Create Highly-Engaged & High-Performing Organizations that Achieve Extraordinary Results

1. Engagement: A Key Leadership Outcome Create Highly-Engaged & High-Performing Organizations that Achieve Extraordinary Results It doesn’t matter whether you are the “big boss” of a department or organization, or a team leader on a small project. All of us, at every level in an organization, need to know how to become a more effective leader. A leader of ourselves and the people around us.

2. What is Leadership? Leadership is about Inspiring people to aim for a shared goal, to commit themselves to action because they want to, not because they are told to. リーダーシップとは、人をインスパイアし、共通のゴールに向かって言われたからでなく、自らの意思を持って行動を起こすことです。

3. Integrated Leadership Self-Leadership Self-Leadership • Knowing your own leadership style • Where you focus • What are you good at • How you react under pressure • How you interact with others • How you impact others • How to adjust you behaviour according to the situation • 自分のリーダーシップスタイルを知っている • どこに焦点をあてるか • 自分の得意なことは何か • プレッシャーにどう対応するか • 他の人とどう関わるか • 他の人をどう影響するか • 状況によって自分の態度をどう調整するか Business Leadership Business Leadership • Vision & Mission • Defining Strategy & setting Goals • Planning, organizing operations • Focus on Results • Measure success through Key Performance Indicators • ビジョンとミッション • ストラテジーを決めゴールを設定する • プランニング、オペレーションをまとめる • 結果にフォーカスする • 重要業績評価指標を使って目標達成度合いを計る People Leadership People Leadership • Motivating, coaching, supporting • Creating Understanding • Working as a team • Developing the organization • Encouraging others to succeed • 動機付け、コーチング、サポーティング • 理解を創りだす • チームとして働く • 組織を発展させる • 成功するように他者を元気づける

4. Leadership Development Flow • Employee engagement survey • 360 assessment • Leadership profiling • Implement the plan • Measure outcomes • Create performance/ leadership matrix • Select solutions from the Global Leadership portfolio • Create action plans to address gaps and achieve desired outcomes

6. Self-Leadership Knowing your own leadership style Where you focus What are you good at How you react under pressure How you interact with others How you impact others How to adjust you behaviour according to the situation セルフ・リーダーシップ（自分に対するリーダーシップ） 自分のリーダーシップ・スタイルを認識している 何に焦点を当てるか 自分の得意なことは何か プレッシャーにどう対応するか 他の人とどう関わるか 他の人にどのように影響を与えるか 状況によって自分の行動をどう適応させるか Business-Leadership Vision & Mission Defining Strategy & setting Goals Planning, organizing operations Focus on Results Measure success through Key Performance Indicators ビジネス・リーダーシップ（ビジネス成果向上のリーダーシップ） ビジョンとミッションを明確に伝える 戦略を明確にし、目標を設定する計画を立て、業務を体系化する 結果にフォーカスする 重要業績評価指標（KPI) で目標達成度合いを評価する People-Leadership Motivating, coaching, supporting Creating Understanding Working as a team Developing the organization Encouraging others to succeed ピープル・リーダーシップ （人を育てるリーダーシップ） 動機付け、コーチング、サポート 相互理解を創り出す チームとして働く 組織を発展させる 他者を励まし成功へと導く

7. Full Program Matrix Modules can be selected according to needs of individuals/ departments/ organizations Integrated Leadership Workshop One-on-OneCoaching 360 FeedbackSurvey LeadershipProfiling Can be implemented as separate modules or 3-5 day intensive workshop Leading Change Workshop InnovationWorkshop Fully customizable to meet the needs of your organization Organizational Capability Workshop Employee Engagement Survey 7

8. Integrated Leadership Measurable through 360 feedback surveys • Self-Leadership • Be clear about your philosophy of leadership • Set a personal example of what is expected • Ask for feedback on how your actions affect people's performance • Be a role model company and team values • Follow through on promises and commitments • People-Leadership • Encourage and empower others to deal with issues and to develop solutions • Give others feedback in a timely, constructive way • Coach people to ensure they develop their skills and grow in their jobs • Find ways to celebrate accomplishments • Explore the reasons for failure - view them as ‘Learning Opportunities’ • Business -Leadership • Make sure others understand the organization's vision • Ensure people understand how their work is connected to the organizational strategy • Ensure people understand what is expected of them • Ensure people have a sense of urgency to achieve objectives • Build a strong organization to implement the strategy

9. New to Management Mid-Level Management Senior Leadership Know Yourself and Your Leadership Style 360 Feedback Assessment 360 Feedback Assessment Personal Leadership Profile Coaching for Performance Creating the Enterprise Vision and Mission Creating High-Performing Teams Improving Personal Productivity Building Organizational Capability Trust and Empowerment Executive Coaching Business Knowledge and Management Managing Individual Performance Advanced Business Communication Skills Delegation andFollow-up Individual Business/ Career Coaching Job Role Analysis Business Communication Skills Project Management Individual Business/ Career Coaching Plus any modules not previously taken Business Communication Skills

10. New to Management Mid-Level Management Senior Leadership 360 Feedback Assessment 360 Feedback Assessment Know Yourself and Your Leadership Style Coaching for Performance Integrated Leadership Workshops Creating the Enterprise Vision and Mission Personal Leadership Profile Creating High-Performing Teams Improving Personal Productivity Building Organizational Capability Executive Coaching 360Feedback One-on-OneCoaching Trust and Empowerment Business Knowledge and Management Advanced Business Communication Skills LDS Global Leadership Managing Individual Performance Individual Business/ Career Coaching Delegation and Follow-up Plus any modules not previously taken Business Communication Skills Job Role Analysis Project Management Plus any modules not previously taken EmployeeEngagement Leadership Profiling Individual Business/ Career Coaching Business Communication Skills Leading Change Workshop Innovation Workshop Organizational Capability Workshop

11. “Social” Leader • Likely to have Good atmosphere • Low concern for actions/results • High concern for people • May model values, but lacks focus on measurable outcomes • “社交的な” リーダー • 良い雰囲気を作り出しやすい • 行動/結果についての関心が低い • 人々についての関心が低い • 模範となる価値かもしれないが、目に見える成果へ焦点を合わせることに欠ける • “Integrated” Leader • Positive, innovative atmosphere • Highly engaged team • Delivering excellent results • High concern for actions/results • High concern for people • Role models company and personal values • “インテグレーテッド” リーダー • 肯定的、革新的な雰囲気 • 非常にやる気のあるチーム • 非常に良い結果を達成する • 行動/結果についての関心が高い • 人々についての関心が低い • 会社として、個人的価値としてロールモデルになる High Goal: “Integrated Leader” People Leadership • “Ineffective” Leader • Likely to have a disengaged team • Low concern for actions/results • Low concern for people • Not a positive role model • Consider moving to non-managerial role • “無力な” リーダー • やる気のないチームになりがち • 行動/結果についての関心が低い • 人々についての関心が低い • 有益なロールモデルではない • 非管理的役割へ移ることを考える • “Authoritarian” Leader • Likely to create tense atmosphere • Generates results, but people issues remain • High concern for actions/results • Low concern for people • Mixed messages as a role model • “独裁主義的” リーダー • 緊張感のある雰囲気を作り出しやすい • 結果は出すが、人々についての問題は残したまま • 行動/結果についての関心が高い • 人々についての関心は低い • ロールモデルについての混在したメッセージ Low Business Leadership Low High

12. “Social” Leader “社交的な” リーダー “Integrated” Leader “インテグレーテッド” リーダー High Klaus Kevin Eun Tom Dodger Kantaro Peter Brian Shohei Cathy John Yuji Gary Mei lin Emma Miki Yuko People Leadership Rachel Shinjo Low “Ineffective” Leader “無力な” リーダー “Authoritarian” Leader “独裁主義的” リーダー Business Leadership Low

13. High Klaus Kantaro Kevin Tom Eun Dodger Peter Kenzo Shohei Cathy John Yuji Gary Mei lin Emma Miki Yuko Integrated Leadership Index Rachel Shinjo Low Individual Performance Low

14. In the Workshop: Garuda Focus Profile Garuda Leadership Profiling Developer: Loves new ideas & strategies Integrator: Likes working with people and prefers being part of a team Results Seeker: Motivated by achieving goals & targets Baser: Prefers to look at structure, planning, processes Deeper Analysis : Garuda Full Leadership Profile

15. Integrated Leadership Self, People and Business Leadership Self Leadership • Be clear about your philosophy of leadership • Set a personal example of what is expected • Ask for feedback on how your actions affect people's performance • Be a role model company and team values • Follow through on promises and commitments Business Leadership • Encourage and empower others to deal with issues and to develop solutions • Give timely, & constructive feedback • Coach people to ensure they develop their skills and grow in their jobs • Find ways to celebrate accomplishments • Explore the reasons for failure - view them as ‘Learning Opportunities’ Creating Highly-Engaged & High-Performing Organizations that Achieve Extraordinary Results People Leadership • Make sure others understand the organization's vision • Ensure people understand how their work is connected to the organizational strategy • Ensure people understand what is expected of them • Ensure people have a sense of urgency to achieve objectives • Build a strong organization to implement the strategy

16. Be clear about your philosophy of leadership • Set a personal example of what is expected • Ask for feedback on how your actions affect people's performance • Be a role model company and team values • Follow through on promises and commitments • Encourage and empower others to deal with issues and to develop solutions • Give timely, & constructive feedback • Coach people to ensure they develop their skills and grow in their jobs • Find ways to celebrate accomplishments • Explore the reasons for failure - view them as ‘Learning Opportunities’ • Make sure others understand the organization's vision • Ensure people understand how their work is connected to the organizational strategy • Ensure people understand what is expected of them • Ensure people have a sense of urgency to achieve objectives • Build a strong organization to implement the strategy

17. Vision and Strategy Rewards & Recognition Business People Integrated Leadership Self Strong Organization Growth & Development Positive Environment

18. Vision and Strategy Rewards & Recognition Business People Engagement: Key Leadership Outcome Self Strong Organization Growth & Development Positive Environment

20. The Engaged Organization • Clarity of purpose and direction • Feeling connected to the strategy • Clear understanding of what is expected • Confidence in Leadership • 明瞭な目的と方向性 • 戦略と繋がっている感覚 • 期待されていることの明確な理解 • リーダーシップの自信 Vision & Strategy • High-Performing teams • Company making changes to succeed • Elimination of non-critical tasks • Confidence in decision processes • Pride in company • 優秀なチーム • 成功するために変化をいとわない会社 • 重要でない仕事の削除 • 決断プロセスにおける自信 • 会社に誇りを持つ Strong Organization • 個人の貢献 • スキルと能力の利用 • 革新的であろうとし、リスクを犯す覚悟 • 企業に留まりたいと望むこと • 信頼 • オープンなコミュニケーション • 仕事と生活のバランスのサポート • 良い環境の職場 • Trust • Open communication • Support for work/life balance • Good office environment • Making a personal contribution • Use of skills and abilities • Encouragement to be innovative, take risks • Desire to stay in the organization Positive Environment • Improving skills & knowledge • Training & Development opportunities • Clear and relevant feedback • スキルと知識の向上 • 研修と発展の機会 • 明確で関連性のあるフィードバック Growth & Development • Appreciation for contributions made • Ideas and opinions are listened to • Success is recognized and rewarded • 貢献に対する感謝 • アイディアと意見の受け入れ • 成功は認められ褒められる Rewards & Recognition “Engaged” employees are aligned to the organization’s mission and vision, and personally want the organization to succeed • 「会社に共感し連帯感を持つ」社員は会社のミッションやビジョンと共有し、自分の組織が成功して欲しいと心から望んでいる

22. Business People 21st Century Leadership Integrated Leadership Self Business Business Business Business People People People People Integrated Leadership Integrated Leadership Integrated Leadership Integrated Leadership L D S Self Self Self Self