A summary of our 3 areas of focus and results that we have delivered for our clients.

1. Providing solutions for leadership development, team
dynamics and onboarding

2. Who we are
Who we are
Connect the Dots Consulting helps leaders and
Connect the Dots Consulting helps leaders and
HR professionals build solutions to address
business challenges such as onboarding, team
business challenges such as onboarding team
dynamics and leadership development.
We develop solutions that are based on proven
We develop solutions that are based on proven
best practices and are customized to the
unique objectives and cultures of our clients.
unique objectives and cultures of our clients.

3. What we do
What we do
• Leadership development/coaching
Leadership development/coaching
– first‐time leaders
– newly‐promoted
l t d
– onboarding
– developmental
• Team dynamics
• Onboarding

4. Bridge the talent gaps
Bridge the talent gaps
Connect the Dots’ methodology
C t th D t ’ th d l
Assess Create Implement
• Evaluate • Articulate • Develop and
current talent future q
acquire talent
• What do you requirements to meet
have & what’s • What is objectives
missing? needed? • Bridge the
gaps

5. Leadership Coaching
Leadership Coaching
We use innovative and practical approaches to
We use innovative and practical approaches to
help leaders understand the impact their
p y p
leadership styles and their performance have
on them and the organization.
We get to the heart of your coaching
g y g
challenges and implement tools and processes
that drive results, accountability and measure
impact.

6. Coaching Model
Coaching Model
Measure
Implement Impact
Develop
Action
Assess Plan

7. Leadership Onboarding
Leadership Onboarding
Effective onboarding processes increases the
Effective onboarding processes increases the
likelihood that your employees will be
engaged and choose to stay with your
engaged and choose to stay with your
organization.
Our onboarding process is built on the
O b di i b ilt th
foundation of providing key knowledge,
helping to build critical relationships, d
h l i t b ild iti l l ti hi and
delivering actionable feedback.

8. Leadership Onboarding Model
p g
Offer Accepted Setup Honeymoon Reality Adjustment Transition
Off A t d S t H R lit Adj t t T iti
Gain knowledge……….build relationships…………and receive feedback
Prestart Week 1 Month 1 Month 2 Month 3 Month 4
Full integration into role and culture
Full integration into role and culture
0 months 4 months 18 months

9. Team Dynamics
Team Dynamics
We understand what the best teams do
We understand what the best teams do
differently. We have helped a wide variety of
teams achieve increased cohesion, trust,
effectiveness and bottom‐line results.
We work with you to determine the objectives
and scope of a team engagement and then
provide process consulting, group facilitation
and/or skill building to deliver the most
and/or skill building to deliver the most
appropriate outcomes.

10. Team Dynamics Model
Team Dynamics Model
Create
Vision
Identify
Measure Success
Profile
Assess
Coach
Team
Develop
Strategies

11. How we work with clients
How we work with clients
• Consulting and advising:
– Building and presenting the business case
ld d h b
– Determining best solution
– Managing internal project team
• Customizing best practice solutions
– Leader Coaching process
– Team process model
– Building Connections®
ld ®
– Are You Connected?®
• Integration Coaching
g g
– HR Partner
– New Leader
– Manager (boss)
Connect the Dots Consulting

12. What we ve delivered
What we’ve delivered
The Business Challenge :Collect and deliver feedback to
transitioning leaders in a culture that can be uncomfortable
transitioning leaders in a culture that can be uncomfortable
with feedback. The HR leaders knew that transitioning leaders
needed feedback to be successful in the complex culture.
However, there was not a consistent methodology to gather
and deliver the feedback. In addition the HR team did not have
the expertise to determine the appropriate behaviors to
measure
Value Delivered: The Are You Connected?® survey results and action
planning resources provided HR partners with the data‐based feedback
needed to give transitioning leaders a clear view of where they are hitting
and missing the mark. Over one‐hundred (100) top leaders at TJX have
and missing the mark Over one‐hundred (100) top leaders at TJX have
received feedback via this survey and have made the appropriate changes
for their success in their new roles. The impact for TJX of this process is the
avoidable turnover or derailment of several key leaders.

13. What we ve delivered
What we’ve delivered
The Business Challenge : The need for leadership coaching
The Business Challenge : The need for leadership coaching
as part of a larger executive development strategy was
identified. Many of the leaders in OSUMC had “grown‐up” in
the organization and lacked the leadership skills now needed
for their increasingly complex roles and matrix‐style reporting
relationships.
Value Delivered: Chosen as a strategic partner, Connect the Dots worked
with the AVP of a large administrative function to coach a leader and his
team who were struggling with their internal customers. After identifying
key objectives and collecting stakeholders’ feedback, we created a plan for
each leader. Through individual and team coaching sessions, the group
each leader Through individual and team coaching sessions the group
developed a clear view of how to be successful with their internal
customers. Though they had been through some development activities
before, our work focused on awareness of current state, and practical, job‐
focused action steps that delivered results and behavioral changes.

14. What we ve delivered
What we’ve delivered
The Business Challenge : Cardinal expected its leaders be
able to understand and navigate its complex structure,
bl t d t d d i t it l t t
processes, and culture. Leaders had to be able to make critical
decisions quickly and accurately in order to support the ever
changing demands of the businesses. There was not formal
g g
support to integrate new leaders and get them up to speed.
The HR team needed to respond by creating a process that
provided an “even playing field”.
Value Delivered: Connect the Dots partnered with both senior leaders and
V l D li d C t th D t t d ith b th i l d d
the HR leadership team to create a four‐month structured onboarding
process. Following a consistent process with clearly articulated roles and
responsibilities provides each leader with the Knowledge, Relationships and
p p g , p
Feedback critical for success. This allows the new leaders at Cardinal to
decrease their time to effective performance. New leadership teams have a
clear set of objectives an understanding of the complex culture and the
ability to give and receive feedback throughout the onboarding process.
ability to give and receive feedback throughout the onboarding process

15. What we ve delivered
What we’ve delivered
The Business Challenge :The Audi leadership team was having
difficulty retaining new leaders hired into a specific role. The hard
diffi lt t i i l d hi d i t ifi l Th h d
and soft costs of turnover were becoming obvious and painful. The
culture of the organization is very strong and expects new leaders
to “hit the ground running” and produce very quickly—without
g g p yq y
support or feedback. The HR team knew the turnover would
continue if something was not done to support these new leaders.
Value Delivered: Connect the Dots worked together with the
Value Delivered: Connect the Dots worked together with the
Organizational Development (OD) group of Audi of America to implement
our leadership coaching onboarding model. To accommodate the Audi
culture, we coached the OD partner, as he coached the new COO. In
addition, the Are You Connected? Early Feedback Survey was used to
ddi i h A Y C d? l db k S d
provide the COO with critical data regarding as to how his stakeholders
experienced him during his first 90 days. The COO is successfully
transitioned and has exceeded expectations according to his feedback.
p g

16. Fast facts
Fast facts
• 40% of new leaders fail within their first 18 months
on the job ‐2007 monster.com survey
• The most critical part of a leader’s job is to execute results
through others.
through others.
• Teamwork is the ultimate competitive edge.
• “Culture eats strategy for breakfast.” –Ford Executive