Topic covered for Founder Institute. Chicago 2011

1. Hiring and Firing Founders Institute November 2011 [email_address] 312-953-2208

2. Successful leaders are not necessarily the ones with the greatest vision, or the most winning personality. They are ones who actually do what they say they are going to do and execute on their goals. This is why people trust good leaders and follow them willingly. “ Management is doing things right; leadership is doing the right things.” Who? Peter Drucker Leadership

3. Do you want to be a leader?

7. Is Focus Important?

9. Is Planning Important?

10. Your greatest ___Strength___, Is your greatest ___Weakness___

12. A Ceo’s job is to ___Raise Money__ And ___Hire People______

13. When you recruit or hire someone, you hire ___UP ___

14. Business Architect- One who has the vision to create and idea, know what it should look like in the end, and can then create the team to see the vision to reality. Similar to building a building, (plumbers, electricians, roofers, foundation) the execution is best accomplished by the experts that are smarter than you are- in their given field of expertise- Recruit up! Vision/ Direction Strategy Team Recruiting Technology Operations Finance Business Development Marketing Sales Vision/Direction: You must create the finished product in your mind. Have a picture or clear goal of what you want it to look like at the end. Similar to an architect- have the vision- then find the people Technology : These are the builders, programmers, and infrastructure people. Strategy/Execution : Are you a Skyscraper or Warehouse? Would you build a building without good blue prints? How good is your business plan? What are your goals and strategies. Why WON’T your idea work? Find people who have done it before. Finance : If you are weak in the numbers, be strong in the books. Marketing: Define your message, have consistent terminology, think “WIFU”-what’s in it for you- the customer Business Development : Finding new customers, creating relationships, staying abreast of competition. Not always a sales person or closer, but one to generate activity. Sales: Find a CLOSER! Sales is about closing your deals, getting customers, producing revenue, and shooting at the elephant until it’s yours! Operations : The gears of the company, don’t discount the importance of someone who can coordinate the team, make sure things are getting done, and direct projects. Team Recruiting : Know your strengths and weaknesses. Realize the important areas for your company. Build a diverse “advisory” board of people who are strong in all of these areas. For Management- sell a big enough vision for others to be a part of. Find people based on skill- not because they are like you and RECRUIT UP!

15. How do you quickly gauge someone? Pace Palette test

17. Values-Joys-Strengths Reds : Persistence, exciting, variety, honesty in values, directness, decisiveness, recognition motivated , dreamers Yellows : Moral, family values, spiritual, structure, punctual, leadership, sharing, self esteem, determination Blues : Friendly, family fun, animals, harmony, talkative, chameleon like Greens : Independent, knowledge, new, exploring concepts Aggravations- Irritations- Stressors Reds : Nit pickers, rules, negativity, lack of consideration, tardiness in others, noziness, gossip, bad listeners, waiting Yellows : Unfairness, lack of compassion, unreliability, disorder, non performance, lack of time, rudeness, unprofessionalism, violence Blues : Lies, unfaithful, opinionated, bossy, grudges, irresponsibility, lack of courtesy, Greens : Incompetence, stupidity, poor workmanship, small talk, talking before thinking Office Environment Reds: Trophies, plaques, pictures (important people-Adventure things), leadership books, adventure books, desk messy Yellows : Organized, neat, books (leadership, policies, procedures), pictures-portraits, diplomas, certificates, phone-“is it legal” Blues : Self help books, office messy, pictures-family, pets, offer you food/drink, friendly, phone-like to talk Greens : Computer, electric gizmos, digital watch, computer books, phone-ask a lot of questions Tasks: Climb a Mountain Reds : Let’s go! Yellow s: planning, what to bring, how long, how many Blues: Great! Who’s going?? Greens: Scientists,, study in advance Characteristics of 4 Temperaments

18. Which Type of Employees? HERD CRASH DESTRUCTION MURDER

19. Convocation! A group of People brought together for a Special Purpose.

20. Don’t get enamored by Big Titles . That usually means Big Infrastructure .

21. Four Quadrants of Time Urgent Non Urgent Important Quadrant 1 Crisis Pressing Problems Deadlines Quadrant II Prevention Relationship Building Recognizing Opportunities Planning, Recreation Not Important Quadrant III Interruptions, telephone mail, reports meetings popular activities Quadrant IV trivia, busy work mail, email, internet time wasters pleasant activities

22. Interest No Interest Time No Time Meade’s Quadrant Has the time Has the background Has the credibility Not interested Has the time Has the interest Has the background Has credibility

24. Hire…. Slowly, And Fire… Quickly

25. Negotiate…. or people think they have more… Beware of title creep Value Early and Often

26. People make decisions… Emotionally , And defend them … Logically It’s not always about the.. Money!! Don’t get…….. Winklevoss’ed !!!!!!

27. People make decisions… Emotionally , And defend them … Logically It’s not always about the.. Money!! Get your paperwork Right 1- NDA’s (confidentiality) 2- IP Confidentiality and Ownership 3- IP Assignment 4- Don’t ever negotiate over email! (why write, when you can speak, why speak when you can simply nod)

28. Term Sheet for _______: Equity compensation as an Advisor and Interim President: As a current participant, Advisor will be granted stock in the following designations and for the following activities. 1% immediate grant for services as advisor and potential migration to President 1% performance bonus for participation and successful closing of a sales opportunity within the next 60 days 1% performance bonus for successful closing of angel, seed or investment funding in an amount greater than $100,000 and secured within the next 45 days. 2% if amount exceed $250,000 within 60 days. 3% if equal to or exceeding $500,000 in 90 days. Responsibilities: If Advisor is available to move FULLTIME to the Company, Advisor shall assume the role and title of “President’, unless otherwise mutually agreed…… Responsibilities shall include but not be limited to; Salary and Equity compensation if executed move to President: $_____ per year. To be determined or discussed (contingent upon proper funding) Cash bonus to be determined Equity Compensation: An equity compensation in the amount of 30% of the current membership units of the xyz, and under the control of the Founder Stephen Meade, will be made available. The current capitalization is 5MM shares, of which 4,400,000 are with the Founder. Thus equity commitment for Advisor equals = 1,320,000 membership units Vesting and accelerator clause Upon full time employment, the stock compensation shall be vested quarterly over a 24 month period. A full employment agreement, stock option plan and documentation shall be provided. Employment agreement shall include full acceleration clauses.

32. Don’t Give Up! He went into debt when he was twenty-three, to become a partner in a small store. 3 years later his partner died, and left him in debt that took years for him to repay. He dated a girl 4 years and, at the age of 28, asked her to marry him. She turned him down. At 37 he was elected to Congress... on his THIRD try. He then failed to be re-elected. This man's son died when he was only 4 years old. At age 45 he ran for the Senate...and failed to be elected. He persisted at politics and ran for the vice-presidency at 47 and again lost. Finally, at the age of 51, this man was _____________ His name is_______________

35. Bonus Slide A few of my great truths 1- S-Your greatest strength, is your greatest weakness 2- P- People do more to avoid pain than to gain pleasure 3- E-People make decisions emotionally and defend them logically 4- D-If you say it- they doubt it. If they say it- it's true 5- Q-Questions are the key to the Universe 6- B-Begin with the end in mind 7- 99% of the things we worry about never happen, so why worry 8- Remember the Three R’s- Recognition, Referrals, Revenue 9- He who speaks first loses 10- Ask not "why”, ask "why not" SPEDQBN9

36. 1- During an event, go to the Host and ask WHO you should meet. Use the tornado technique to explain what you NEED. The earlier the better. 2- Stand by the speakers AFTER the event. Listen to all of the questions asked and how they’re answered. 3- Do your homework in advance to see who will be at the event, who are speakers, who is in the paper or news, who is getting awards, who you need to know, etc. 4- Look for the most popular person at the event and meet them.

37. Hiring and Firing Founders Institute November 2011 [email_address] 312-953-2208