1

Performance Study Results

In a productivity study of computer programmers, above-average performers were 320% more productive than average programmers.

Top performers were 1,272% more productive, adding economic value over 11 times their salary. 1

1Spencer, L.M. “The Economic Value of Emotional Intelligence Competencies and EIC-Based HR Programs.” In The Emotionally Intelligent Workplace: How to Select for, Measure, and Improve Emotional Intelligence in Individuals, Groups and Organizations, eds. C. Cherniss and D. Goleman, Chapter 4. San Francisco, CA: Jossey-Bass/Wiley, 2001

Source:Understanding IT Worker Productivity Finding Those Valuable “2x, 4x, 10x” Performers ( PDF Document )

Oak Enterprises 800 Roosevelt Rd - Bldg E Glen Ellyn, IL 60137 (630) 858-4443 http://www.oakenterprises.com

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10X: Fact, Myth, or Legend?

1000X Performers

Steve JobsMark ZuckerbergThomas EdisonHenry FordHarry TrumanGeorge WashingtonAbe LincolnJohn F. KennedyMartin Luther KingRonald Reagan

“Say it ain’t so, Joe.” - Charley Owens to Joe Jackson, 1948 (BTW, Joe says it ain’t so)

10X Performers

Martin GussmanAndrew RoyCapt. Bruce StaffordDanny RadkeJim McConnellDamon AntosShane DreckGary BramerTim BunceScott TroutmanCharlie WorrellGreg Wilkenson

100X Performers

Brian KernighanMichael JordanDonald TrumpTJ RogersMeg WhitmanBrian KerniganDr. John A. WhiteJack WelchCol. Grace HopperKen ThompsonDennis Ritchie

1X Performers

Too Many To List

Hedge: Margin of Error +/- 10X

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How Did They Analyze This?

EXPERIENCE:Job-related experience, education and training.E

TRAITS:Traits required to get the job done.T

CHEMISTRY:Personality that fits into the company culture, manager and work group. C

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Which Elements Matter Most?

MPR Competency ModelRank Ordering of Combinations

IDEAL CANDIDATE

CANDIDATE UNLIKELY TO SUCCEED

T E C

T

T

T

C

C

C

E

E

E

t

t

t

t

e

e

e

e

c

c

c

c

1.

2.

5.

6.

7.

4.

3.

8.

T = Traits Behavior traits required to get the job done.

E = Experience Job-related experience, education and training that contribute to greater productivity.

C = Chemistry Personality that fits into company culture, the manager and the work group.

= Strength = WeaknessE e

Source: Oak Enterprises

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Experience and Training Matter Least

MPR Competency ModelRank Ordering of Combinations

IDEAL CANDIDATE

CANDIDATE UNLIKELY TO SUCCEED

T E C

T

T

T

C

C

C

E

E

E

t

t

t

t

e

e

e

e

c

c

c

c

1.

2.

5.

6.

7.

4.

3.

8.

T = Traits Behavior traits required to get the job done.

E = Experience Job-related experience, education and training that contribute to greater productivity.

C = Chemistry Personality that fits into company culture, the manager and the work group.

= Strength = WeaknessE e

Source: Oak Enterprises

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MPR Competency Model

MPR Competency ModelRank Ordering of Combinations

IDEAL CANDIDATE

CANDIDATE UNLIKELY TO SUCCEED

T E C

T

T

T

C

C

C

E

E

E

t

t

t

t

e

e

e

e

c

c

c

c

1.

2.

5.

6.

7.

4.

3.

8.

T = Traits Behavior traits required to get the job done.

E = Experience Job-related experience, education and training that contribute to greater productivity.

C = Chemistry Personality that fits into company culture, the manager and the work group.

= Strength = WeaknessE e

Source: Oak Enterprises

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Experience: “The Holy Grail”

Repetitive Experience (Skills): The traditional “learning curve” applies. Five years “C++” coding experience is really just one year’s experience repeated 5 times. The value of experience is greatly enhanced and accelerated by having an effective teacher. Example of skill through repetition: Field Strip an AR-15 in 53 Seconds

Human Experience: Life lessons acquired over time relating to experience with people. This type of experience is GREATLY enhanced and accelerated by having a mentor. Values and behavioral attributes affect the ability of a person to substantially gain from this type of experience or even attain a mentor. The WRONG lesson can gleaned from any experience. Having a good experience can be bad. Having a bad experience can be good. What have you learned?

e EExperience

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Top Performing Traits

Has Passion for “It” (passion means eat, sleep, breath “it”)Has Obsession to Learn and Grow More of “It”Habitually Learns from Experience (through conscious thoughtful reflection)Apply Proper Reflections to Glean the Best Conclusions from Experience (lessons learned)Ability Anticipate, Organize and Plan Ahead (vision and foresight)Ability to Analyze Disarray and Establish Structure ( Structured Problem Solving )Ability to Create Interchangeable, Connectable, and Reusable ComponentsAbility to Simplify, Prioritize and Allocate EffortsAbility to Multitask (think like UNIX, not like Windows)Driven to Achieve Close Outs (“results oriented, stay focused and finish strong”)Task Oriented Rather Than Time Oriented (“stay until it’s done”)Ability to Put Team Goals First ( Vernon Davis rant )

t TTraits

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Top Performing Traits

Ability to Stay Inside Your Designated “Firing Box” (“maintain focus, shut up and color”)Ability to See and Think Outside Your Designated Firing BoxAspire to Gain Enough Influence Enough to Lay Out the Coordinates of Your Own Firing BoxAspire to Gain Control Over the Firing Boxes of OthersPlays Well With Others (see “Essential Roles”)Humility to Learn from Others and be “Coachable”Be Self Motivated and Self StartingEffective at “Self Teaching”Willingness to Share with Others and Help Others Develop (no hoarding!!!!)

Note: Some of these traits are “coachable,” others are like spots on a leopard.

Evaluation WorksheetTrait Importance Score TotalHappy 60 9 5.4Lucky 40 2 0.8Total Score 6.2

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Chemistry: “Alchemy”

c CChemistry

Self Awareness: Knowing what is felt in the moment and using that to guide decision making; having a realistic assessment of own abilities and a well grounded sense of self-confidenceSelf Management : Handling emotions so that they facilitate rather than interfere; delaying gratification to pursue goals; recovering well from emotional distress; deploying deepest preferences to take initiative, improve and persevere. Social Awareness: Sensing what people are feeling, being able to take their perspective and cultivate rapport with a broad diversity of people. Social Skills: Handling emotions in relationships well and accurately reading social situations; interacting smoothly; using these skills to persuade, lead and negotiate.

Specific Attributes: “Respect for Others, Empathy for Others….”

From: Goleman, “Working With Emotional Intelligence”. [Says EI is “coachable”]Another Perspective: Dr. Morris Massey (Appendix) [Say s “value system” is fixed constant by age 20]

05/03/2010 11

Meet Dr. John A. White

He founded a logistics consulting firm, SysteCon, Inc., and served as its chairman until its merger with Coopers & Lybrand.

Professor at Georgia Tech for 22 years. Dean of Engineering. Was instrumental in helping Georgia Tech become the top ranked Industrial Engineering School in the nation (US News & World Report). Top engineering schools are still using text books that he authored or co-authored.

Chancellor, University of Arkansas (Retired)

Has held and currently holds high level officer and board positions with many prestigious companies and organizations like: Malcolm Baldrige National Quality Award, National Science Foundation, IIE.

IE students at Tech fought to get into his classes and take every course they could from him. Probably the most influential and well respected faculty member for a generation of Tech graduates. His lectures were backed up by a generous portion of relevant and insightful “war stories” which were often humorous and entertaining. During a lecture, the entire class would hang on his every word. We all aspired to become more like him.

Best Lesson: “Strive to Work Well and Communicate Well With Others.”

05/03/2010 12

The GE Job Interview

GE Interviewer: “What do you consider to be the most important trait required to be a top engineer?”

Denny: “Technical competence for sure.”

GE Interviewer: “How about people skills?”

Denny: “No. Well, that might be the case in the HR field, but in engineering, it has to be technical competence first, followed by determination and work ethic as close second.”

05/03/2010 13

The GE Flush Letter

GE Interviewer: “What do you consider to be the most important trait required to be a top engineer?”

Denny: “Technical competence for sure.”

GE Interviewer: “How about people skills?”

Denny: “No. Well, that might be the case in the HR field, but in engineering, it has to be technical competence first, followed by determination and work ethic as close second.” X

X

05/03/2010 14

Nice To Meet You, Martin

Why do I have to take this stupid FORTRAN class? I am an engineer, not a programmer. Programming sucks. FORTRAN is why companies have IT Departments!!!!

After two weeks on the warehouse dock, collecting data, counting pallets flows… doing “engineering work” and filling out “from-to charts.”

Martin: “Hey kiddo, you know that data is in the OASIS system, don’t you?”

JDC: “Seriously? Can you print it out for me?”

Martin: “I could, but I won’t. I am not your IT Department.”

JDC: “Well, do you think the IT department can print it out for me.”

Martin: “Sure kiddo, just put in a request and they will forward it to the OASIS planning group to be prioritized. If you can show it’s a critical need, they will start on it right away BTW, they get 100 or more report requests per month and the CIO feels like we already have too many reports. Can you provide justification that it’s critical?”

JDC: “Well, I wouldn’t know if it’s critical until I analyze the data. It could lead to process improvement and cost reduction. It could lead to nothing. “

05/03/2010 15

Invaluable Lessons From Martin

Programming Capabilities (Skill + Knowledge + Access )

Led To: Value and Opportunities in Data Mining and Analysis

Led To: Value and Opportunities in Data and Systems Integration

Led To:

Huge Cost Reductions ( Case Study: AIM Line TOR Improvement )Leading Major New System DeploymentsLeading Major Re-Engineering ProjectsPlacement in AT&T’s “Leadership Development Program” (“High Pots”)

05/03/2010 16

Essential Success Roles

FacilitatorsPeople you need to do things for you, either things you can’t do for yourself, or things you had rather delegate . They need to feel like what they are doing is important and appreciated. They want to be respected for their craft and abilities.

TeachersYour fountain of knowledge and wisdom on a subject. Someone willing to teach you. Teachers expect if they show you how to pick a pound of grapes that you will come back with 5 gallons of wine. They gain great satisfaction in passing on something of value to someone else and seeing that value grow and spread among others. ( The Teacher )

CoachesWill line up a cadre of teachers and facilitators to help improve your overall performance. Will help you establish set of goals and metrics. Will provide candid feedback on your performance, results and level of effort . Will attempt to encourage, motivate and inspire you to put forth more effort if required. Will not hesitate to raise your goals and push you to a higher level of performance if possible. Coaches are like pharmacists who mix up a prescription for your success. They are motivated by seeing your performance improve according to your mutual plans and expectations.

MentorsTake you “under their wing” assuming a strong and defining interest in your overall development. They care about you and believe in you strongly. They take you into their “circle of trust” and are willing put their reputation and professional collateral behind you to help secure your advancement and growth at an accelerated pace. They sometimes see you as “their legacy.”

ChampionsPassionate supporters of a system, project or idea who is willing to back it with money and other resources placed at risk for which they are accountable for and have under their control.