR excels. These interactions will encompass email, phone, and face-to-face correspondence. 23 Ongoing communication with candidates typically consists of up to three personal phone calls per candidate, 4-6 email exchanges, a weekly distribution of relevant news articles, and 4-6 formal updates on the process by the time the conclusion is reached. The content of these communications is often responding to routine questions from the candidates or asking the candidates questions about items that may show up in the media about them or issues we pick up in the grapevine about them. In addition, SGR subscribes to clipping services and provides regular news updates to all candidates on current issues related to your community so that the candidates are developing a deeper understanding of your circumstances and needs even as they go through the recruitment phase. One of the reasons SGR consistently delivers a far superior candidate pool than any of our competitors for similar positions is the extensive communication we provide to our candidates during a search process. Step 3: Initial Screening and Review This stage of the executive search involves managing the flow of resumes, screening and evaluating resumes, and ongoing personal interaction with prospective candidates. Once the bulk of resumes have been received, SGR will meet with the client to present a comprehensive progress report. Management of Resumes Handling the flow of resumes is an ongoing and significant process. On the front end, it involves tracking resumes and promptly acknowledging their receipt. It also involves timely and personal responses to any questions or inquiries. SGR uses a triage process to identify high probability, medium probability, and low probability candidates. At this stage in the search, the triage process is focused on qualifications and known issues with individual candidates. This sifting process assesses how well candidates' applications fulfill the recruitment criteria outlined in the position profile. Technical Scoring of Resumes In contrast with the initial triage process described above, which focuses on subjective assessment of the resumes and how the candidates present themselves, this step involves very detailed analysis and scoring of the resumes of the high and medium probability candidates in comparison to the recruitment criteria outlined in the position profile. Search Committee Briefing Two At this briefing, SGR will provide a comprehensive progress report and will facilitate the selection of about 20 quarterfinalists. The presentation will include summary information on the process so far, the candidate pool overall, and any trends or issues that have arisen, as well as a briefing on each candidate and their credentials. No other firm offers this level of reporting detail and transparency. 24 Step 4: Evaluation of Quarterfinalist Candidates Reviewing resumes is an important and valuable step in the executive search process. However, the simple fact is that resumes can be misleading. They tell you nothing about the individual's personal qualities or his/her ability to get along with other people. Resumes can also exaggerate or inflate accomplishments or experience. SGR's responsibility is to go deeper than the resume to ensure that those candidates who continue in the process are truly outstanding. Personal Interaction with Quarterfinalist Candidates SGR's goal is to have a clear understanding of the person behind the resume and what makes him/her an outstanding success for you. The evaluation of quarterfinalist candidates includes follow-up by phone when appropriate to ask any questions about underlying issues, as well as preliminary background checks as needed. Based upon the number of candidates still in contention at this stage, phone interviews, and potentially even personal interviews, may be conducted by SGR. Quarterfinalist Narrative Questionnaires SGR will ask quarterfinalist candidates to complete a comprehensive written exercise designed to provide greater insight into candidate thought processes and communication styles. SGR's written instrument is custom -designed around the priorities identified by the Search Committee and usually includes about 20 questions focusing on 5-6 key areas of particular interest to the client. This written instrument will be included with resumes in the briefing books prepared for each member of the Search Committee. Search Committee Briefing Three At this briefing, SGR will provide a comprehensive progress report and will facilitate the selection of about 12 semifinalists. Stem 5: Evaluation of Semiifinalist Candidates Personal Interaction with Semifinalist Candidates SGR will continue personal interaction with each of the semifinalist candidates, going deeper on particular issues that have been identified which warrant greater insight and understanding. Psychometric Assessments It is critical for you to know as much as you can about your new executive before hiring him/her. Historically, employers have depended upon resumes, references, and interviews as sources of information for making hiring decisions. In practice, these sources have proved inadequate for consistently selecting successful employees. The use of assessments has become essential for employers who want to place the right people in the right positions. SGR uses DiSC profile assessment tools, which are among the most validated and reliable personal assessment tools available. 25 SGR will ask semifinalists to complete two DISC profile assessments. The DISC Dimensions of Behavior explore behavioral issues across four primary dimensions: Dominance, Influence, Steadiness, and Conscientiousness. This allows deeper understanding about individual behavioral characteristics than is possible in a traditional interview. The DiSC Behavioral Profile, combined with the DISC Management Profile, provides a meaningful psychometric analysis of the semifinalists. The personal behavioral profile examines basic personality attributes using the DiSC typology. The feedback covers a broad range of behavioral characteristics, including behavioral strengths and weaknesses, motivating and de -motivating factors, and management and selling styles. The DISC Management Profile analyzes and reports comprehensively on the candidate's preferences in five vital areas: management style, directing and delegating, motivation, development of others, and working with his/her own manager. The psychometric assessment tools provide additional information about candidates to assist in determining which qualified candidate is the best match for your organization. Samples of the two assessment reports are included in behind TAB 16. Recorded Online Interviews (optional) When desired, SGR will conduct our proprietary advance interview process with the semifinalists using our online recording system which allows us to interview candidates, and create an audio and video recording of the interviews. We then burn those interviews onto a disc, and create copies for all of the Search Committee members. This provides a very insightful, efficient and cost effective way to gain additional insights to utilize in selecting finalists you want to come in for live interviews. In Basket Assessments (optional) SGR has partnered with Management and Personnel Systems, Inc to provide online in basket assessments to assist in narrowing the field when desired. MPS has been providing public sector in basket assessment exercises for two decades and is one of the best companies in the industry. MPS provides in online basket exercises to each of the candidates which are then graded by an experienced rater, and a detailed assessment summary is returned to us for inclusion in the evaluation process. Search Committee Briefing Four At this briefing, SGR will provide each member of the Search Committee with a briefing book, copies of the online interviews and online in basket exercises if desired, and present a progress report on the semifinalist candidates, and facilitate narrowing the list to 4-8 finalists who will be invited to come in for a live interview. Step 6: Evaluation of Finalist Candidates Once the finalists have been selected, SGR will coordinate with you to schedule interviews. 26 Comprehensive Media Reports The Media Reports are compiled by utilizing our proprietary media search process including variations of the candidates' names and states/cities in which they have lived or worked, including searches of local papers where the candidates have lived or worked. The Media Reports can range from 20-300 pages per candidate and may include news articles, links to video interviews, blog posts by residents, etc. The Media Reports for the candidates are put into an easy -to -read format and recorded onto disc's for the Search Committee. The candidate's name is highlighted each time it appears. These media reports have proven helpful to Search Committees by uncovering issues that were not previously disclosed by prospective candidates and that would not have been discovered through a quick Internet search. The Media Reports also give the Search Committee an overview of the type and extent of press coverage that a candidate has experienced over the course of his/her career. Comprehensive Background Investigation Reports Through SGR's partnership with First Check, a licensed private investigations company, we are able to provide our clients with comprehensive background screening reports that include detailed information such as: • Social Security number trace • Address history • Driving history/motor vehicle records • Credit report • Federal criminal search • National criminal search • Nationwide wants and warrants • Global homeland security search • Sex offender registry search • State criminal search (for current and previous states of residence) • County criminal search (for every county in which candidate has lived or worked) • County civil search (for every county in which the candidate has lived or worked) A sample Background Screening Report is available behind TAB 1S. Reference Checks SGR will conduct comprehensive reference checks on the finalist candidates. Our reference checks are the most comprehensive in the industry. We place very little confidence on the 27 references provided by the candidates since those can be expected to be biased. Instead, we will typically talk to as many as 20 professional contacts for a given candidate including elected officials, direct supervisors, direct reports, internal organizational peers, professional peers in other organizations, civic leaders, and media representatives. We always seek out the candidate's greatest critics and greatest fans to ensure a complete, yet balanced, perspective and overview of each candidate. Live Assessment Center (optional service) SGR can provide an Assessment Center process to assist in conducting more in-depth analysis of the way the final candidates approach problem solving and evaluating what you can expect out of the candidate during his/her first year on the job. The Assessment Center may include written exercises, evaluation by an independent panel of expert practitioners, and role-play exercises. Use of the Assessment Center is particularly beneficial when attempting to evaluate a candidate's ability to deal with very specific circumstances or when multiple excellent candidates are being considered. Conduct Interviews SGR will schedule interviews at a date/time convenient to the client. This process can be as simple, or as complex, as the client desires. SGR will help you determine the specifics you need. SGR will prepare sample questions for each candidate and will participate throughout the process to make it smooth and efficient. Deliberations At this meeting, SGR will facilitate a discussion about the finalist interviews and assist the Search Committee in making a decision on whether to bring back one or more candidates for a second interview. If at this point in the search the Committee has not found a satisfactory candidate for City Manager, SGR will repeat the entire process at no additional cost until you find a candidate that you desire. Step 7; Closing the Deal Once the final candidate has been selected, SGR can provide additional assistance to the client in the following areas. Determine the Terms of an Offer Upon request, SGR will provide comparative data for selected organizations, appropriate employment agreement language, and other similar information to assist you in determining an appropriate offer to extend to your candidate of choice. Negotiate Terms and Conditions of Employment SGR will assist to whatever degree you deem appropriate in conducting negotiations with the chosen candidate. SGR determine and define any special needs or concerns of the W. chosen candidate, including anything that could be a complicating factor. SGR is experienced and prepared to help craft win -win -solutions to negotiation "log -jams." Announcement/Press Release Until you have "sealed the deal," you need to be cautious in order to avoid the embarrassment of a premature announcement that does not work out. You also want to try and notify all senior staff and unsuccessful candidates before they read about it in the newspaper. SGR will assist with this coordination and with drafting any announcements or press releases. Transition Strategy There are a variety of transition issues when hiring a new executive. SGR will brief the client on transition issues that need to be addressed and will provide a recommendation on what actions to take. Together, we will create a transition strategy that builds the foundation for a successful long-term relationship. 29 Provision of Service Guarantee SGR guarantees that you will be satisfied with the results of the search process, or we will repeat the entire process at no additional cost until you find a candidate that you desire. Additionally, if you select a candidate who resigns or is released within 24 months of their hire date, SGR will repeat the process at no cost to the client. We also guarantee that we will not solicit a candidate we bring to you for another job for at least five years. 30 Volume/Multiple Search Discounts Full Search Services SGR is happy to offer a discount for multiple search services. The discount would be based on the number of searches needed by the City of La Porte. There would not be any limitations based on size of annual salary. Component Based Search Services SGR can also provide assistance when La Porte prefers to handle a search in-house, and wants to choose to "outsource" various components of the search. SGR offers a menu of individually priced components for this purpose. 31 Qualifications of Search Firm The SGR Advantage SGR's executive recruiting services are unequaled. SGR provides a high degree of personal attention to each executive search that we conduct, and our role is to find the person who is the very best possible match for you. SGR devotes a tremendous amount of energy to understanding your organization's unique culture, environment, and local issues to ensure a great "fit" from values, philosophy, and management style perspectives. Finding "qualified" candidates is not very difficult —the hard part is finding qualified candidates who are the right "fit" for your organization. A "leading edge" candidate and a "safe harbor" candidate often look the same on paper but will have profoundly different impacts on your organization. SGR brings practical experience from years of city management and from almost two decades of successful recruitment. The Network SGR maintains one of the most extensive private networks of local government professionals in the nation. in addition to providing employee recruitment and development services to almost 200 cities, counties and utility districts in four states, SGR previously managed member relations for over 250 government agencies in 23 states for the Innovation Groups (IG). Accessibility Your search will be handled directly by Alan Taylor and Ron Holifield. Your Project Managers are accessible at all times throughout the search process and can be reached by candidates or clients, even at night and on weekends, on cell phone, home phone, or via email. Trust of Candidates SGR has a track record of remarkable confidentiality and providing wise counsel to candidates and next generation leaders; we have earned their trust. As a result, SGR is typically able to get exceptional prospects to become candidates, even if they have declined to become involved in other search processes, merely because candidates trust SGR to assess the situation well, to communicate honestly and bluntly, and to maintain their confidentiality. Comprehensive Needs Assessment SGR invests an extraordinary amount of effort into understanding the organizational and community culture, environment, and local issues that shape what you are looking for in an executive leader, how SGR can most effectively look for the right match for you, and how SGR can most effectively assist prospective candidates in understanding your unique needs and circumstances. Responsive to You When a problem arises or you have questions, you can count on SGR staff to be available, to be prepared, and to respond promptly. 32 Listening to Your Unique Needs SGR is more interested in listening than in talking. Some firms depend on their tried and true stable of reliable candidates. These firms do not really need to listen to the client because the search will result in the same list of finalists, no matter what type of information they receive from the client. SGR devotes tremendous energy to actively listening to you and helping you define and articulate your needs. SGR does not just go through the motions and then provide you with a list of qualified names from a stable of regulars. SGR works hard to conduct a comprehensive search that is unique to you. SGR's efforts will be driven by your needs, not by what is convenient for us. No Surprises One of the worst things that can happen for you is to get surprised with undisclosed information about a finalist, especially if the surprise comes in the form of a newspaper article that you find out about from your critics. A Google search of the firms you are considering will reveal the ones who have a track record of sloppy work that results in embarrassing surprises for their clients. SGR does thorough background work on candidates to minimize the chance for surprises and has never had one single client embarrassed by surprises about one of our candidates. Additionally, SGR places very high value on continuous and effective communication with our clients. High Quality Briefing Books and Other Documents SGR is committed to producing professional documents that are easy for the client to read and interpret. SGR will produce professional and thorough briefing books for each of the meetings with the Search Committee. In addition, SGR will produce a high quality electronic (pdf) position profile brochure for distribution to prospective candidates. A sample brochure is included behind TAB-14. Comprehensive Background Investigation Reports SGR provides the most comprehensive background investigations in the industry, and we are the only search firm to use a licensed private investigation firm for these services. We have partnered with First Check, a licensed private investigations company, to perform our employment screening. SGR utilizes First Check private investigations company to conduct the following comprehensive set of background investigations: • Social Security number trace • Address history • Driving history/motor vehicle records • Credit report • Federal criminal search • National criminal search • Nationwide wants and warrants 33 • Global homeland security search • Sex offender registry search • State criminal search (for current and previous states of residence) • County criminal search (for every county in which candidate has lived or worked) • County civil search (for every county in which the candidate has lived or worked) A sample Background Screening Report is included behind TAB-15. Comprehensive Media Reports At the client's request, SGR will produce a comprehensive Media Report on one or more candidates. Each Media Report is compiled from information gathered using our proprietary online search process. This process is far superior to the one dimensional efforts of our competitors who rely on automated media checks necessary for them to maintain their mass production searches. The report length may be as long as 350 pages per candidate and may include news articles, links to video interviews, blog posts by residents, etc. No other firm provides as comprehensive of media reports as SGR. Psychometric Assessments SGR uses state-of-the-art psychometric assessments of candidates to ensure a detailed understanding of how candidates will lead and manage an organization. The psychometric analyses also provide valuable information regarding candidates' strengths and weaknesses. Samples of the two psychometric assessments used with each candidate are behind TAB 16. Equal Opportunity Commitment SGR strongly believes in equal opportunity. SGR does not discriminate and is careful to follow both the letter and the spirit of laws regarding equal employment opportunities and non- discrimination. More importantly, however, SGR believes that equal opportunity is an ethical issue. SGR quite simply will not enter into an engagement with an entity or organization that directs, or expects, that bias should, or will be, demonstrated on any basis other than those factors that have a bearing on the ability of the candidate to do the job. You can anticipate that SGR will make a serious and sincere effort to include qualified women and minority candidates in the finalist pool. Although SGR obviously cannot, and would not, guarantee the makeup of the finalist group, SGR does have relationships and contacts nationwide to encourage the meaningful participation of women and minority candidates. SGR has a strong history and track record of bringing outstanding female and minority candidates into client search processes. Superior Experience and Track Record SGR has an unblemished reputation for excellence among both candidates and clients. Many of our clients have used our services for multiple key positions, reflecting the high quality of our work and the long-term nature of our relationships. For example, when we conducted the Amarillo City Manager search, the local newspaper editorialized that our search process had 34 "approached perfection" and praised the elected officials for conducting such a rigorous process. In well over a decade of conducting executive searches, we have only one single city manager placement who did not work out. In addition, most of our placements are still in the same position many,years later due to the extensive work we do ensuring that the placement is an excellent match from the outset. Our client list follows. Practicing the Golden Rule As a result of our years of experience in local government, SGR understands what you are experiencing, how as executive search consultants we can make your life easier, and what will frustrate you. In short, SGR believes in the Golden Rule as a matter of philosophy, but SGR is able to practice the Golden Rule as a matter of experience. Cost For a variety of reasons that are detailed in this proposal, SGR will provide the most cost- effective executive search for your city. Some firms low ball their price, and make up for it by reducing the amount of time they commit, or charging extra for additional time required. SGR give you a fixed price and then is with you until the end regardless of how many hours are required. Five Way Guarantee SGR provides the strongest guarantee in the industry. 1) Our price is our price. You will never be charged an additional professional fee because we need to come to another meeting or spend extra time. 2) You always have 24/7 cell and home contact access to both the recruiter and the company CEO. 3) If you do not find the right candidate, we will start the process over from scratch at no additional cost to you. 4) If we place a candidate who stays less than two years, we will conduct the search again at no cost. And 5) if we place a candidate with you, we will not solicit them for another job for at least five years. 35 Tentative Work Schedule Estimated Running Task Duration Total Organizational I nquiny and Analysis Outline Project Plan and Timeline 2 days 2 days Individual interviews with Designated Players 3 days 5 days Development of Position Profile (text) 14 days 19 days Search Committee Briefing One 1 day 20 days Professional Production of High Quality Brochure 8 days 28 days Total Duration: Organizational Inquiry and Analysis 28 days Advertising and Recruitment Ad Placement, Email Distribution of Position Profile, Phone Contacts 28 days 56 days Total Duration: Advertising and Recruitment 28 days Initial Screening and Review Technical Scoring of Resumes 6 days 62 days Search Committee Briefing Two 1 day 63 days Total Duration: Initial Screening and Review 7 days Evaluation of Semifinalist Candidates Pre -Interview Questionnaires 7 days 70 clays Deliverable One: Semifinalist Briefing Books 6 days 76 days Search Committee Briefing Three 1 day 77 days Total Duration: Evaluation ofSemifinalistCandidates 14 days Evaluation of Finalist Candidates Psychometric Assessments / Comprehensive Media Reports (optional) 7 days 84 clays Deliverable Three: Finalist Briefing Books 7 days 91 days Conduct Interviews 2 days 93 days Assessment Center (optional) 1 day 94 days Search Committee Briefing Four 1 day 95 days Comprehensive Background Screening Report and Reference Checks 7 days 102 days Total Duration: Evaluation of Finalist Candidates 25 days Closing the Deal Negotiate Terms and Conditions of Employment 7 days 109 days Announcement/Press Release and Transition Strategy 3 days 112 days Total Duration: Closing the Deal 10 days Estimated Total Duration of Search: 16 weeks * Each search timeline is different based on tine particular needs of each o-ganization. SGR has completed searches in as little as 45 days, although this is not the recommended approach. 46 Project Cost All-Inchisive Maximum Price Professional Services Fee $ 16,000 Expenses Not -to -Exceed: $ 5,500 All-inclusive, Not -to -Exceed Maximum Price: $ 21,500 EXIMISe itellls (lnchWed in Not-to-GNreed Price Above) SGR considers incidentals to be covered by the professional services fee, and we do not bill the client for any expenses except for those explicitly detailed herein. Expense items include: • Professional production of a high quality brochure. This brochure (typically four pages) is produced by SGR's graphic designer for a flat fee of $300 per page. • Ad placement in appropriate professional publications, including trade journals and websites, and related advertising to announce the position. This is billed at actual cost, with no markup for overhead. • Printing of documents and materials. Reproduction costs for reports and briefing books presented to the client at 19 cents per page per copy, plus the cost of binders/binding. • Psychometric Assessments. There is an additional cost of $150 per candidate for each of the psychometric analysis instruments. SGR recommends utilizing the DISC PPSS Profile and the DISC Management Profiles at the semifinalist stage. • Comprehensive Media Reports. There is an additional cost of $350 per candidate for whom a report is prepared. • Comprehensive Background Investigation Report. There is a cost of $300 per candidate for comprehensive background screening reports prepared by our licensed private investigations provider. • Travel and related costs for the Project Manager incurred for the benefit of the client. Meals are billed back at $10 for breakfast, $15 for lunch, and $20 for dinner. Hotels are billed at a $150 per night per diem. Mileage will be reimbursed at the current IRS rate. All other travel -related expenses are billed back at actual cost, with no markup for overhead. 47 * Optional Services The optional services listed below are not included in the maximum price above. These include: • Candidate Travel. Candidates are typically reimbursed directly by the client for travel expenses. If the client prefers a different arrangement for candidate travel, SGR will be glad to accommodate the client's wishes. • Online In Basket Assessments. There is an additional cost of $750 per candidate for online in basket assessments conducted by Management Personnel Systems. • There is an additional cost of $3,500 for provision of a full service Assessment Center as a part of the interview process. Additional days are $2500 per day. • In the unexpected event the client shall request that unusual out of pocket expenses be incurred, said expenses will be reimbursed at the actual cost with no mark up for overhead. • If the client desires any supplemental services not mentioned in this section, an estimate of the cost and hours to be committed will be provided at that time, and no work shall be done without approval. Supplemental services will be billed out at $250 per hour. Billing Professional fees for the search are billed in three equal installments during the course of the search. The initial installment is billed after the Organizational Inquiry and Analysis is completed and the position profile has been created. The second installment is billed when semifinalists are selected. The final installment is billed at the conclusion of the search. Expense (reimbursable) items and supplemental services will be billed with each of the three installments, as appropriate. M ACC)RDr CERTIFICATE OF LIABILITY INSURANCE DATE(MMIDDIYYYY) 11/23/2 11 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL. INSURED, the pollcy(les) must be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsements . PRODUCER Alliant Insurance Services, Inc. 5017 Colleyville Boulevard Colieyville TX 76034 PHONE M FAX -609- .010 AC No : 7- E-MAIL Ess INSURERS AFFORDING COVERAGE NAIC S INSURERA;U L) INSURED STRAGOV-01 Strategic Government Resources Inc PO Box 1642 INSURER B; rd Fire Insurance82 INSURERC: INSURER D Keller TX 76248 INSURER E : INSURER F : COVERAGES CERTIFICATE NUMBER: 2143806463 REVISION NUMBER• THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR TYPE OF INSURANCE ALM INS POLICYNUMBER POLICY EFF MMIDDIYWY POLICYEXP MIDNYYYI LIMITS GENERAL LIABILITY EACH OCCURRENCE $ COMMERCIAL GENERAL LIABILITY CLAIMS -MADE OCCUR T EMISES Ea occurrence $ MED EXP An one person) $ PERSONAL & ADV INJURY $ GENERAL AGGREGATE $ GEN'L AGGREGATE LIMIT APPLIES PER: POLICY PRO- LOC PRODUCTS - COMP/Op AGG $ $ AUTOMOBILE LIABILITY Ea accident $ ANY AUTO ALLOWNED SCHEDULED AUTOS AUTOS BODILY INJURY (Per person) _ $ BODILY INJURY (Per accident) $ HIREDAUTOS ANON OWNED PROPERTY DAMA E Per accident $ $ UMBRELLA LIAO EXCESS LIAR OCCUR CLAIMS-MAOE EACH OCCURRENCE $ AGGREGATE $ DED RETENTIONS WORKERS COMPENSATION AND EMPLOYERS' LIABIUTY Y I N ANY PROPRIETORIPARTNER/EXECUTIVE OFFICER/MEMBEREXCLUDED? N❑ X T STATU- X OTH- S B NIA 46WBCRW5991 1011712011 1011712012 E.L. EACH ACCIDENT $500,000 (Mandatory In if describe under yyes und DESG�RIPTION OF OPERATIONS be E.L. DISEASE - EA EMPLOYE $500,000 E.L. DISEASE -POLICY LIMIT 1 $500,000 A PROFESSIONAL LIABILITY - E & O SPIOI6538C 0/1612011 0/16/2012 EACH CLAIM $1,000,000 ANNUAL AGGREGATE $1,000,000 DESCRIPTION OF OPERATIONS I LOCATIONS I VEHICLES (Attach ACORD 101, Additional Remarks Schedule, it more space Is required) ^CL A - I - - CITY OF LA PORTE, TEXAS PURCHASING DIVISION 2963 N. 23RD STREET LA PORTE TX 77571 ACORD 26 (2010106) SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE v19UH-ZU1U ACORO CORPORATION. All rights reserved. The ACORD name and logo are registered marks of ACORD r City of Keller, Texas City Manager Position Profile SELECTION PROCESS The City of Keller, Texas is seeking a new city manager to replace the previous manager who resigned after accepting another City Manager's position in a rapidly growing community. Applications will be accepted until the position Is filled, which is anticipated to occur on or before December 1, 2007. All inquiries regarding this process should be directed to the consultant who Is working with the City of Keller: Community Profile The City of Keller was recently voted the 501h-best place to live in Money Magazine'gi top 100 nationwide. Keller is located in Northeast Tarrant County, approximately 20 miles from downtown Fort Worth, and approximately 15 miles west of DFW Airport, with a current population of 37,685 and an expected build out of approximately 51,000. The Dallas Fort Worth Metroplex has a population of almost 4 million. Keller has experienced rapid growth, particularly of upscale single-family homes. Keller's location provides residents easy access to the amenities of downtown Fort Worth and Dallas, including cultural, sports, entertainment and shopping on par with any city in America, but coupled with a slower pace of life in a community with strong historical roots. Additional information can be accessed at the City of Keller website at www. cityofkel ler. com. Page ? t IDEAL CANDIDATE PROFILE The consultant has worked extensively with the Council and staff to develop the profile of the ideal candidate to become Keller's next City Manager. Current salary is over $155,000, plus a strong benefits package. Salary will not be an obstacle in finding the right individual to take Keller to the next performance level as an organization. The following ideal profile is not in priority order: Education Bachelor's Degree in public administration, business administration, or related field required. Masters Degree in public administration or business administration strongly desired. An impressive performance history as a successful and results - oriented city manager or senior level executive may substitute for specific educational expectations. Experience City manager or senior level executive experience strongly desired, but assistant city manager or department head experience in a comparable or larger city will be considered. Experience should demonstrate progressively greater responsibility throughout career, and a demonstrated record of success in handling issues similar to those facing Keller. The successful candidate should have a demonstrated ability to effectively negotiate with residential, industrial and commercial developers and economic development prospects regarding a variety of diverse issues including financial, planning and development strategies to further Council's goals and objectives in those areas. An understanding of effective strategies for historic preservation and preserving and promoting Old Town Keller as well as strategies for preserving the natural beauty of the community will be a plus. Strong financial management skills are expected. The successful manager will have the ability to lead the organization in a manner that helps them thrive in a rapid growth environment which requires a sophisticated understanding of complex issues, many with significant long term financial impacts. demonstrated ability to recruit and retain high performance employees in all areas of city operations is critical, as well as creating and nurturing within those employees a commitment to responsive and cost effective city services, with a high emphasis on outstanding customer service skills. The successful candidate will have a personal track record of developing a very strong team atmosphere between the manager and council, and between the manager and the community, as well as between the manager and staff, while creating an. atmosphere in which accountability for meeting performance expectations is expected and demonstrated. A demonstrated track record of working well with varied agendas, interests and opinions is important, as well as the ability to be an effective consensus builder among those various individuals and groups. A previous history of ensuring that Council direction is promptly and effectively translated into action will help to create a successful relationship with the Council. Demonstrated success in stimulating positive economic growth is highly desired, particularly in regard to developing proactive and customer friendly development processes and practices, while continuing to maintain high quality standards. Management Style It is essential for the successful candidate to innovative leader, with a successful track re( leading change initiatives, including creai significant culture shift towards an commitment to openness and customer sp,,r.v A dynamic and charismatic visionary leader highly results -oriented is desired. .` { Ron Holifield Strategic Government Resources PO Box 1642 Keller, Texas 76248 confidence, white combined with an honest pint of personal humility Page 5 Background Screening Report First Check 1500 Corporate Circle Ste 13 Southlake, TX 76092 Phone: 817-410-8383 / 888-588-2525 Fax: 888-213-9341 FILENUVBER 1023 REPORTDATE 02-27-2009 LM REFORM STRATEGIC GOVERNMENT RESOURCES ORDER DATE 02-26-2009 (20002) 1117 Bourland Rd REFERENCE CITY OF BEDROCK Keller, TX 76248 TYPE EXECUTIVE SEARCH - BACKGROUND Phone: 817-337-8581 CHECK Fax: - Application Information APPLICANT FLINTSTONE, FREDERICK ssN DOB 123-44-5678 09-29-gyp( ADDRESS(ES) 480 SLATE RD CITYISTATEIZIP BEDROCK, TX 75189 Identity 0ovelopniont Person Search - SSN TRACEI ADDRESS VERIF RESULTS Records Found SSN SEARCHED 123-44-5678 SEARCH DATE 02-26-2009 8:46 AM Applicant Information FUtLNAiIElSSN FRED FLINTSTONE DOB XXXX-00 480 HOWELL RD (88 E (888)636-2459 First: 1993- 4 Ffrst:1993-04 123-44-5678 Age: 49 BEDROCK TX 75189 Last: 2009-02 County, ROCK FREDERICK FLINTSTONE 123-44-5678 480 HOWELL RD (888)636-2459 First: 1993-04 BEDROCK, TX 75189 Last: 2007 County; ROCK FRED FLINTSTONE 123-44-5678 XXXX-00 1006 COLUMBINE DR First: 1996-08 Age: 49 SUGAR, TX 75043 Last: 2004-06 County: TILE FRED FLINTSTONE 306 W VISTA DR First: 2002-04 123-44-5678 SUGAR, TX 75041 Last: 2002-06 County: TILE FRED R FLINTSTONE XXXX-09-29 1824 DEVON First: 1990-12 123-44-5678 Age: 49 SUGAR, TX 75041 Last: 1990-12 County: TILE FRED FLINTSTONE XXXX-00 1518 COLONEL DR 123-44-5678 Age: 49 CREEK, AR 71839 County: MILLER FREDDY FLINTSTONE XXXX-00 1824 DEVONSHIRE DR 123-44-5678 Age: 49 GARLAND CITY, AR 71839 County: MILLER FRED R FLINTSTONE 1518 COLONEL DR 123-44-5678 CREEK, TX 75043 County: DALLAS SSN Information SSN VALID ISSUED LOCATION ISSUED DATE RANGE 123-44-5678 SSN is vaifd.issued in Texas 1974 WARNING: This search may not be used as the basis for an adverse action on an applicant. It should only be used to verify or correct an applicant's information, or as a tool to further research of public records or other verifications. L=redil Credit Summary TOTAL TRADELINES 40 30 DAYS LATE 0 CURRENTLY SATISFACTORY 40 60DAYS LATE 0 CURRENTLYDELINQUENT 0 WDAYS LATE 0 PREMUSLYDEUNQUENT 0 NEMST TRADE 09/Ol/OB PUBLCREECO� tIR OFFS 0/0 OLDESTTRADE 12/01/79 0 INQUIRIES 0 Financlal Summa A PAYMENT TTL BALANCE PAST DUE UTILIZATION MORTGAGE 2 CREDITOR OPENING DATE REPORTED DATE H OALANOE PAST CREDIT NISTORICAL TIMES TYPE PAST DUE PRESENT STATUS MONTHS�O� O REVIEWED DLA 30 60 W TERMS A $0 BANK OF AMERICA 12/01/99 11/01/01 $4478 $0 $0 0 0 0 INST AS AGREED 3 24 036 $0 Remarks. INSTALLMENT LOAN CHASE 12/01/01 06/01/02 $8122 $0 $0 0 0 0 AUTO AS AGREED B 6 048 $0 CHASE 05/01/99 03/01/00 $20891 $0 $0 0 0 0 AUTO AS AGREED B 11 060 $0 CHASE 09/01/94 02/01/09 $21000 $0 $0 0 0 0 REV AS AGREED B 79 02-2007 $0 Cliff/SHELL 09/01/83 02/01/09 $800 $0 $0 0 0 0 REV AS AGREED J 88 01-2009 $0 CITIFINANCIAL 03/01/01 12/01/03 $1688 $0 $0 0 0 0 REV AS AGREED B RETAIL S 35 $0 COMPASS BANK 07/01/04 04/01/07 $33949 $0 $0 0 0 0 AUTO AS AGREED B 34 03-2007 066 $0 CREDIT UNION OF 01/01/02 04/01/06 $5000 $0 $0 0 0 0 REV AS AGREED J TEXAS 51 07-2005 $0 Remarks: ACCOUNT CLOSED DUE TO TRANSFER OR REFINANCE; ACCOUNT CLOSED DUE TO TRANSFER CREDIT UNION OF 01/01/02 09/01/07 $1797 $0 $0 0 0 0 REV AS AGREED J TEXAS 43 01-2006 $o Remarks: ACCOUNT CLOSED AT CONSUMER'S REQUEST DISCOVER FIN 04/01/86 02/01/09 $11900 $0 $0 0 0 0 REV AS AGREED 3 SVCS LLC 99 06-2004 $fl FIRST USA BANK N 09/01/94 10/01/04 $21000 $0 $0 0 0 0 REV AS AGREED B A 99 $0 Remarks. ACCOUNT CLOSED AT CONSUMER'S REQUEST FORD CRED 10/01/00 04/01/02 $29758 $0 $0 0 0 0 AUTO AS AGREED B 19 060 $0 GDYR/CBSD 03/01/88 02/01/09 $4750 $0 $0 0 0 0 REV AS AGREED B 80 12-2008 $0 GMAC 10/01/04 02/01/07 $18088 $0 $0 0 0 0 AUTO AS AGREED 8 28 01-2007 060 $0 GMAC 04/01/02 01/01/04 $28851 $0 $0 0 0 0 AUTO AS AGREED B 21 066 $0 GN8/BEALLS 03/01/98 08/01/03 $2400 $0 $0 0 0 0 REV AS AGREED P 66 $0 Remarks. TRANSFERRED TO ANOTHER LENDER; PURCHASED SY ANOTHER LENDER SEARS/CBSD 12/01/79 02/01/09 $20000 $0 $0 0 0 0 REV AS AGREED B 99 03-2000 $0 TEXANS CREDIT 04/01/05 09/01/08 $15000 $0 $0 0 0 0 REV AS AGREED 8 UNION 42 08-2008 $0 Remarks: CHECK CREDIT OR LINE OF CREDIT TEXANS CREDIT 08/01/95 01/01/04 $26005 $0 $0 0 0 0 AUTO AS AGREED 8 UNION 99 045 $0 THE AMERICAN 12/01/96 09/01/02 $127400 $0 $0 0 0 0 MTG AS AGREED P NATL BANK 1 030 Remarks. CONVENTIONAL REAL ESTATE LOAN, INCLUDING PURCHASE MONEY FIRST $0 TRANSAMERICA 02/01/01 04/01/02 $6000 $0 $0 0 0 0 REV AS AGREED P BANK 14 $0 Remarks. TRANSFERRED TO ANOTHER LENDER US BANK 12/01/03 08/01/04 $31308 $0 $0 0 0 0 AUTO AS AGREED 8 WFNNB/VIC-rORIAS SECRET 1348810 PO BOX 182128, COLUMBUS, OH 43218 800-695-9478 Submission Results APPLICANT BUREAU DATE RESULT APPLICANT EXPERIAN 02/27/09 08:46:32 AM RECORD FOUND Re osito Referral Experian P.O. Box 2002 Allen, TX 75013 888-397-3742 Comments "` End of Credit Report ••' Investigative County Criminal Records Search RESULTS No Reportable Records Found RAIMESEARCHED FLINTSTONE, FRED SEARCH DATE DOBSEARCHED 02-27-2009 12:29 PM 09-29-XXXX SEARCH SCOPE 7 years JUNSOICTION TX -HUNT RESULTS No Reportable Records Found NAME SEARCHED FLINTSTONE, FRED DOB SEARCHED 09-29-XXXX JURISDICTION TX -ROCK SEARCHDATE 02-26-2009 12:58 PM SEARCH SCOPE 7 years CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by federal and state law. 'No Reportable Records Found' means that our researchers could not locate a record that matched at least two personal identifiers (i.e., Name, SSN, Date of Birth, Address) for the subject in that jurisdiction. Further investigation Into additional jurisdictions, or utilization of additional Identifying Information, may be warranted. Please call for assistance. COLLIN COUNTY NO REPORTABLE RECORDS FOUND FREDERICK FLINTSTONE 02/26/09 DAU.AS COUNTY NO REPORTABLE RECORDS FOUND FREDERICK FLINTSTONE 02/26/09 DENTON COUNTY NO REPORTABLE RECORDS FOUND FREDERICK FLINTSTONE 02/26/09 Nationwide Wants and Warrants — -1141 VVM14 1 a VK VVAKKHIV i J NJUNU FREDERICK FLINTSTONE TARRANT COUNTY 11v 1%crVi(IMnLc Ktt-vKUJ YUUNU FREDERICK FLINTSTONE 02/26/09 State Criminal Records Search RESULTS No Reportable Records Found HAMESEARCHED FLINTSTONE, FREDERICK SEARCHDATE DOBSEARCHED 02-26-2009 12:59 PM 09-24-x00x sEARcrlSCOPE JURISDICTION TEXAS 7 years CAUTION: Based on the Information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by federal and state law. 'No Reportable Records Found' means that our researchers could not locate a record that matched at least two personal Identifiers (i.e., Name, SSN, Date of Birth, Address) for the subject In that jurisdiction. Further Investigation into additional jurisdictions, or utilization of additional Identifying Information, may be warranted. Please call for assistance. Federal Criminal Records Search RESULTS No Reportable Records Found RESULTS No Reportable Records Found MWESEARCHED FLINTSTONE, FREDERICK SEARCHDATE 02-27-2009 12:39 PM DOB SEARCHED 09-29-XXXX SEARCH SCOPE 7 years auwsaonoH TX -TILE RESULTS No Reportable Records Found IMPSEARCHED FLINTSTON E, FREDERICK DOBSEARCHED 09-29-XXXX SEARCH SCOPE 7 years JuRlsacrio,a TX -ROCK CAUTION: Based on the Information provided First Check searched for public records in the sources referenced herein for civil history information as permitted by federal and state law. 'No Reportable Records Found' means that our researchers could not locate a record that matched at least two personal Identifiers (Le., Name, SSN, Date of Birth, Address) for the subject in that jurisdiction. Further Investigation Into additional jurisdictions, or utilization of additional Identifying information, may be warranted. Please call for assistance. Crodonlials Instant Driving Records neavub License Found STATE OF ISSUE Texas LICENSE NUMBER 05554441 License Number: 05554441 License State: TX Full Name: FLINTSTONE, FREDERICK DOB: XXXX-09-29 Address: 480 HOWELL RD BEDROCK, TX 751890000 License Info SEARCH DATE 02-26-2009 8:46 AM Status: CLEAR Class: CM Class Description: C - Single or comb veh , not in class A or BM - Motorcycle or moped Expiration Date: 2013-09-29 Original Issue Date: 1974-10-10 Other License Info Report Message: RECORD CONTAINS NO REPORTED CONVICTIONS OR ACCIDENTS WFM CITATIONS IN LAST 3 YEARS. MVR Status: MVR found MVR Score: 0 Messages THIS TYPE RECORD WILL NOT REFLECT COMPLETION OF A DRIVING SAFETY COURSE, UNDER THIS TYPE RECORD WILL NOT REFLECT OFFENSES OR RELATED SUSPENSIONS ALCOHOL BEVERAGE CODE 106,041 OR 106.071. WARNING: Confidential Information - To Be Used As Per State And Federal Laws. Misuse May Result In A Criminal Prosecution. Loan Type - FEDERAL HOUSING AUTHORITY Lander Name - CTX MTG CO Data Source - A Property: Parcel Number - Name Owner: GREEN, P Property Address: -1006 COLUMBINE DR, SUGAR TX 75043-1815, ROCK COUNTY Owner Address: 1006 COLUMBINE DR, SUGAR TX 75043.1815. ROCK COUNTY Name of Seller: FLINTSTONE, FRED & WILMA Data Source - A Property: Parcel Number - 26-3330-005-023-00-00 Book -96168 Page -1686 Name Owner: GREEN PIN & DANNY Property Address: - 1006 COLUMBINE DR, SUGAR TX 75043.1815,ROCK COUNTY Owner Address: 1006 COLUMBINE DR, SUGAR TX 75043-1815, ROCK COUNTY Land Usage - SINGLE FAMILY RESIDENTIAL Total Markel Value - $101,070 Land Value - $24,000 Improvement Value - $77,070 Year Built -1978 Data Source - B 306 W VISTA DR, SUGAR TX 75041-3025, ROCK COUNTY (Apr 2002 - Jun 2002) Current Residents at Address: BARNEY RUBBLE BETTY RUBBLE SAM SAM RUBBLE BECKY RUBBLE Property Ownership Information for this Address Property: Parcel Number - 26A-M-0000 Name Owner: RUBBLE, BARNARD Property Address: - 306 W VISTA DR, SUGAR TX 75041-3025,ROCK COUNTY Owner Address: 306 W VISTA DR, SUGAR TX 75041-3025, ROCK COUNTY Total Market Value - $95,240 Land Value - $13,750 Improvement Value-$81,490 Land Size - 9,239 Square Feel Year Built - 1959 NameofSeller: FLINTSTONE,FRED Loan Amount - $96,337 Loan Type - FEDERAL HOUSING AUTHORITY Lender Name - AMERICAN MTG CO Data Source -A 1518 COLONEL DR, SUGAR TX 75043-1219, WHINEY COUNTY (May 1984 - Nov 2000) Current Residents at Address: MICKEY MOUSE JR MINNE MOUNSE Property Ownership Information for this Address Property: Parcel Number - 26.007-013-ODOO Name Owner: MOUSE, MICKEY Property Address: - 1518 COLONEL DR, SUGAR TX 75043-1219,ROCK COUNTY Owner Address: 1518 COLONEL DR, SUGAR TX 75043-1219,ROCK COUNTY Total Market Value - $171,120 Land Value - $40,000 Improvement Value-$13f,120 Land Size-12,000 Square Feet Year Built - 1970 Data Source -A 1824 DEVONSHIRE DR, SUGAR TX 75041-1515, ROCK COUNTY (May 1984 - Dec 1990) Current Residents at Address: SPONGESOBSQUAREPANTS PATRICK STAR Properly Ownership Information for this Address Property: Parcel Number - 28-2-006-00-00 Boric - 93094 Page - 2306 Name Owner: CRABB FAMILY PARTNERSHIP LTD PfopertyAddress: -1824 DEVONSHIRE DR, SUGAR TX 75041-1515,ROCK COUNTY Owner Address: 7602 MERRITT RD, OCEAN TX 76089.2100, LIME COUNTY Land Usage -SINGLE FAMILY RESIDENTIAL Total Market Value - 427,690 Land Value-$16,000 Improvement Value-$11,590 Year Built - 1951 Data Source - B Possible Criminal Records: (None Found( Sexual Offenses: (None Found) Motor Vehicles Registered To Subject: Vehicle: Description: 2004 Cadillac CT$ - Sedan 4 Door VIN:1G640126002 State Of Origin: TEXAS Engine: 6 Cylinder 220 Cubic Inch Anti Lock Brakes: 4 wheel standard Air Conditioning: Standard Daytime Running Lights: Standard Roof: None / not available Price: 32440 Radio: AM1FM CD Front Wheel Drive: No Four Wheel Drive: No Tilt Wheel: Standard Ownw(s) Name: FRED FLINTSTONE Potential SSN : 12344-5678 Address: 480 HOWELL RD, BEDROCK TX 7518"108, TILE COUNTY DOB: 912911959 Age: 49 Title Number. 043133420 Title Status: Clear Title To Vehicle Title Issue Date: 811612004 Odometer Mileage: 7 Lien Holder(s) Record Type: HISTORICAL Lien Date: 7/23/2004 Vehicle. - Description: 2002 Chevrolet C1500 Tahoe - 4 Or Wagon Sport Utility VIN: IGNECIXXX227917 State Of Origin: TEXAS Engine: 8 Cylinder 293 Cubic Inch Anti Lock Brakes: 4 wheel standard Air Conditioning: Standard Daytime Running Lights: Standard Power Steering: Standard Power Brakes: Standard Power Windows: Standard Security System: Anti -theft device Roof: None/ not available Price: 32364 Radio: AM1FM CD Front wheel Drive: No Four Wheel Drive: No Tilt Wheel: Standard Owner(s) Name: FRED FLINTSTONE Potential SSN : 123.44-W78 Address: 480 HOWELL RD, BEDFORD, TX 75189-6108, TILE COUNTY DOB: 9/29/1959 Age: 49 Title Number. 19360083955 Title Status: Superceded By Title -In -Progress Title Issue Date: 4/30/2002 Odometer Mileage: 240 Lien Holders) Record Type: HISTORICAL Lien Date: 4/412002 Vehicle: Description: 2002 Dodge Ram 1500 - Pickup VIN:iXXXK12J232340 State Of Origin: TEXAS Engine: 6 Cylinder 225 Cubic inch Restraints: Dual front air bagslactive belts Anti Lock Brakes: 4 wheel standard Air Conditioning: Standard Daytime Running Lights: Not available Power Steering: Standard Power Brakes: Standard Power Windows: Optional Security System: Unknown Roof: None! not available Price: 16955 Radio: AM1FM Cassette Front Wheel Drive: No Four Wheel Drive: No Tilt Wheel: Optional Owners) Name: JODY I. LAY PolentialSSN :452-27-)D= Address: 480 HOWELL RD, ROYSE CITY TX 75189-6108, COLLIN COUNTY DOB: 9/29/1959 Age: 49 Title Number: 12925037394136717 Title Status: Clear Title To Vehicle Title Issue Date: 6/5/2002 Odometer Mileage: 15 Lien Holder(s) Record Type: HISTORICAL Lien Date: 5/8/2002 Vehicle: Description: 2000 Yamaha RT100 - TraNDirt Motorcycle VIN: JYA3UL033YA000475 Name Owner: FLINTSTONE, FRED A WILMA Property Address: - 480 HOWELL RD, BEDROCK TX 76189-6108, TILE COUNTY Owner Address; 480 HOWELL R0, BEDROCK TX 76189-6108, TILE COUNTY Land Usage - SINGLE FAMILY RESIDENTIAL Total Market Value - $195,550 Assessed Value - $195,550 Land Value - $31,950 Improvement Value - $163.600 Year Built - 19% Data Source - B Property: Parcel Number - 26-2-023-0000 Book - 06168 Page -1686 Name Owner: GREEN DW Name Owner 2: GREEN P Property Address: -1006 COLUMBINE DR, SUGAR TX 75043-1815, ROCK COUNTY Owner Address: 1006 COLUMBINE DR, SUGAR TX 75043-1815, ROCK COUNTY Land Usage - SFR Total Market Value - $101,070 Land Value - $24,000 Improvement Value - $77,070 Land Size - 7,183 Square Feet Year Built -1978 Name of Seller: FLINTSTONE, FRED 8 WILMA A Loan Amount - $74,131 Loan Type - FEDERAL HOUSING AUTHORITY Lender Name - MTO CO Data Source -A Disclaimer This report is furnished to you pursuant to the Agreement for Service between the parties and in compliance with the Fair Credit Reporting Act. This report Is furnished based upon your certification that you have a permissible purpose to obtain the report. The Information contained herein was obtained in good faith from sources deemed reliable, but the completeness or accuracy is not guaranteed. — End Of Report— PPSS Bell :Iviorol Profile Personalized Description and Success Strategies ■ General Characteristics ■ Strategies for Creating a Positive Relationship • Relating to People and the Environment ■ Strategies for Managing ■ Approach to Managing Others Jen Voiles Sunday, September 28, 2008 This report is provided by: Strategic Government Resources, Inc. Ron Holifield PO Box 1642 Keller, TX 76244 817-337-8581 www.governmentresource.com • inscape pvvmblishing Personal Profile System® Graph �7 The DISCO Dimensions of Behavior model describes behavioral patterns in terms of four tendencies. They are briefly defined below: 7 D Domiriance: People with a high "D" behavioral tendency seek to shape their environment by overcoming opposition to accomplish results 6 1 Influence: People with a high "i" behavioral tendency seek to shape their environment by Influencing or persuading others. S Steadiness: People with high "S" behavioral tendency seek to cooperate with 4 others to carry out their tasks. C Conscientiousness: People with high licit behavioral tendency seek to work within 3 existing circumstances to ensure quality and accuracy. All people have all four behavioral tendencies 2 but in differing intensities. The relationship of the four tendencies to each other creates a profile pattern which provides information about a person's potential behavioral responses. 1 D i S C Name: Jeri Voiles Date: 9/28/2008 Completed by: Self Classical Pattern: Inspirational Environmental Focus: Work The above graph displays the relationship of the four behavioral tendencies in Jen's profile pattern. The Information on the following pages Is based upon this profile pattern. Remember, the DiSC PPSS is not a test. There is no such thing as a "good" or "bad" pattern. Research Indicates that the most successful people are those who know themselves and develop strategies to meet the needs of specific situations. The following information is most helpful when reviewed, discussed, and put to use in developing specific action plans for increasing personal effectiveness. 0 2004 by Inscape publishing, Inc. and The Gary Ulde Company, Inc. All rights reserved.Reproducton in any form. In vfiole or in part, is prohibited. 19 .�@n 1/oI IeS Behavioral overview being blocked, she may suddenly discontinue her charm and persuasion and become unusually quiet. Just as suddenly, she may then reassert herself in a demanding, aggressive manner. Jen may tend to evaluate others based upon their ability to project strength and power. She may appreciate those who are able to master and control their environments. She may have little patience for those who are primarily concerned with 'little things" such as details, accuracy and correctness. She also may have little use for "red tape" or procedures which seem to interfere with the accomplishment of her goals. When approaching a new problem or decision, Jen tends to move quickly and directly. She may solicit opinions from others; however, she may not pay much attention to the input from anyone whom she does not respect, unless it presents a clear opportunity for a successful outcome. She may quickly size up the information and reach a tentative conclusion upon which she can take action. She may take risks and try new, challenging ideas. She may watch the results to make sure that her desired results are achieved, quickly making changes as indicated. 0 2894 by Inscape Publishing, Inc. and The Gary Little Company, Inc. All rights reserved.Reproduction In any loan, In Kfiole or in part. Is prohibited. 19 Jen VOI I@S 5 Preferred Environment People have different preferences in the environment in which they most prefer to work or live. What one person finds delightful maybe intolerable to someone else. This section provides information on what environment Jen might rind most desirable based on her behavioral tendencies. Some of these factors may not apply to Jen or may appear contradictory because of the differences between the tendencies that describe Jen's behavior. Review and revise as necessary. Inspirational Jen wants an environment whichProvides: ■ Maximum freedom to determine how things are done ■ Fast -paced, results -oriented ■ Performance measurements and rewards based upon achieving agreed -upon results ■ The opportunity to control events ■ A fast-moving pace which involves relating to others with enthusiasm ■ Recognition and positive feedback ■ Opportunities for creative, imaginative "brainstorming" 4) 2004 by Inscape Publishing, Inc. and The Gary Little Company, Inc. All rights reserved.Reproduction in any form, in Kfio!e or In part, Is prohibited. 19 Jen VOI Ies 7 (� Strategies for Increased Effectiveness iwv This section describes possible actions that Jen might take to modify certain naturally occurring behavioral '10 tendencies to achieve greater effectiveness. Some of these strategies may be already in use, others may represent areas for potential skill development. It maybe useful to prioritize the strategies based on the {; needs of the current environment. Review and revise as necessary. i Inspirational Jen would increase her effectiveness by: ■ Taking more time to think through possible consequences before taking action ■ Listening and considering the thoughts, feelings and experiences of others ■ Learning to negotiate outcomes on a win/win basis ■ Explaining her reasoning process rather than just announcing conclusions ■ Learning to participate in a group without being in charge ■ Developing tact and diplomacy in communications and interactions with others ■ Giving recognition to others for their efforts ■ Developing a more realistic assessment of people and situations that includes negative and positive information ■ Structuring a process for completing tasks in an orderly and timely manner ■ Developing the ability to be firm and direct when dealing with interpersonal conflict • Willingness to hear and consider negative thoughts and feelings of others ■ Following through on key details on a more consistent basis ■ Better management of time requirements ■ Evaluating the amount of time spent in meetings and verbal communications with others 02004 by Inscape Publishing, Inc. and The Gary Utde Company, Inc. All rights reserved.Reproduction in any form, In whole or in part, is prohibited. Jen VOi Ie$ 9 19 Behavior in Conflict Situations Most people use behavior in conflict situations that can be described as either a "fight' or "flight" response U Y based on their natural behavioral tendencies. Some people use a combination of both responses,- I.. depending on the intensity or degree of risk involved in the situation. The following describes a range of responses that Jen might use Ina conflict situation. These behaviors may have been modified due to Jen's -- it values system andlor life experience. This information will be more helpful if reviewed with Jen, ranking the behaviors from most -likely to be used to least likely. F t 249 - inspirationaiJA In a conflict situation Jen: ■ Tends to take a direct, aggressive approach ■ May escalate levels of aggression ■ May create win/lose outcomes ■ May overpower others who then retaliate with covert aggression ■ Tends to become defensive ■ May become autocratic, using rank and authority to end the conflict ■ Tends to avoid open, direct conflict ■ Tends to become emotionally expressive ■ May become personally attacking ■ Tends to minimize negative information ■ May attempt to placate angry people without addressing the issue ■ May give in to avoid looking bad or losing approval ■ May become impulsive © 2004 by Inscape Publishing. Inc. and The Gary Little Company. Inc. All dghts reserved.Reproduction in any form. in Mole or in part, is prohibited. $s Jon VOI I @s 1 (�N Behavioral Tendency Continuum This continuum displays Jen's potential range of intensity for each of the behaviors listed. This continuum ' represents potential behavior based on Jen's prorle pattern rather than actual, observed behavior. This information is most helpful when discussed and evaluated based on experience with Jon. 3 r; { to `i li I !t i Inspirational, Name: Jan Volles Date: 9/28/2008 Classical Pattern: Inspirational Environmental Focus: Work MAINTAINS - continues, preserves L ML M MH H MANEUVERS - plans skillfully e MODIFIES - adapts, adjusts, revises NURTURES - shows care for others OBJECTS - protests, argues, disputes OBSERVES - watches attentively PLANS - prepares, maps out task PRAISES - compliments, shows approval PROHIBITS - cautions, prevents risk PROTECTS - guards tradition, stability RECONCILES - appeases, settles differences REVIEWS - examines in detail SPECULATES - gambles on the future TESTS - examines, tries it out TRUSTS - believes In others VERBALIZES - talks things out 02004 by Inscape Publishing, Inc. and The Gary Little Company, Inc. Alf rights reserved.ReproducGon In any ram, in %hole or in part, is prohibited. 19 Jen Voi I @$ 13 (�N Strategies for Creating a Positive Relationship 'iY1►' How to Communicate with Jen • Jon tends to prefer direct, to the point communications without a lot of time spent on social chatter • Be prepared to Listen to her ideas before moving on to other topics ■ Tends to practice selective perception, only hearing and/or remembering that with which she agrees ■ Consider checking at end of discussion to make sure everything was heard, and stored in memory, by asking her to repeat what she heard • Jon tends to prefer informal, open-ended discussions in social environments such as over lunch or dinner ■ Jon desires an opportunity to share experiences, stories and ideas in an enthusiastic, responsive exchange ■ She may need to be directed to stay closer to the subject under discussion in order to finish within a reasonable time frame ■ She may have difficulty listening to negative information How to Compliment Jon • Use brief, direct factual statements ■ Focus on her achievements, and her demonstrated leadership abilities ■ Acknowledge her ability to take charge of a difficult situation • Compliment her ability to take risks, to set precedents • Recognize the unique or innovative nature of her thoughts, ideas and/or actions ■ Acknowledge her ability to get the maximum results with the minimum investment of time and effort ■ Use enthusiastic public praise for verbal ability and interpersonal skills • Compliment her on positive changes in her appearance ■ Acknowledge her persistently optimistic attitude in situations that others might find discouraging ■ Recognize her skill at involving others in discussions and activities ■ Compliment her ability to organize social functions • Praise her ability to generate enthusiasm in others © 2004 by Inscape Publishing, Inc. and The Gary Little Company, Inc. Ali rights reserved.ReproducGon In any form, In Mole or In part, is prohitited. 19 J@n VOIt@S 5 Strategies for Creating a Positive Relationship How to deal with Jen in Conflict Continued ■ Counter blaming statements by refocusing on the issue and what corrective action is going to be taken ■ Resist any impulse to retaliate with blaming, attacking or sarcastic comments ■ Reduce your defensiveness when attacked and acknowledge any error on your part • Use open-ended questions (how, what, where, when, who) to define the real issues in the situation ■ Ask her what it is that she really wants as an outcome • Call a time-out if emotions escalate to high levels of aggression or hostility, scheduling a time to continue the discussion ■ Conclude the discussion with a summary of what each person has committed to do to resolve the conflict • Jen tends to avoid open, direct conflict • Acknowledge her discomfort in dealing with conflict by saying "I understand this may be uncomfortable for you" ■ State the issue factually, without judgement about her as a person ■ Allow her to verbalize her feelings • Respond to her feelings by saying "I understand you are angry (sad, mad, glad, scared)" ■ Acknowledge her feelings if she becomes blaming or personally attacking by saying "I understand you are upset", and re -direct the discussion to the issue ■ Limit sidetracking in the discussion by acknowledging other issues that may need to be discussed at another time, and immediately move back to the current Issue ■ State repeatedly that this conflict is about a specific issue not about her personally, as Jen tends to fear loss of approval ■ Affirm her value to you and state the problem by saying, "I like you, and I'm upset with your behavior" ■ Counter her attempts to minimize the problem by focusing on her actions and consequences to her and others ■ Counter her attempts to placate you without solving the problem, by requiring a commitment from her for specific actions ■ Direct the discussion to specific facts and actions rather than talking in generalities or emotional expressions • Close the discussion with a clear statement of what is going to happen by when, and affirm the value of the discussion in maintaining a positive relationship with her 0 2004 by Inscape Publishing, Inc. and The Gary Little Company, Inc. Ail rights reserved.Reproduction In any form, in wtiole or in part, is prohibited. 19 Jen VOIIeS 7 r Relating to People and Environment This section describes how Jen may tend to relate to other people and her environment based on her natural behavioral tendencies. Some of these behaviors may have been modified or eliminated by Jen due to her life experiences and her values system. Therefore, some Items may represent only potential behaviors. Additionally, some of the behaviors may appear to be conflicting because of the range of responses possible - r for Jen, given the nature of her behavioral style. Review, discuss, and revise the list as appropriate. Inspirational How Jen Tends to Communicate • Tends to be direct, factual, bottom -line oriented ■ Tends to avoid wasting time on small talk or social amenities • Tends to tell others what to do, without being asked to do so • May be so direct and forceful in communicating that others have difficulty asking questions, clarifying understanding, or pointing out problems ■ May be perceived by others as blunt, cold, or uncaring because of her brief communication style • May have difficulty expressing positive emotions, even though she feels them ■ Tends to assume that others know how she feels, especially if she told them once in the past • May be more comfortable in expressing her feelings through actions, assuming that others can decode the message • Tends to be comfortable in expressing anger, sometimes using anger when sadness, hurt or fear would be a more accurate expression of her true feelings ■ Tends to be impatient, have difficulty listening to long narratives, preferring people to "get to the point" • Tends to be a selective listener, hearing and storing information as it fits her perception ■ Tends to be uncomfortable with other people's emotional displays, wanting to "fix" the situation or deal with it more "rationally" ■ May tend to undervalue the importance of frequent, quality communication in maintaining work relationships ■ Likes to communicate frequently in person or on the phone in an informal, friendly manner, covering a wide range of subjects ■ Tends to be spontaneous, fast -paced, and emotionally expressive ■ May feel most comfortable with people who respond to her emotional expressions ® 2004 by Inscape Publishing, Inc. and The Gary We Company, Inc. Ail rights reserved. Reproduaon in any form, In Mote or in part, is prohibited, 19 Jen VOI t@S 19 Relating to People and Environment How Jen Tends to Manage Time ■ Tends to operate with a sense of urgency, taking short-cuts wherever possible ■ Tends to take pride in efficient solutions that allow her to pack a lot into a day ■ May underestimate time involved in some activities, resulting in cutting things short, potentially missing deadlines ■ May be critical of others who do not share her sense of urgency or move at the same fast pace • Tends to be impatient with others who desire a more leisurely pace • Tends to prefer open-ended structures and flexible schedules ■ May spend more time on people and processes than on tasks ■ May have difficulty limiting time spent with people, getting behind schedule on completing activities ■ May be chronically late ■ Others may become frustrated and angry at her poor time management IN May provide less structure and predictability than is comfortable for others • May want to keep time more loosely structured and fail to commit to a schedule, which may not meet others' planning needs How Jen Tends to Solve Problems ■ Tends to prefer simple, practical, easy -to -implement solutions ■ May have difficulty involving others in the problem -solving process because of her impatience and desire for immediate solutions • Likes to involve others in the problem -solving process by "bouncing ideas" off them or "brainstorming" ■ Tends to approach problem -solving on a personal, emotional basis and may become impatient with a more methodical approach ©2004 by Inscape Publishtng, Inc. and The Gary Little Company, Inc. All lights reserved.Reprod"ction in any form, in whole or in part, is prohibited. 19 Jen VOI IeS 2 Strategies for Managing All people are not the same. A management strategy that is very effective with one person may be disastrous with another. Trial and error learning about which strategies are effective with which person can be very time-consuming and expensive both in the dollar cost as well as the emotional cost. Thls section provides a starting point for developing strategies based on Jen's natural behavioral tendencies. By reviewing and discussing the strategies listed for each key management activity, you can develop an accurate, effective plan for managing Jen. Developing • Make her productive quickly ■ Show her the simplest, quickest, most practical way to get results ■ Emphasize the key details necessary to get results • Define clearly the limits of her authority • Use fast -paced, enthusiastic descriptions IF Get her involved quickly in new situations so she can begin building relationships ■ Reduce amount of details to avoid overwhelming her ■ Check understanding by requiring specific feedback on how-to's of the job • Provide assistance in developing structure for completing tasks Motivating • Provide opportunities to work independently • Allow her to direct the efforts of others • Offer options for achieving goals ■ Provide challenges, opportunities to "win" ■ Provide opportunities to interact with others in a positive, enthusiastic manner • Allow time for discussions where she can verbalize thoughts, feelings and ideas ■ Assist in following -up on details • Provide opportunities for visibility and recognition I r ! I t Inspiraflonal © 2004 by Inscape PutAshing, Inc. and The Gary Ultte Company, Inc. NI rights reserved.Reproduction in any form, in Wiole or in par; is prohibited. 23 19 Jen Voiles aStrategies for Managing Delegating ■ Tell her what result you need and by when; let her determine how to get it done • Specify clearly the limits of authority and available resources, allowing autonomy within those limits • Clarify understanding and acceptance of specific performance expectations and time frame for completion ■ Establish dates for checkpoints with clear understanding of what is to be completed when ■ Help structure the process for completing the task, especially when dealing with complexity or assignments requiring a methodical approach Correctinq ■ Be firm and direct, specifying the desired result as well as current level of performance ■ Direct the discussion to what she Is going to do to eliminate the gap in performance • Define time limits for improvements and state consequences clearly • Resist attempts at side-stepping the problem by stating the performance problem and consequences very specifically and clearly • Direct the discussion to how she specifically will improve performance, avoiding extensive discussions about other people and other situations ■ End discussion with a commitment about what result by when, focusing on the positive outcomes of improving performance and looking good in the eyes of others Decision-Makinq ■ Tends to be a quick decision -maker ■ May need coaching on taking time to gather sufficient information and considering possible consequences before making decisions ■ Point out benefits in taking more time in terms of improved results ■ May tend to avoid making decisions involving negative consequences and/or interpersonal conflict • Discuss how making a decision will reduce negative outcomes in the long-term and how indecisiveness frustrates others and makes her look bad ® 2004 by Inscape PubCsh!ng, Inc. and The Gary little Company, Inc. All rights e + reserved.Reproduction in any form, In wfio!e or in part, is prohibited. 19 u en vo'i Ies 'rLJ a Approach to Managing Others This section describes how Jon may tend to manage based on her natural behavioral tendencies. Some of these key management behaviors may have been modified due to life experience Jen's L'0 ' and values system and, therefore, represent only y potential behaviors. Some of the behaviors may appear contradictory as they represent the different behavioral tendencies that comprise Jen's style. Review and discuss the list, , determining which behaviors are most effective in this management environment, A Inspirational Communicating ■ Tends to be direct, factual, bottom -line oriented ■ Tends to avoid wasting time on small talk or social amenities ■ May be perceived as blunt, cold, or uncaring ■ Likes to communicate frequently in person or on the phone in an informal, friendly manner, mixing personal talk with business discussions ■ Tends to be spontaneous and emotionally expressive ■ May have difficulty in communicating negative information directly, leaving other people unclear or confused as to the real issue or the seriousness of the problem ■ May have many discussions with people but may fail to complete written documentation for follow- up Delegating ■ Tends to delegate to others the responsibility for follow-through on details ■ May be so non-specific and results -oriented in assigning tasks that others have difficulty finding out how to do it ■ May have difficulty delegating authority to go with the responsibility because she wants to maintain control ■ Likes to delegate tasks requiring attention to detail and follow-through ■ Tends to give general assignments which may lead to misunderstandings in terms of who is responsible for what and when ■ May fail to check back on progress of delegated work ■ Tends to be optimistic in her expectations of others and may need to spend more time finding out about actual skills © 2004 by Inscape PuNishing, Inc. and The Gary Ulfle Company, Inc. All rights reserved.ReproductonInany form. inMole orInpart IsprohitAted. Jen Volles 19 27 0 Approach to Managing Others Managing Time ■ Tends to operate with a sense of urgency, taking short-cuts wherever possible ■ Tends to take pride in efficient solutions that allow her to pack a lot into a day ■ May underestimate time involved in some activities, resulting in cutting things short, potentially missing deadlines • May be critical of others who do not share her sense of urgency or work at the same fast pace ■ Tends to prefer open-ended structures and flexible schedules ■ May spend more time on people and process than on task • May have difficulty limiting time spent with people and in meetings ■ Others may need more structure and predictability to get tasks done Problem -Solving ■ Tends to prefer simple, practical, easy -to -implement solutions ■ May have difficulty involving others in the problem -solving process because of her impatience and desire for immediate solutions ■ Likes to involve others in the problem -solving process by "bouncing Ideas" off them or "brainstorming" ■ Tends to approach problem -solving from a subjective, emotional approach, and may become impatient with a more methodical approach Motivating Others ■ Tends to create competitive challenges ■ Sets short-term goals and recognizes achievement of results ■ Tends to use positive, enthusiastic verbalization ■ Provides public recognition praising the positive and down -playing the negative ® 2004 by Inscape Publishing, [no. end The Gary Mile Company, Inc. AN tights J e n Voiles 29 reserved.ReproducUon in any form, in Mole or In pad, is prohibited, 19 Y 1 y ■ Your DISC® Management Style ■ Directing & Delegating ■ MotivatIon ■ Developing Others ■ Working with Your Manager f NAT rG[C EVERY`i" RING DiSC`" MANAGEMENT PROFILE Casey Tyler Thursday, October 14, 2010 This report is provided by: Strategic Government Resources, Inc. Ron Holifield PO Box 1642 Keller, TX 76244 817-337-8581 www.governmentresource.com i � inseape _iw 13ublis -tin. Introduction Your DiSCO Management Style Everything DISC` Management Profile What Does Your Map Say about You, Casey? In order to get the most out of your Everything DISC° Management Profile, Casey, you'll need to understand how to read your personal map. Because your map will appear throughout the profile, you can refer to it as you read your feedback. Casey, the picture to the right shows your Everything DISC Management Map. The eight words around the map represent the priorities of the styles at work. When we talk about priorities, we mean the primary areas where people focus their energy. Your Style: Di Your dot location shows your Everything DISC Management style. Because your dot is in the D region, this is your primary style. However, your dot is located near the line dividing the D and i regions, so I is your secondary style, and you also have many characteristics associated with this region. Note that the map shading also Illustrates how likely you are to use each style. Your dot's distance from the edge of the circle shows how natural the Di style is for you. Because your dot is near the edge of the circle, you probably stick closely to your Di style and put a very high priority on Action, Encouragement, and Drive. Because the S and C priorities are farther away on the map from your dot, Reliability, Support, and Objectivity may be a lot less comfortable for you. I ACT101V Ik'PI.IAWI 10 PA, Now that you know where you fall on the Everything DISC Management Map, you'll read about the management priorities and preferences associated with the Di style. Using this knowledge, you'll learn how to use Everything DISC principles to improve your ability to direct, delegate, motivate, and develop others more successfully. Finally, you'll explore ways to work more effectively with your own manager. ® 2008 by In -scope Publishing, Inc. All rights reserved. 8R0eproduction in any form, In whole or In part, Is prohibited. Casey Tyler 3 Your Management Preferences Everything DiSC-n Management Profile Your DISCO Management Style What do you enjoy about managing? Different people find management rewarding for different reasons. Like other people with your Di style, you may enjoy that management offers you an opportunity to lead others toward impressive results. You may like creating a high-energy environment, and being a manager of a team may appeal to your desire to make a positive impact on people. You probably enjoy many of the following aspects of management: ■ Initiating change • Creating a vision for your team • Having authority • Leading people ■ Achieving results • Keeping things moving ■ Promoting innovation • Helping people to work toward a challenging goal ■ Inspiring others to do their best ■ Getting people involved • Increasing enthusiasm • Creating a dynamic environment ACTION a;t=l [Atilt I i ? What drains your energy as a manager? Then there are those management responsibilities that are stressful for you. For people with the Di style, it can be upsetting when ambitious projects run into obstacles or delays. You may find it frustrating if your innovative plans get bogged down In details or other people's hesitancy. In addition, you may feel confined when forced to use traditional or systematic methods that slow things down. Many of the following aspects of management may be draining for you: ■ Following strict rules or protocols ■ Adjusting your goals • Slowing down your pace for others' benefit • Performing routine tasks ■ Accepting limitations • Providing step-by-step training • Calculating risks ■ Undertaking detailed analyses • Working steadily toward long-term goals ■ Having your authority overruled ■ Being forced to give up on bold ideas ■ Listening patiently and quietly 1 A RELIABILITY 06 02008 by lnscape Publishing, Inc. All rights reserved. Reproduction In any form, to whole or In Part, is prohlblted. 80 Case/ Tyler 5 Your Directing & Delegating Style Directing & Delegating Everything DISC" Management Profile As a manager, you may find that effectively directing and delegating to people is more complex than simply handing off an assignment with a "please" and "thank you." Perhaps you've noticed that certain people respond Positively to different types of instruction and feedback. Some employees want specific directions and welcome objective feedback, while others want just the opposite. Based on your DISC® style, you have a natural approach to directing and delegating. However, to maximize satisfaction and productivity, it's important to consider how effective your approach may be with people of different styles. Casey, because you prefer to move at a fast pace in your pursuit of bold solutions, -you usually hit the ground running and encourage team members to follow your lead. Your strong preference for action means that you don't want to spend a lot of time going over specifics or analyzing options. Instead, you tend to direct people by pointing them In the right direction and pushing them to come up with creative solutions. Furthermore, because you prioritize encouragement, you try to get people fired up about their tasks. You're { likely to be friendly, and the people you manage may appreciate your enthuaslasm for their efforts. On the other hand, your drive for results means that you still keep an eye on the bottom line, so you probably hold others accountable for their performance. At the same time, the people you manage may falter if your demanding pace prevents them from getting all of the Information or resources they need. They may feel empowered to act, but without clear direction they may fail to accomplish the results you're looking for. Directing & Delegating Strengths ■ Creating a sense of urgency • Getting people moving ■ Holding people accountable for their actions ■ Pushing people to reach their potential • Encouraging creativity in the execution of tasks • Giving direction in a positive manner • Making people feel that they are important contributors 02008 by Inscape Publlshing, Inc. All rights reserved. Reproduction In any form, In whole or in part, Is prohibited. s0 ACTION 7; Lu v 6 Directing & Delegating Challenges ■ Neglecting to acknowledge others' limits ■ Failing to analyze the options before assigning a task • Neglecting to emphasize the importance of routine tasks ■ Failing to provide details or step-by-step instruction when needed • Setting unrealistic deadlines ■ Failing to check in on progress ■ Causing others to become frustrated when you change course Casey Tyler 'l Directing & Delegating to the i Style Everything DiSC'1� Management Profile How does the i style like to work? Like you, people with the i style tend to move quickly. They seek new or exciting projects, and they may become restless if they are forced to work for long periods of time on routine tasks. They like working with others and prefer to be in front of people. Despite their high energy, however, they may not share your interest in the bottom line, and they may be less driven to make a big impact. They prioritize collaboration more than you do, and they want the freedom to move at their own rapid pace while remaining connected to the team. F Directing & Delegating Potential problems when working together People with the i style want a fun and fast -paced work environment, and in their enthusiasm, they may not always pay as much attention to the details as they should. Because you also work at the big -picture level, you may hand off assignments to them without clarifying important details. As a result, the two of you may miss important warning signs until it's too late. Furthermore, because you both prefer bold action over careful plans, you may neglect to provide them with the structure they need to do their best work. How to be effective with the i style People with the i style want to feel like they are essential members of a team. Give them opportunities to collaborate with others, and allow them to work on tasks that require group efforts. In addition, let them know that their ideas are being heard. Like you, they are prone to improvise and make spontaneous decisions. Given your Di style, you may need to focus on providing them with a firm structure and making expectations as clear and detailed as possible. Check In with those who lack experience to make sure they're on track and meeting deadlines. For those who are more experienced, encourage innovation and experimentation, but hold them accountable for timelines and results. If they have less experience: • Make sure they don't lose track of details • Hold them accountable for missed deadlines or skipped steps • Help them to prioritize • Let them collaborate when possible ■ Check their understanding of the task since their enthusiasm might hide a lack of clarity If they have more experience: ■ Allow them to take the lead in group settings • Make time to go over their ideas with them ■ Let them try out new ways to look at problems ■ Check in often enough to keep them on track and on schedule • Acknowledge their contributions publicly ® 2008 by Inscape Pub,Ishing, Inc. All rights reserved. so Casey in any form, In whole or In part, Is prohlblled. CaS@y Tyler 9 Directing & Delegating to the C Style Everything DiSCO Management Profile How does the C style like to work? People with the C style relate best to logical objectives and fact -based Ideas. They are comfortable working alone, so they may require minimal face time. These individuals set high quality as the ultimate goal and appreciate dependable results. As such, they may not appreciate your tendency to make quick decisions and strive for breakthroughs. They prefer to go over options and proposals carefully, which is in contrast to your tendency to move quickly and avoid getting bogged down in details. They want to be given a task and allowed time and space to complete it. Directing & Delegating Potential problems when working together People with the C style prefer to move cautiously and focus narrowly in their quest to produce the highest quality outcome. So they may become annoyed if you pressure them to multitask or rush their efforts. In turn, you may display impatience with their need to go over solutions repeatedly. Because they focus on logical solutions, they may isolate themselves and make decisions without consulting you or the team. Also, you may believe that they continually question your judgment, while they may think that you don't pay enough attention to potential problems. You may think their tendency to point out risks and make objections is a barrier to forward momentum and creativity. How to be effective with the C style People with the C style want to receive clear directions that address goals, methods, and logistics. Given your Di style, you may need to challenge yourself to give the systematic direction they want. Because they prefer to work alone, they may be reluctant to ask for help or advice, so you might need to be proactive about offering guidance when you think it's warranted. Remember that just because they question new ideas doesn't mean that they're resistant to your authority. Those with less experience may spend too much time analyzing and perfecting their work, so be sure to check in often enough to keep them on track. For those with more experience, allow more autonomy, but set clear deadlines that keep them moving forward. If they have less experience: ■ Allow them to work independently whenever possible ■ Help them set standards that meet their desire for quality without putting deadlines at risk ■ Explain the logic behind the task ■ Make sure they have the resources they need ■ Check in frequently to make sure they aren't getting bogged down If they have more experience: ■ Check in with them only when necessary to ensure forward progress ■ Encourage them to study the overall plan for defects ■ Listen to their concerns about quality ■ Allow them to work independently, but make sure to set clear deadlines ■ Give them opportunities to help solve complex issues that require logic 9 2008 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, In whole or In part, Is prohibited. 80 Casey Tyler 1 Motivation and the D Style Everything DISC' Management Profile Motivation How do your motivational needs compare to those of the D style? People with the D style are motivated to gain influence and respect, so they thrive on a fast pace that allows them to strive for success and make decisions quickly. Like you, they value results, and they may focus intently on the bottom line, sometimes at the expense of quality or people's feelings. Also, in their drive to achieve, they often focus on personal goals and prefer to work autonomously. Because they're so competitive, they may prefer to buckle down with their work rather than socialize or work collaboratively. Since they share your desire to be in charge, these individuals are motivated by opportunities to gain responsibility and authority. What demotivates them? ■ Routine ■ Foot dragging ■ Being under tight supervision ■ Having their authority questioned or overruled ■ Feeling like their time is being wasted ■ Having to wade through a lot of details How does conflict affect the motivation of the D style? ■ Employees with this style may embrace conflict as a way to create win -lose situations ■ They may be energized by the competitive aspects of conflict How can you help create a motivating environment for the D style? ■ Help them set results -oriented goals ■ Let them work independently when possible ■ Give them reasonable freedom to control their work environment ■ Create opportunities for competition, but not at the expense of the team ■ Avoid stepping in or overruling their decisions unless absolutely necessary ■ Make new projects more compelling by outlining their big -picture purpose What's the best way to -recognize and reward the D style? ■ Step back to give them more autonomy when they deliver the results you look for ■ Praise them in a direct manner by providing examples of their achievement ■ Acknowledge their ideas and give them credit for their work ■ Offer advancement opportunities when they have proven they're ready for further challenges O 2008 by Inscape Publishing, Inc. All rights reserved. Reproduction In any form, In whole or In pad, Is prohibited. Casey Tyler 13 Motivation and the S Style Everything DISC" Management Profile Motivation How do your motivational needs compare to those of the S style? People with the S style enjoy stability and predictability, so they seek harmonious environments where they can work free of conflicts and surprises. Because they find steady progress satisfying, they don't share your fast -paced drive or competitiveness, and they tend to be more methodical and cooperative. These individuals want to connect with colleagues on a personal level, so they often enjoy working collaboratively. In addition, people with the S style want to be helpful, so they're rarely interested In authority, and they may be uncomfortable with attention. Also, because they want to maintain safety and security for themselves, they may not be interested in your more adventurous Ideas. What demotivates them? ■ Being in competitive environments ■ Having to change direction abruptly • Being rushed into quick decisions ■ Dealing with cold or argumentative people • Being forced to improvise • Being in chaotic situations ■ Having to be confrontational How does conflict affect the motivation of the S style? • They may compromise on things they care about but remain frustrated beneath the surface ■ They may waste energy worrying that people are mad at them ■ They may become fearful about making mistakes, limiting their effectiveness or ability to take chances How can you help create a motivating environment for the S style? • Give them ample time to achieve results, which may require you to slow your pace at times ■ Show them that you care about their feelings rather than relating everything to achievement • Offer support by providing the information and resources they need to do their best work ■ Plan ahead to be able to give plenty of warning when changes are coming ■ Find ways to provide the structure and security they need to feel comfortable • Ask for their ideas, which they might not share without encouragement What's the best way to recognize and reward the S style? ■ Meet regularly to reassure them that they're meeting your expectations • Recognize how their strengths, such as steadiness and supportiveness, contribute to team success ■ Reward them with warm and sincere praise in a one-on-one setting ■ Discuss advancement when you think they're ready, since they aren't usually self -promoters 02000 by Inscape Publishing, Inc. All rights reserved. gROeproduction In any form, In whole or In part. Is prohibited. Casey Tyler 15 Your Approach to Developing Others Developing Others Everything DiSC'' Management Profile One of the most important but often overlooked areas of management is employee development. By development we don't mean day-to-day direction on current job duties. Instead, we're talking about supporting people's long-term professional growth by providing resources, environments, and opportunities that capitalize on their potential. Certainly, your employees will need to work through those limitations that are significant obstacles to their growth. Research shows, however, that you'll be most effective as a manager if you can help the people you manage identify and build on their strengths, rather than trying to fix all of their weaknesses. Each manager has a natural approach to this developing task, and your approach is described below. Casey, you encourage people to jump into action and ACTtoN pursue their goals with immediacy. When developing RNco people, you help them set ambitious goals and hold �Ale- them accountable through feedback and encouragement. You likely see the professional r �2 growth of the people you manage as another area in which you can be successful, and you take pride in oominilnte a �tnituenw the accomplishments and advancement of those you r' manage. { l <� Because you are good at inspiring others, you probably enjoy the responsibility of mentoring people c �� and helping them to develop. Your inspirational drive a7 to succeed encourages the people you manage to consc;anuousilo ss stend;nttss reach for the stars. You may feel that providing creative challenges helps them to grow. Since you tend to maintain a fast pace, you probably encourage people to be adaptable and ready to revise their development plans as new opportunities present themselves. Advantages of Your Developing Approach IF Encouraging bold or daring ideas for people's development ■ Encouraging others to think big ■ Pushing people to take chances and be flexible in their development ■ Encouraging people to do what they set out to do ■ Instilling a sense of confidence in others ■ Inspiring people toward ambitious development plans Disadvantages of Your Developing Approach IF Overwhelming people with responsibilities ■ Forcing others to develop in ways that contribute to your own agenda rather than building on their strengths ■ Failing to help people devise a step-by-step development plan • Pushing people at a pace that doesn't allow them time to develop necessary skills ■ Being unrealistically optimistic about some people's development options • Failing to take a long-range view of people's development needs • Failing to slow down to listen to people's real needs m 2008 by Inscape Publishing, Inc. All rights reserved. 8eproduction In any form, In whole or In part, Is prohlbited.0Casey Tyler 17 Developing the i Style Everything DiSC"' Management Profile Areas where they have strong potential Consider ways that these individuals and the organization can take full advantage of the following strengths: ■ Ability to build a network of contacts • Willingness to accept new ideas • Interest in working with others ■ Comfort taking the lead ■ Persistence through optimism ■ Tendency to create enthusiasm ■ Ability to empathize with others ■ Willingness to experiment with new methods ■ Tendency to give open praise and encouragement to others ■ Ability to rally people around an Idea Obstacles and strategies in the development process Developing Others Encouragement People with the I style thrive on encouraging feedback, so it's important to recognize their development progress. However, the collective positive energy between the two of you may be a distraction from serious problems. You may fail to recognize their limitations, and they may not realize the seriousness of situations when their performance requires correction. • Be sure to point out the progress they have made ■ Show that you are optimistic about their success, but don't ignore problems • Check to make sure they understand your feedback Action These individuals share your desire to keep moving, which may mean that you don't slow down to work on employee development often enough. Since they crave opportunities that offer excitement, adventure, and spontaneity, they may avoid new responsibilities that seem too complex or challenging. Avoid suppressing their enthusiasm, but push them to stretch themselves professionally. ■ Help them to slow down, if necessary, to look at other development opportunities • Point out the negative consequences when they do not take time to develop skills with concentrated effort • Encourage their spontaneity when appropriate Collaboration People with the i style want to work with others. However, this can be limiting when they overemphasize charisma and social skills and fail to see the value of nose -to -the -grindstone work. Because you enjoy autonomy, you may not relate well to their preference to grow In a collaborative setting. ■ Encourage them to pursue development opportunities that let them work with others ■ Remind them that their growth will also depend on independent work that may seem tedious or dry • Allow them to lead small groups ® 2008 by Inscape Publishing, Inc. All rights reserved. Reproduction In any form, in whole or In part, Is prohibited. 80 Casey Tyler 19 Developing the C Style Everything DISC' Management Profile Areas where they have strong potential Consider ways that these individuals and the organization can take full advantage of the following strengths: ■ Insistence on quality • Ability to look at Ideas logically ■ Comfort with studying the specifics ■ Interest in maintaining error -free work • Ability to pinpoint potential problems ■ Persistence in analyzing solutions ■ Willingness to work alone ■ Tendency to avoid letting personal feelings Interfere with work • Ability to exercise caution and manage risks • Interest in developing a systematic approach Obstacles and strategies in the development process Developing Others Objectivity People with the C style want to be experts in their field, so they are probably more interested in superior outcomes than rapid advancement or public recognition. Because they are so focused on precision, they may become Isolated and fail to plan beyond the task at hand, so they may need your guidance to visualize future growth. ■ Consider that they may prioritize expertise more than achievement when it comes to development ■ Remind them that their development may benefit from trusting their gut instinct more often • Push them to move forward rather than overanalyze the specifics Reliability These individuals usually avoid the possibility of failure or incompetence, and this may affect their approach to development. Because they are more methodical than you are, they probably appreciate development plans that are clear and well planned, and they are likely to choose safe options over bold ideas that you may propose. ■ Put development opportunities into a clear, well -organized framework ■ Be aware that they may have trouble admitting their limitations or acknowledging mistakes ■ Ensure that they see the drawbacks of playing it safe Challenge People with the C style rely so heavily on logic that they are often skeptical, and this means they are likely to be Inflexible about changing course or listening to your ideas about their development. At times, their tendency to say, "no" may seem resistant, but they may just need more time or facts. • Present your Ideas for their development with sound rationales to back them up ■ Listen to their questions, but hold them accountable if they become passive -aggressive ■ Give them time to think over your development suggestions before making final decisions together ® 2008 by Inscape Publishing, Inc. All rights reserved. 80 production In any form, In whole or In part, is prohibited. Casey Tyler 21 Working with "D" Managers Everything DiSe Management Profile Most of us would like to understand our own manager a bit better. And If your manager tends toward D, here are some insights for working more effectively together. Their Priorities and Preferences Managers with the D style put a strong emphasis on drive and challenge, so they focus on bottom -line results. They tend to have a competitive nature and will do what it takes to win. Like you, they prioritize action, and they probably share your restlessness when things move at a slow, steady pace. At the same time, they may fear being taken advantage of, so they will work hard to control their environment. Overall, they seek achievement, and they respond best to people who can quickly help them reach their goals. Working with Your Manager Advocating and Getting Buy -In Managers with the D style want concrete results as quickly as possible, so you may get buy -in by showing how your plan will quickly affect the bottom line. They respect confidence, so use your natural self-assurance to help your ideas get serious consideration. However, they are particularly sensitive to being manipulated, so they may respond negatively if they think that you're trying to finesse them. Because they tend to distrust excessive enthusiasm, keep your passion in check when presenting your solutions. In addition, remember their need to feel in control. Managers with the D style are likely to dismiss an idea if they believe that you ignored their advice or sidestepped their authority. So ask for their guidance and keep them in the loop. Furthermore, be sure to show respect for their leadership, and offer them an ownership stake or author role in the solution. ■ Project confidence in your ideas ■ Emphasize the concrete results that they can expect ■ Avoid coming across as overly enthusiastic or passionate Dealing with Conflict Managers with the D style can become competitive in conflict, creating win -lose scenarios in which compromise is seen as a sign of weakness. They aren't inclined to gloss over differences or avoid confrontation. You may share their tendency to face issues directly and become headstrong during confrontations. However, they may be less concerned about damaging the relationship, and, as a result, they might prioritize winning at any cost. Therefore, resist the urge to reciprocate their aggression, and focus on resolving the conflict rather than proving that you're right. Avoid viewing their directness as a personal attack, and try to state your points objectively without getting defensive or lashing out. ■ Focus on resolving the conflict rather than winning the argument ■ Stick to the facts and avoid hot buttons ■ Avoid taking their blunt approach personally (P 2008 by inscape Publishing, Inc. All rights reserved. Reproduction in any form, In whole or In part, Is prohibited. 80 Casey Tyler 23 Working with 'IS" Managers Working with Your Manager Everything DiSC''' Management Profile Most of us would like to understand our own manager a bit better. And if your manager tends toward S, here are some insights for working more effectively together. Their Priorities and Preferences Managers with the S style put a strong emphasis on reliability and support. Because they prefer a stable and friendly culture, they may dislike the fast -paced and energetic environments that you appreciate. They like to work methodically, and unlike you, they may fear rapid change or high-pressure situations that threaten their security. Collaboration Is a high priority for them, and they like people to work together harmoniously. Overall, they want to lead employees toward reliable outcomes in a friendly setting, and they respond best to people who are team players. Advocating and Getting Buy -in Managers with the S style want to see how your ideas can contribute to dependable results and steady progress. They need time to prepare for any major changes that you want to suggest, and -they may react negatively if you push for quick decisions or drastic overhauls of current systems. While they may allow you to lead the discussion, they won't appreciate it if you ignore their input. If you want their buy -in, introduce your ideas calmly, and present the specifics as clearly as you can. Shift your focus from the bottom line to the impact of your plan on people. In addition, avoid coming across as too forceful or overly enthusiastic. ■ Avoid focusing solely on bottom -line results ■ Lay out your plan in a step-by-step manner ■ Give them time to consider the implications of the changes you are proposing Dealing with Conflict Managers with the S style want to avoid conflict whenever possible, and they may remain polite and diplomatic even when they're in a confrontation. Therefore, be careful not to challenge their authority or overstep your bounds. In such cases, they may withdraw or bottle up their feelings, which may cause you to assume that the argument is resolved. However, if you allow them to bury their feelings, the resentment may build. In addition, handling conflict in an aggressive or argumentative manner may cause them to hesitate before collaborating with you In the future. Take a calmer, more patient approach and work to uncover the true source of the conflict. Avoid assuming that their silence means that the matter is resolved. • Be direct without being confrontational ■ Follow up to make sure that the Issue is resolved ■ Avoid forceful tactics that will cause them to hide their true feelings 02008 by Inscape Publishing, Inc. All rights reserved. so 0eproduction In any farm, In whole or In part, Is prohlblted. Casey Tyler 25