Death, taxes and change

1. Death, taxes and change It’s personal Ann Rhoads Jeff Wilson Vice President, Talent Management Manager, Culture & Employer Brand 11/10/2010

2. “Don’t cry because it’s over. Smile because it happened.”* • Change is good *Dr. Seuss

3. “Change is inevitable - except from a vending machine.”* What’s changing for you? • 1,000,000,000,000 • 150,000 • 10,500 • 5,500 • 95% • 2,272 *Robert C. Gallagher

4. Sprint now… • FORTUNE 100 company • Annual revenues – $32.3B in 2009 • Serves 48.8 million customers • 33.1 million postpaid • 11.6 million prepaid • 4.1million wholesale/affiliate • One of the world’s largest retailers • Serve 93% of FORTUNE 500 companies • Headquartered in Overland Park, Kan. • Widely recognized for pioneeringadvanced networks • First wireless 4G network from a national carrier* • Fastest national push-to-talk network** • No one has a larger voice calling area than Sprint*** • 100% Cisco-powered global IP backbone *Sprint 4G is available in more than 55markets and counting, and on select devices. See sprint.com/4G for details. ** Fastest based on initial call set-up time. *** Voice calling area reaches more than 307 million people in the U.S., Puerto Rico and the U.S. Virgin Islands with your Sprint phone and a plan that includes roaming.

5. …and then

6. “Those who expect moments of change to be comfortable and free of conflict have not learned their history.”* • Technology • Internet • Mobility • Social • Networked world • Anywhere, anything, anytime • Generation “yes” • Not to mention • Global economy • Environment • Biological evolution *Joan Wallach Scott

7. “If you want to truly understand something, try to change it.”* Implementation of an enterprise-wide competitive cost structure initiative Change in roles and responsibilities between two or more departments Transformational Seismic shift in enterprise strategy, processes and/or resources Ongoing alignment of strategy, processes and/or resources Episodic Continuous Periodic adjustments impacting departments and/or divisions Daily accommodations to ensure effective strategy execution Development or change of formal processes to involve non-exempt employees Introduction of a new leader to the organization Incremental *Kurt Lewin

8. “The only thing of real importance that leaders do is to create and manage culture.”* Planned change What’s driving the change? Is it episodic or continuous? Why now? Unfreeze Transition Refreeze Transformational Episodic Continuous Incremental and Cumulative Freeze Rebalance Unfreeze High performance, change-adaptive culture *Edgar Schein

9. “What creates trust, in the end, is the leader’s manifest respect for the followers.”* • Focus on… • Communicating • Managing skepticism • Engaging employees • Establishing objectives and a clear focus of the new organization in alignment with business goals *Jim O’Toole, Leading Change

10. “People want to be part of something larger than themselves.”* • Watch out for… • Expecting employees to move as quickly as you have • Focusing too quickly on the go-forward strategy • Not getting people involved in creating solutions *Howard Schultz, Starbucks

11. “All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time.”* • You already have all the skills and knowledge you need to be successful at managing through transition. • Teams that thrive during change do so because of the leader’s influence. • Successfully managing change is no more that a high stakes game of “ Follow the Leader.” *John Kenneth Galbraith

12. “Change is never easy, you fight to hold on, and you fight to let go.”* • Denial – focusing on the past • Make it safe to question the changes • Allow time to think through the changes • Don’t penalize the truth • Resistance – focusing on the impacts to “me” • Value those who resist – be curious and listen • Explore their fears – acknowledge losses • Listen and don’t interrupt • Exploration – considering the opportunity for change • Continue addressing questions • Realize people may return to resistance before moving to commitment • Commitment – supporting the change • Ask these people to share with others how they moved to this stage • Expect a return to exploration before fully committing *The Wonder Years

13. “It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.”* • Notice • Identify the reality of the situation: • What is changing? • What are the causes? • What are the effects? • Focus • Focus your energy where you can make a difference: • Act on the issues you can control. • Let go of what you can’t control. • Increase your influence. • Feel • Recognize your feelings about the change: • Listen to yourself talk. • Acknowledge what you are losing. • Express your feelings. • Reframe • View the situation from a different perspective: • Look for the opportunities. • Imagine positive outcomes. • Make things better now. *Unknown

14. “The truth, as always, will be far stranger.”* • What skills do you need to manage change? • What is your vision for the future? • What are your strengths for managing change? • Where are your opportunities? *Arthur C. Clark, 2001 A Space Odyssey