The Impactful Executive

Take your top team performance to the next level

Q3 2024

Summary: The Impactful Executive (TIE) Offering

2

Contents

3

Organizational health issues are top of mind for today’s executives

Top Ten internal concerns for global C-suite executives

1

• Attract and retain talent

2

• Accelerate pace of digital transformation

3

• Reduce costs

4

• Drive profit growth

5

• Drive revenue growth

6

• Modify business model

7

• Develop Next Gen leaders

8

• Put greater emphasis on corporate culture

9

• Focus more on sustainability

10

• Focus more on innovation

Of global executives’ top internal concerns…

• refer directly to organizational health elements
• are dependent on health for their success
• are desired outcomes, not improvement levers

• Source: On the Edge: The Conference Board C-Suite Outlook 2023, a survey of 1100+ global C-suite executives, includes 670 CEOs

• Health elements

• Dependent on org. health

• Desired outcomes (not levers)

4

3

3

4

Three distinct pain points hurt leaders, keeping them up at night

• These repeat across industries and geographies

• Opaque

• Stuck

• Drama

1

2

3

• Taken by surprise

• Left in the dust

• Lord of the flies

1

2

3

Direction unclear

“Status quo” as strategy

Too many priorities

Silo mentality

Unclear “first team”

Unproductively busy, stressed

Paralysis by analysis

All talk, no action

​

False consensus

Avoiding the issue

Tension, rumors and gossip

Lack of unity

“Herding cats”

1

2

3

• Short-term frustrations

• Long-term fears

• Opaque

• Stuck

• Drama

Can’t see the forest for the trees

Missed opportunities

Becoming “Blockbuster”

Ineffective, inefficient action

Competitors are quicker

Becoming “Detroit”

​

Losing respect

Chaos and mutiny

Imposter syndrome

Leadership change

Becoming “Days of our lives”

1

2

3

• Taken by surprise

• Left in the dust

• Lord of the flies

5

The Impactful Model’s three levers address pain points to improve organizational health

Visible improvements towards high performance within 60 days by pulling three levers

• “Opaque”

• ”Stuck”

• “Drama”

• “Taken by surprise”

• “Left in the dust”

• “Lord of the flies”

• Clear Direction

• Focused Action

• Thriving Team

• “Row as one”

• “Frictionless”

• “Symphony”

A

B

C

Everyone understands the goal and how to get there, knows their role, and works with perfect cohesion

We operate efficiently, like a bullet train, with nothing stopping us from reaching our destination

Every member of our team prioritizes trust and the shared mission above their individual needs and egos

6

Investing in organizational health delivers strong returns

• Bottom

• Middle

• Top

• Bottom

• Middle

• Top

• Total shareholder returns by organizational health quartile

• Return on Invested Capital by organizational health quartile

• Source: McKinsey & Co., Beyond Performance 2.0, (2019)

• Indicative annual value of moving from the bottom quartile to average, based on company size

• Annual revenue

Est. annual impact¹

• Small

• Mid-sized

• Large

• $5 million

• $25 million

• $100 million

• $300,000

• $1 million

• $2 million

1. Estimate. Assumes enterprise value at 2x revenue. Moving health from bottom to middle creates a 6% increase in shareholder returns (8% to 14%).

We have conservatively assumed a 3% improvement for small companies, 2% for mid-sized, and 1% for large companies

2. Estimate. Assumes $60,000 annual investment in The Impactful Executive (TIE) programme per team. Assumes 1 team for small companies, 2 teams for mid-sized companies, and 3 teams for large companies

ROI from TIE investment²

• 5x

• 8x

• >10x

• 2.5x

• 3x

7

The running thread of leadership is that everything is punctuated by human dynamics. ��I should have focused more on practices around clarity, culture, team dynamics, including for middle managers. ��TIE creates a language, a narrative that everyone can easily understand and relate to, and therefore rally everyone around at a very practical level.

Retired CEO of $10bn Financial Services Firm

8

Contents

9

The Impactful Model is particularly useful at strategic and business inflection points

• Who does this solution suit?

• Companies or divisions with…

​

• Revenue:
• $5m - $100m

​

• Employees:
• > 30

• Examples

• Common Needs

Founder-led companies

Venture-backed startups

High-growth businesses

• Upgrade practices unsuited to future scale before problems occur
• Leverage founder strengths while addressing gaps
• Build a robust culture that limits “key man risk”

Turnarounds and transformations

PE-backed companies

Corporates seeking performance renewal

Distressed assets

​

• Address the underlying causes of underperformance
• Address employee fears and sense of instability
• Build a culture suited to new, ambitious goals

Relationship- based leadership

• Manage intra-family dynamics
• Professionalize management practices
• Develop equitable hiring, promotion, and compensation practices

Family businesses

Partnerships

​

Public and social sector

• Align on priorities and expectations, when “everything seems important”
• Enforce accountability and performance standards
• Increase agility

Schools and districts

Hospitals and clinics

Donor-funded NPOs

Govt. departments

10

Our modules deliver structured solutions to the key challenges that growing businesses face

“This used to feel like a shared calling, now it seems most of my team just clocks in for a paycheck. How do I bring back that passion and purpose?”

“Ever since we started incorporating hybrid and remote work, our culture feels stale and disconnected. How do I fix this?”

“We used to be agile, but today it takes forever to make decisions and get everyone rallied behind then. How can I speed us up?”

“It feels like every hiring and pay decision leads to grumbling. How do I make sure our hiring and compensation processes are clear, fair, and understood by all?”

“We don’t know how to have hard conversations with each other. Either we paper over issues, or we say the wrong thing and upset each other.”

“We have so many opportunities, but there is never enough time to get everything done! We need to learn how to prioritize more effectively.”

Understanding

Culture

Understanding

Culture

Management

Teamwork

Innovation

Feedback

Attention

Leadership

Management

Process

• Common executive challenges

11

Existing options fall short…

…but there is a better way

Your issues will not just go away on their own

Ignore problems

Once-off interventions do not drive lasting change

Run a workshop

Usually focused on the individual, not on team and org performance

Get a coach

Not sustainable

Expensive

Hire a consulting firm

Common solutions have their drawbacks

Why choose TIE’s High Performance Program?

… because 1 + 1 = 11

Deliver value greater than the sum of parts by combining “hard” and “soft” skills (e.g. project management, value driver; trust, communication, empathy).

… because persistence wins

​

Limited financial and time investment towards continuous improvement using “minimum effective doses” drives sustainable, long-term gains.

…because action beats ideas

TIE’s agile sprints blend workshops driving tangible changes with daily engagement for top teams to develop shared high-performance habits.

​

12

Our model uses all three levers to drive impact at three organizational levels

• Levels of organizational value creation

• Levers leaders use to drive value

• Clear Direction

• Focused Action

• Thriving Team

A

B

C

• Impactful Model

• +

Clear Direction

Focused Action

Thriving Team

Culture

Innovation

Leadership

Manage- ment

Processes

Teamwork

Under- standing

Attention

Feedback

Organization

Team

Individual

Baseline performance

Reassess performance

• =

13

Top Team High Performance Program

• Start with diagnostics; triage issues; strong field-and-forum approach; structured phases

• Month 1

• Month 2

• Month 3

• Month 4

• Month 5

• Month 6

• Month 7

• Month 8

• Month 9

• Month 10

• Month 11

• Month 12

Impactful Diagnostic

Phase 1: Individual elements

Phase 2: Team-level elements

Phase 3: Organizational elements

Consolidate; Amplify

Begin the journey with diagnostic “health check”

Stop there if you want—no long-term commitment

Continue through a structured improvement journey tailored and triaged to your needs

Individual modules can take 2-4 two week agile sprints, depending on diagnostic results; step-back as needed

14

The top team engagement process begins with an Impactful Diagnostic assessment and a discussion of goals and priorities

• Clarify executive pain points with esp. “G3”: CEO, CHRO, CFO
• Agree diagnostic sources for survey and interview engagement

• Conduct diagnostic survey on 30+ participants
• Use structured, recorded interview process to engage top team of 5-6

• Codify qualitative insights to augment diagnostic survey findings
• Share Impactful Diagnostic report as part of initial engagement process

• 1. Brief

• 3. Diagnose

• 2. Analyze

15

Our Field and Forum approach drives tangible change

• Technology serves and supports the improvement process through both field and forum

“Forum”

“Field”

• Easy-to-use mobile app enables seamless work-integrated learning

​

• Provides nudges, short videos, data capture, nano surveys, etc.

• Engagement tools to enhance digital workshops, incl. real-time polling, virtual whiteboards, gamification, etc.

• AI-based workshop reviews, including summaries and analysis

Fortnightly top team engagement workshop (~2 hours with 6-12 executives)

Put forum learnings into practice in normal course of work (~5 minutes daily accountability)

16

Example: How our methodology drives performance improvements

• Each module contains a series of “sprints” designed to build high-performance habits at the individual, team, and organizational level

Understanding

Attention

Feedback

• Module

• Module objective

• “Sprint” objectives

• “Sprint” design

• Develop a profound, shared understanding of how we each show up and drive value in the business

• Increase individual productivity by optimizing how we use our time and our energy

• Ensure we all consistently deliver and receive feedback effectively in all directions

1. Increase personal productivity by avoiding psychological performance traps
2. Maximize and exploit our energy to accomplish more
3. Harness our time more productively through effective prioritization

Etc.

“Forum”

“Field”

• Each module has a distinct objective…

• …and consists of 2-4 2-week sprints…

• …each of which includes both a workshop to introduce ideas and daily engagement to form and refine new habits

Welcome and review (20 min)

Present data from previous sprint’s field work and discuss learnings. Pulse check.

Prioritizing our tasks (40 min)

Introduce the “Burkman 3-3-3” prioritization method and consider our daily plans in this light

Trimming to-do lists (40 min)

Introduce the “4 D’s framework” and work in pairs to trim our action items and create focus time

Closing (20 min)

Introduce the fieldwork, reflection and review of the session

​

Answer the following questions at the end of each work day:

1a) Did you spend at least 3 hours today focused on your single top priority? (Yes/No)

1b) If not, what prevented you from doing so? (short answer)

2a) Looking ahead to tomorrow, what can you remove from your plate using the 4 D’s? (short answer)

2b) Which of the 4 D’s did you use? (multiple choice)

17

Contents

18

Our team brings unique and diverse experiences to your performance improvement journey

• Jay Kloppenberg

• A dedicated professional with more than 15 years’ experience in education, people development, and organization building, Jay brings a wealth of knowledge to your performance improvement journey.
• As a consultant in the McKinsey & Co. People and Organizational Performance practice, Jay helped companies across industries and geographies achieve higher levels of performance.
• Prior to his time at McKinsey, Jay founded, built, and ran the African School for Excellence, an award-winning innovative school based in South Africa.
• He has published in distinguished academic journeys on learning philosophy and educational technology, and is a frequent guest speaking at business and education graduate schools in the United States and in Africa

• Dr. Ali Monadjem

• A career spanning over 15+ years, with a unique blend of expertise in medicine, business strategy, and leadership to drive transformative change in organizations.
• At McKinsey & Company he worked on a diverse range of projects in strategy, organizational effectiveness, and operations across various sectors, including industrials, logistics, energy, TMT, and financial services.
• As a director at Spencer Stuart for over five years, Ali collaborated closely with Boards, CEOs, and Excos to address critical strategic, executive talent, and top team effectiveness priorities.
• He has served as a CEO and Exco advisor for organizations such as a financial institution an investment portfolio of $10bn and a team of over 800 professionals.
• He originally completed a medical degree, and then pursued an MBA, graduating Magna Cum Laude-equivalent with the Gold Medal.

19

Contents

20

The flagship Top Team Program is our recommended starting point, with an adaptable solution based on specific needs

• Top Team diagnostic assessment
• Fortnightly top team workshops
• Platform to nudge continuous improvements
• Monthly CEO/sponsor advisory sessions
• Can be cascaded to sub-teams

• Flagship: Top Team Program (recommended)

$4,995 p/m

• Accelerated Program: I need to go faster

• Expanded Program: I need to go deeper

• Modified diagnostic to increase depth
• Fortnightly group training sessions for 5-20 peer-nominated facilitators
• Access to detailed facilitator guides
• Workshop reviews and facilitation feedback

• Combination of the Expanded program and the Accelerated program
• To be designed alongside leadership to ensure it fits your exact needs

• Kick-start with 2-3 day workshop (optional)
• Weekly/bi-weekly mini-workshops
• Simultaneous nudges in 2 or more improvement areas
• Fortnightly sponsor advisory sessions

2x price for 2x speed, plus workshop fees

+$4,995 p/m (5 facilitators) + $495 per additional

Bespoke pricing for large-scale programs

• Combined Program: I need to do it all!

21

Ok, I’m ready to move.��Where do we go from here?

We recommend the following next steps:

​

1. Follow up discussion with you and other key stakeholders to answer salient questions and ensure alignment
2. Align on start date, key participants, and immediate launch steps. Complete paperwork
3. Launch diagnostic with a survey and a series of interviews with key people

​

22