AN APPLIED GROWTH TRANSITIONS PRESENTATION for evaluation purposes only Professional Development - A Systematic / Planned Approach © ®

Professional Development Plan OVERALL INTENDED OUTCOME : Transform any employee into a businessperson who is able to move from basic growing, production, and sales work to a career path that allows them to understand and make the business successful. This person will be able to grow personally and support the business as a representative of the company. © ®

Level One - Intended Outcome Educate every individual in a supervisory or managerial role in the basic requirements of: Managing People and Cultural Perspectives - Objective : Participants will become competent in the use of leadership techniques in managing people, including self-control and teaching. With the use of feedback to reinforce and discipline, and the use of cultural perspectives as a back drop, they will learn to delegate effectively. Managing the Business for Productivity and Efficiency – Objective: Participants will be prepared to set-up, teach, and monitor a task, as well as to set goals for both quality and efficiency. Managing Teams to Create Growth for Individuals – Objective: Participants will be able to use the Applied Growth Transitions team approach to develop employees in a safe and supportive environment where the intersecting company culture, employee culture, and education culture interconnect to improve the bottom line. Method of Training: Company culture intersects, values, and philosophies Participants: Team Leaders, Coordinators, Senior Team Leaders © ® I

Educate every individual in a supervisory or managerial role in the basic requirements of:

Managing People and Cultural Perspectives - Objective : Participants will become competent in the use of leadership techniques in managing people, including self-control and teaching. With the use of feedback to reinforce and discipline, and the use of cultural perspectives as a back drop, they will learn to delegate effectively.

Managing the Business for Productivity and Efficiency – Objective: Participants will be prepared to set-up, teach, and monitor a task, as well as to set goals for both quality and efficiency.

Managing Teams to Create Growth for Individuals – Objective: Participants will be able to use the Applied Growth Transitions team approach to develop employees in a safe and supportive environment where the intersecting company culture, employee culture, and education culture interconnect to improve the bottom line.

Method of Training: Company culture intersects, values, and philosophies Participants: Team Leaders, Coordinators, Senior Team Leaders

Level Two - Intended Outcome Expand and refine the knowledge obtained in Level One through further specific skill development in: Communication - Objective : Participants will learn how to use communication skills in a culturally diverse environment as individual and team setting. Skills include: listening, questioning, interpreting messages, and giving and receiving feedback. They will work to understand the company’s three main voices: 1. COMPANY CULTURE 2. EMPLOYEE CULTURE AND 3. EDUCATION CULTURE. Team Process & Development - Objective: Participants will have effective team meeting skills including agenda writing, time management , and meeting group behavior. In advanced MAAPS Meeting Administration and Problem Solving additional skill topics include: Defensive / Supportive Communication, Dealing with Conflict and Mentoring Team Members. Problem Solving - Objective: Participants will be able to use the Situation, Target, Cause, Plan {STCP} Problem Solving procedure. This method teaches employees to use practical problem solving skills both in the field and in team meetings. Method of Training: Company culture intersects, values, and philosophies Participants: Team Leaders, Coordinators, Senior Team Leaders © ® II © COMPANY CULTURE EMPLOYEE CULTURE EDUCATION CULTURE

Expand and refine the knowledge obtained in Level One through further specific skill development in:

Communication - Objective : Participants will learn how to use communication skills in a culturally diverse environment as individual and team setting. Skills include: listening, questioning, interpreting messages, and giving and receiving feedback. They will work to understand the company’s three main voices: 1. COMPANY CULTURE 2. EMPLOYEE CULTURE AND 3. EDUCATION CULTURE.

Team Process & Development - Objective: Participants will have effective team meeting skills including agenda writing, time management , and meeting group behavior. In advanced MAAPS Meeting Administration and Problem Solving additional skill topics include: Defensive / Supportive Communication, Dealing with Conflict and Mentoring Team Members.

Problem Solving - Objective: Participants will be able to use the Situation, Target, Cause, Plan {STCP} Problem Solving procedure. This method teaches employees to use practical problem solving skills both in the field and in team meetings.

Method of Training: Company culture intersects, values, and philosophies Participants: Team Leaders, Coordinators, Senior Team Leaders

Level Three - Intended Outcome Develop the understanding of the impact change has at for the company and create skill-sets that enable positive transitions to occur: Change & Implementation - Objective : Participants will become knowledgeable about how to prepare for changes, how to assess the change process, and how to implement strategies that have a positive impact on change. Participants will develop a change plan. Change can bring fearful events to everyone managing it and communicating effectively are the keys to overcoming those fears. Method of Training: Change and Implementation Participants: Team Leaders, Coordinators, Senior Team Leaders © ® III

Develop the understanding of the impact change has at for the company and create skill-sets that enable positive transitions to occur:

Change & Implementation - Objective : Participants will become knowledgeable about how to prepare for changes, how to assess the change process, and how to implement strategies that have a positive impact on change. Participants will develop a change plan. Change can bring fearful events to everyone managing it and communicating effectively are the keys to overcoming those fears.

Method of Training: Change and Implementation Participants: Team Leaders, Coordinators, Senior Team Leaders

Level Four - Intended Outcome Create practical measuring and monitoring structures based on the Principles of Total Q uality Management: Total Q uality Management - Objective : Participants will learn how to conduct practical process improvement analysis, implement changed process based on total quality management principles and measure and monitor the results. Total Quality Management uses a number of both soft tools and hard tools. Soft Tools include: Check Sheets, Pareto Charts, and Force Field Analysis are used to improve the overall quality of the operations. Hard Tools include: Control Charts used to determine the capability of any given process. Method of Training: Total Quality Management Process Participants: All Teams throughout, Team Leaders, Coordinators, Senior Team Leaders © ® IV

Create practical measuring and monitoring structures based on the Principles of Total Q uality Management:

Total Q uality Management - Objective : Participants will learn how to conduct practical process improvement analysis, implement changed process based on total quality management principles and measure and monitor the results. Total Quality Management uses a number of both soft tools and hard tools. Soft Tools include: Check Sheets, Pareto Charts, and Force Field Analysis are used to improve the overall quality of the operations. Hard Tools include: Control Charts used to determine the capability of any given process.

Method of Training: Total Quality Management Process Participants: All Teams throughout, Team Leaders, Coordinators, Senior Team Leaders

Level Five - Intended Outcome Planning developmental paths for individuals in a fluid work environment allows employees to excel and achieve at increasing levels of competence through a mentoring and coaching process for succession planning: Mentoring and Succession Planning - Objective : To combine previously described trainings to transform any employee into a business person who is able to move from basic growing, production, and sales work to a career path that allows them to understand and make the business successful. This person would be able to grow personally and support the business as a representative of the company . Individual mentoring and a monitoring plan for employees is provided to take the employee through the learning, developing, and excelling stages in a career path that leads to increasing competence and responsibility. Method of Training: Culturally based succession planning, Processes and Implementation Participants: All Employees indicating interest! © ® V

Planning developmental paths for individuals in a fluid work environment allows employees to excel and achieve at increasing levels of competence through a mentoring and coaching process for succession planning:

Mentoring and Succession Planning - Objective : To combine previously described trainings to transform any employee into a business person who is able to move from basic growing, production, and sales work to a career path that allows them to understand and make the business successful. This person would be able to grow personally and support the business as a representative of the company .

Individual mentoring and a monitoring plan for employees is provided to take the employee through the learning, developing, and excelling stages in a career path that leads to increasing competence and responsibility.

Method of Training: Culturally based succession planning, Processes and Implementation Participants: All Employees indicating interest!

Introduction to Team Leader Training This Team Leader Model is central to work toward being the “Absolute Best” in the world. It contains the knowledge and skills to develop the committed, professional leader of a Team. In the horticulture business learning by doing is a well-used methodology. The Team Leader Training Model and Manual provide structured learning that supports our hands-on experience with the skill set necessary to become a true professional. © ® ©

Team Leader Needs Assessment 1 – High Need 2 – Moderate Need 3 – Low Need © ®

Change Management Measurement of Progress EVALUATION INPUT Data collected on corporate objectives employees [site, sales] Customer data and opinion Leadership Team REVIEWERS OF INFORMATION Executive leadership teams PROGRESS COMMUNICATED Via meetings or news print © ®

Advanced MAAPS- Meeting Administration and Problem Solving Advanced Communication Skills Defensive vs. Objective Difficult conversations Inclusive vs. Exclusive Advanced Problem Solving Sources and solutions Implementation Monitoring Cultural Prospective Motivating thru understanding The transition ladder Mentoring & Coaching Mentoring scale Expectations Making a plan Conflict Resolution Avoidance? Acceptance? Mediation © ®

Advanced Communication Skills

Defensive vs. Objective

Difficult conversations

Inclusive vs. Exclusive

Advanced Problem Solving

Sources and solutions

Implementation

Monitoring

Cultural Prospective

Motivating thru understanding

The transition ladder

Mentoring & Coaching

Mentoring scale

Expectations

Making a plan

Conflict Resolution

Avoidance?

Acceptance?

Mediation

Total Q uality Management Total Employee Involvement Effective Measuring and Monitoring Tools Operations Distribution HR management Increase Operation Efficiencies Cycle time reduction Dead loop closures Process Improvement / Analysis Job aid development for each task © ®

Effective Measuring and Monitoring Tools

Operations

Distribution

HR management

Increase Operation Efficiencies

Cycle time reduction

Dead loop closures

Process Improvement / Analysis

Job aid development for each task

© ® Integration Model EXCELLING DEVELOPING LEARNING INTEGRATION Plant Knowledge & Care Starting, Growing, Finishing Operations Environment Mechanics Logistics & Safety Personal Conceptual Skills People & Problem Solving

Cultural Succession Planning In our business, Succession Planning and Management does not have to be for top management alone. Any developmental program must address the need for critical backups, at any level , so that we can continue to produce our product efficiently while preventing the loss of trained employees who can help the business get to the next level. © ®

Introduction to Cultural Aspects The program is based on a learning environment that begins by training management to recognize the cultural aspects of the company, then move to train team or crew leaders to teach , coach, and mentor others. The Philosophy is to provide career paths that are both lateral and upwardly mobile. The paths include cross training for Succession Planning . An individualized plan is develop for each individual who is going to be mentored and placed on a career path. © ®

The program is based on a learning environment that begins by training management to recognize the cultural aspects of the company, then move to train team or crew leaders to teach , coach, and mentor others.

The Philosophy is to provide career paths that are both lateral and upwardly mobile. The paths include cross training for Succession Planning .

An individualized plan is develop for each individual who is going to be mentored and placed on a career path.

Intended Outcomes Position people on a learning ladder based on skill assessment and job needs. Where to start – This decision must be made by management preferably after evaluating the individual’s skill sets. Measure and monitor progress along the ladder. Teach skill competencies. Provide a motivating environment for both mentors and mentees. Produce behaviors that reflect the company culture, values and philosophies adhering strictly to bottom line results. What can be expected? © ®

Position people on a learning ladder based on skill assessment and job needs. Where to start – This decision must be made by management preferably after evaluating the individual’s skill sets.

Measure and monitor progress along the ladder.

Teach skill competencies.

Provide a motivating environment for both mentors and mentees.

Produce behaviors that reflect the company culture, values and philosophies adhering strictly to bottom line results.

Steps in the Cultural Succession Plan Development Process Job analyses. State needed technical and transfer skills in knowledge, operations, growing, people and problem solving to do each job. Choose and train mentors. Provide a system for choosing your mentee’s Star. Write a Succession Plan with the mentee and mentor using job analysis and skill set evaluations. Use the plan to assess and monitor progress. Revise plans every 3-6 months. Celebrate success. © ®

Job analyses.

State needed technical and transfer skills in knowledge, operations, growing, people and problem solving to do each job.

Choose and train mentors.

Provide a system for choosing your mentee’s Star.

Write a Succession Plan with the mentee and mentor using job analysis and skill set evaluations.

Use the plan to assess and monitor progress.

Revise plans every 3-6 months.

Celebrate success.

Steps in the Cultural Succession Plan Development Process Job progression is chosen. Roles and activities are defined. Activities are provided. Progression training occurs. Transition practice takes place gradually as competence increases. Mentee performs the job independently. After the job is performed (usually during jobholders absence) a debrief is held. The Mentee is given expanded activities as he/she returns to “regular” job. © ®

Job progression is chosen.

Roles and activities are defined.

Activities are provided.

Progression training occurs.

Transition practice takes place gradually as competence increases.

Mentee performs the job independently.

After the job is performed (usually during jobholders absence) a debrief is held.

The Mentee is given expanded activities as he/she returns to “regular” job.

Improved profits and growth "Growing People Who Grow Plants" Total Employee Involvement DEVELOPING/ IMPROVING EXCELLING LEARNING /TRAINING Cultural Succession Planning © ® ® ACHIEVEMENT

Process Summary Develop a plan and strategy to implement the transformation required (Long term format with weekly meetings scheduled following a designed approach) RECOMMENDED Individual segments delivered according to need. Not a complete approach but serves well as an introductions to the concepts and the need for the training. Target group training, design to provide single program events ranging in duration from a couple of hours to 3-4 days. Single topic training with practical application © ®

Develop a plan and strategy to implement the transformation required (Long term format with weekly meetings scheduled following a designed approach) RECOMMENDED

Individual segments delivered according to need. Not a complete approach but serves well as an introductions to the concepts and the need for the training.

Target group training, design to provide single program events ranging in duration from a couple of hours to 3-4 days. Single topic training with practical application

The Total Employee Involvement Management System “ WE ARE LIVING PROOF THAT ANYONE CAN ACHIEVE BOLD DREAMS WHEN BASED ON A FOUNDATION OF INTEGRITY, DEDICATION, RESPECT AND APPRECIATION.” © ®