Our Capabilities February 21, 2011 Presented to: Performance Vertical Consulting, LLC. The document summarizes Performance Vertical Consulting's mission to help organizations achieve sustainable success and competitive excellence through talent selection, development, and retention. It outlines services such as human capital consulting, executive assessment, leadership development, and peak performance training for individuals, teams and organizations.

1. Our Capabilities February 21, 2011 Presented to:

3. Performance Vertical Consulting, LLC Our Mission To act as a catalyst to organizations seeking sustainable success, competitive excellence and desired business results. We provide trusted advice in the selection, deployment, management, development and retention of talent.

4. Installing Peak Performance Systems in Individuals, Teams, and Organizations

5. Luis F. Valdes, Ph.D. B.S., Psychology, University of Texas at El Paso (1977) Ph.D., Counseling Psychology, Texas Tech University (1984) Staff Psychologist: University of Notre Dame, University of Texas, Georgia Tech Consultant to business and organizations (1994 to present)

6. Performance Psychology The study of the conditions, behaviors and mental processes necessary for the achievement of peak performance.

7. The Organization “ Every successful organization can tell a great story about its people.”

8. “ Peak Performance is… … the ability of the individual, team and/or organization to attain a consistent and sustainable level of high performance.”

9. How do we do it? Culture Competencies Processes Discipline Speed Agility Strength Peak Performance Strategy People Organization Fitness Review Results

10. Services Human Capital Consulting Board Advisement Executive, Managerial, Employee Assessment Organizational Fitness Review Managerial & Leadership Development Leadership Continuity Coaching Career Transition Peak Performance Training Sales Peak Performance Training Camps Team Training Navigating Turbulence Training

11. First 100 days Critical period How people learn Basic Habits End results

12. Peak Performance

13. Mind-set Fast- Forward Game- Plan Rehearse Execute What is your goal? What are your challenges and obstacles? What are your alternative procedures? How and when will you deliver ? What did I learn? What should you do differently? 7 Key Steps Peak Performance The Peak Performance System Individual Team Organization Review Vision What is your attitude? What needs to be perfected and practiced?

14. “ Winners”: Profiling for Peak Performance

15. Peak Performance Theory: Individuals

16. Vision What do I want to accomplish? Desired state? Meaningful Makes a real difference Can I create a mental picture of what success looks like? Why is this important to me? What is the impact of the goal?

17. Mental Mindset Am I invested in the outcome? Do I have confidence in the outcome? Do I have confidence in my ability to influence a positive outcome? Am I in control of my emotions enough to handle stress, pressure, and unanticipated situations? Am I willing to work hard and practice? Can I perform the necessary procedures to achieve the results?

18. Fast-Forward How can I better anticipate and predict? What will it take to achieve the goal? What challenges/obstacles might get in my way?

19. Fast-forwarding In Sports Ability to anticipate the flow of play Stay ahead of real-time Anticipate where teammates and competition are going to be Inspiration: Make others’ performance better Motivation: Intensity and focus

20. Fast-forwarding In Business Accurately predict where the market and customer interests and needs are Properly position business to engage customers with the right mix of product and service offerings Strategic choices about time and energy expenditures Building value-creating and trust-building relationships with customers and colleagues

21. Game-Plan What alternatives will help me to reach my goal? What roles and responsibilities must be assigned? What is the best alternative? What is the best way to execute this plan?

22. Rehearsal Goal of incremental improvement Focus on the fundamentals Willingness to work hard Sacrifice Non-reliance on talent Delayed gratification Deliberate practice Feedback

23. “ Deliberate Practice” Activity explicitly intended to improve performance Objective is to move beyond one’s level of competence Feedback on results Behavioral rehearsal High levels of repetition

24. Execute What are the specific steps for implementing my plan flawlessly? How will we execute? Who needs to be involved? Where will I begin? When will I begin? When do we stop and evaluate?

25. Review Did I achieve my desired outcome? What was the final outcome? How close did I get? Lessons learned: What worked well? What could have been done differently? What’s the next plan?

26. Weekly Feedback What is the most important thing you learned this week? What changes have taken place in your attitude (heart), skills (hands) and knowledge (head) this week? In what areas do you have the greatest need for help?

27. Managing Self and Others

28. What do these sports franchises have in common? U.S. Woman’s Soccer Team New England Patriots New York Yankees Chicago Bulls San Francisco 49ers Dallas Cowboys Atlanta Braves

29. Team Profile Icon or Inspirational Players The Greatest Challenge Constant Renewal of Challenge Commitment to Excellence Raising the Bar Passion Family Innovation Awareness of The Zone

30. The Performance Vertical Leadership Boot Camp Peak Performance Training

31. 100 Day Action Plan Target Objective Develop habits of success Develop self-managed individuals Production improvements Action Steps Regular meetings Internalize attitudes/beliefs/actions of peak performers Develop job descriptions and learn to perform functions Develop company, product, market knowledge Learn and use communication skills Time Frames: Set dates – Start/end Success Indicators: Daily, weekly, monthly feedback

32. Training Concept Hire people with the “capacity to produce” Experience quick success (observable wins) Practical, results-oriented training (prevent wasted training $$$) Avoid mentality of “Magic Bullet” Careful planning Creative thinking Continual application Improvement mentality Full active involvement Self-managing people

33. Why Training Fails (organizationally) No needs assessment No diagnostics Training is the magic bullet Is it an organizational issue? A resource issue? Training is reactive Does it support the business objectives? What is the mission? What are the skill gaps? One-shot deal No follow up, no continuity Failure to identify outcomes Specific, measurable, actionable, reachable and relevant, timely (SMART), concrete Failure to measure results SMART Management does not participate System is for the masses not the elite

34. Why training fails (Individually) Previous history of training Low expectations Off-the-shelf Not individualized Lack of relevance Failure to connect the dots for the participants “ WIIFM” Focus on only skills, knowledge Failure to identify emotional, motivational issues, culture Lack of urgency

35. Training Quality People Ability to learn new skills and add value Increase marketability (career development) Self-management Have challenging work (people and challenge) Recognition and reward Fit with career goals, interests, personality type Provide with tools and resources to succeed Environment that fosters peak performance Consistent models, systems, and procedures linked to success indicators and measures

36. Insanity Definition: When you keep doing the things you have been doing and you expect a different result.

37. No training? Results Same outcomes as before Turnover Job dissatisfaction Lower team effectiveness Reduced communication Lack of clarity of roles Lack of performance feedback Lower productivity Sub-optimization of talent

38. Benefit of Training: When it works Job satisfaction Reduced turnover Increased alignment with organizational/business goals Teamwork Productivity Results-driven organization

39. How people learn: Closed loop theory Establishment of objectives, goals, outcomes Assess strengths to leverage toward goal Head: Cognitive (understanding) Heart: Emotional (connection to outcome) Hands: Skills identification Breakdown of clear steps toward outcome (process) Rehearsal Closer approximation to desired results Feedback Success Reward

40. VISION: Goals/objectives/ outcomes Assess strengths Understanding of the task Emotional investment Specific skills required PROCESS: Steps toward outcome Rehearsal Execution Feedback Success Reward CLOSER APPROXIMATIONS TO DESIRED RESULT

41. Action Planning Worksheet Target Objective Action Steps Time Frame Success Indicators

42. Website: http://www.performancevertical.com Weblens (The Handbook of Peak Performance): http://www.squidoo.com/valdes Blog: http://peakperformancethe blog.blogspot.com

43. Luis F. Valdes, Ph.D. Founder and CEO (404) 357-7335 www.performancevertical.com E-mail: [email_address]