1. The document outlines an agenda for a Vistage meeting that will discuss the "7 Deadly Sins of a Managing Director". 2. Vistage is an organization that provides peer advisory groups and coaching for business leaders. 3. The meeting will focus on common mistakes or shortcomings of managing directors, such as prioritizing status over results, popularity over accountability, and lack of work-life balance. Strategies will be discussed for overcoming these sins.

1. Welcome

2. Agenda Welcome Introductions Vistage: Better Leaders. Better Decisions. Better Results……… The 7 Deadly Sins of a Managing Director Problem Solving…. interactive session dealing with a real business issue….. Summary, Q & A, Next Steps

3. One Minute Introductions Name Position Company Turnover & numbers of staff The business you are in A real issue you are wrestling with, which if you could resolve it, would give you the greatest peace of mind

4. Vistage International The World’s Leading Chief Executive Membership Organisation

5. Vistage International Better Leaders, Better Decisions, Better Results

6. Vistage International Started in the USA in 1957 14000 members in 16 countries 600 members in the UK

7. Member Profile Chief Executives, MDs and Business Leaders All industry sectors SME based (£2m - £150m); plus corporate 2:1 owner manager vs. hired guns 30 – 65 years of age 14% women members

8. Vistage Group & Group Chairman Monthly Group Meetings One-to-Ones Expert Speaker resources Regional and International conferences Web-based best practice library Network of 14000 members The Vistage Process

9. One day every month 2 hour one-to-one every month Host the day in rotation £800 joining fee £2,400 per quarter The Investment

10. Return on investment proven through: Better decision making Accountability to action Personal & professional growth Overcome isolation – “it’s lonely at the top” Making change easier Networking Why Leaders Join

11. Better Results Vistage Member Companies Grow Faster

12. Vistage International Better Leaders, Better Decisions, Better Results

13. The 7 Deadly Sins of a Managing Director Mike Steinle Vistage Group Chairman

14. Sin #1 Not focussing on the right tasks and who’s job are you really doing?

15. The Seven Core Tasks…….. Create the vision, set the direction Get the right people on the bus Lead the organisation, let others manage Communicate, communicate, communicate Understand the numbers Understand the risks Take care of yourself

16. Sin #2 Status Over Results

17. Sin #2: Status over Results You do not consider it a professional failure when your organisation fails to meet its objectives You often wonder how how you’ll top this position in your career You feel overlooked when, in spite of exceeding your company’s objectives, you remain somewhat anonymous relative to your peers in the industry

18. Sin #2: Status Strategy for Overcoming : Focus on Results Publicly commit to measurable results Evaluate your success based on these results alone

20. Sin #3 Popularity over Accountability

21. Sin #3: Popularity over Accountability You consider yourself to be a close friend of your direct reports It bothers you, to the point of distraction, when they are unhappy with you You often find yourself reluctant to give negative feedback to your direct reports You water down negative feedback to make it more palatable

22. Sin #3: Popularity Strategy for Overcoming : Hold People Accountable Confront direct reports immediately about behaviour and performance Clarify expectations up front to make confronting direct reports easier

23. Quarterly Priorities Manager

24. Sin #4 Certainty over Clarity

25. Sin #4: Certainty over Clarity You pride yourself on being intellectually precise You prefer to wait for more information rather than make a decision without all of the facts You enjoy debating details with your direct reports during meetings

26. Sin #4: Certainty Strategy for Overcoming : Provide Clarity Set public deadlines for making decisions Practice making decisions without complete information around less risky issues

27. Sin #5 Harmony over Conflict

28. Sin #5: Harmony over Conflict You prefer your meetings to be pleasant and enjoyable Your meetings are often boring You get uncomfortable at meetings if your direct reports argue

29. Sin #5: Harmony Strategy for Overcoming : Establish Productive Conflict Draw out differing opinions and perspectives from staff members Engage in – and allow – passionate discussion about key issues

30. Sin #6 Invulnerability over Trust

31. Sin #6: Invulnerability over Trust You have a hard time admitting when you are wrong You rarely share personal values and experiences You are uncomfortable accepting compliments

32. Sin #6: Invulnerability Strategy for Overcoming : Build Trust Acknowledge your own weaknesses and mistakes Allow direct reports to see your human side

33. With the right behaviours… Accountability ensures results Clarity allows accountability Conflict leads to clarity Trust lets healthy conflict occur

34. Choice Point Trust Conflict Clarity Accountability Results Climbing to Success Invulnerability Harmony Certainty Popularity Status Sliding to Failure

35. Sin #7 Lack of balance in your life

36. Career Finances Health Family & Friends Love Personal Development Fun & Recreation Physical Environment

37. Golden Key ‘ Decide that your front door key is made of gold. Visualise it to be so repeatedly – shine it up with Brasso or Duraglit – so that whenever you use it you remember that it is the precious key that gives you access to the most precious people – your loved ones. They deserve to see you as the best version of yourself every time you return to them from work’

38. What action will you take as a result of this time we spent together?

39. The 7 Deadly Sins of a Managing Director Mike Steinle Vistage Group Chairman 24 th January 2008

40. Vistage International Better Leaders, Better Decisions, Better Results

41. Problem Solving The issue is… It is significant because… My ideal outcome is……. Relevant background information…. What I have done up to this point…… The help I want from the group is…..

42. Issue Process First seek understanding . Ask clarifying questions (no solutions) Piggy back on questions asked until the line of enquiry is exhausted Find the real questions and the real issue Observations, experiences, prescription . Group input Owner of the issue stays silent, just listens Feedback Issue owner will describe how they feel, what they learned Announce what action they will take

43. Vistage International Better Leaders, Better Decisions, Better Results