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Death, taxes and changeIt’s personal

Ann Rhoads Jeff WilsonVice President, Talent Management Manager, Culture & Employer Brand

11/10/2010

© 2010 Sprint. This information is subject to Sprint policies regarding use and is the property of Sprint and/or its relevant affiliates and may contain restricted, confidential or privileged materials intended for the sole use of the intended recipient. Any review, use, distribution or disclosure is prohibited without authorization.

“Don’t cry because it’s over. Smile because it happened.”*

• Change is good

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*Dr. Seuss

© 2010 Sprint. This information is subject to Sprint policies regarding use and is the property of Sprint and/or its relevant affiliates and may contain restricted, confidential or privileged materials intended for the sole use of the intended recipient. Any review, use, distribution or disclosure is prohibited without authorization.3

“Change is inevitable - except from a vending machine.”*

• 1,000,000,000,000• 150,000• 10,500• 5,500• 95%• 2,272

What’s changing for you?

*Robert C. Gallagher

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• FORTUNE 100 company

• Annual revenues – $32.3B in 2009

• Serves 48.8 million customers> 33.1 million postpaid> 11.6 million prepaid> 4.1 million wholesale/affiliate

• One of the world’s largest retailers

• Serve 93% of FORTUNE 500 companies

• Headquartered in Overland Park, Kan.

• Widely recognized for pioneering advanced 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 55 markets 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.

Sprint now…

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…and then

© 2010 Sprint. This information is subject to Sprint policies regarding use and is the property of Sprint and/or its relevant affiliates and may contain restricted, confidential or privileged materials intended for the sole use of the intended recipient. Any review, use, distribution or disclosure is prohibited without authorization.

“Those who expect moments of change to be comfortable and free of conflict have not learned their history.”*

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• Technology> Internet> Mobility

• Social> Networked world> Anywhere, anything,

anytime> Generation “yes”

• Not to mention> Global economy> Environment> Biological evolution

*Joan Wallach Scott

© 2010 Sprint. This information is subject to Sprint policies regarding use and is the property of Sprint and/or its relevant affiliates and may contain restricted, confidential or privileged materials intended for the sole use of the intended recipient. Any review, use, distribution or disclosure is prohibited without authorization.

“If you want to truly understand something, try to change it.”*

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*Kurt Lewin

Seismic shift in enterprise strategy, processes and/or resources

Ongoing alignment of strategy, processes and/or resources

Periodic adjustments impacting departments and/or divisions

Daily accommodations to ensure effective strategy execution

Episodic

Incremental

Transformational

Continuous

Implementation of an enterprise-wide competitive cost structure initiative

Introduction of a new leader to the organization

Development or change of formal processes to involve non-exempt employees

Change in roles and responsibilities between two or more departments

© 2010 Sprint. This information is subject to Sprint policies regarding use and is the property of Sprint and/or its relevant affiliates and may contain restricted, confidential or privileged materials intended for the sole use of the intended recipient. Any review, use, distribution or disclosure is prohibited without authorization.

“The only thing of real importance that leaders do is to create and manage culture.”*

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Episodic

Incremental and Cumulative

Transformational

Con

tinuo

us

Planned change

High performance, change-adaptive culture

UnfreezeTransitionRefreeze

FreezeRebalanceUnfreeze

What’s driving the change? Is it episodic or continuous? Why now?

*Edgar Schein

© 2010 Sprint. This information is subject to Sprint policies regarding use and is the property of Sprint and/or its relevant affiliates and may contain restricted, confidential or privileged materials intended for the sole use of the intended recipient. Any review, use, distribution or disclosure is prohibited without authorization.

“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

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*Jim O’Toole, Leading Change

© 2010 Sprint. This information is subject to Sprint policies regarding use and is the property of Sprint and/or its relevant affiliates and may contain restricted, confidential or privileged materials intended for the sole use of the intended recipient. Any review, use, distribution or disclosure is prohibited without authorization.

“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

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*Howard Schultz, Starbucks

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• 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.”

“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.”*

*John Kenneth Galbraith

© 2010 Sprint. This information is subject to Sprint policies regarding use and is the property of Sprint and/or its relevant affiliates and may contain restricted, confidential or privileged materials intended for the sole use of the intended recipient. Any review, use, distribution or disclosure is prohibited without authorization.

“Change is never easy, you fight to hold on, and you fight to let go.”*

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• 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

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NoticeIdentify the reality of the situation:• What is changing?• What are the causes?• What are the effects?

FocusFocus 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.

FeelRecognize your feelings about the change:• Listen to yourself talk.• Acknowledge what you are

losing.• Express your feelings.

ReframeView the situation from a different perspective:• Look for the opportunities.• Imagine positive

outcomes.• Make things better now.

“It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.”*

*Unknown

© 2010 Sprint. This information is subject to Sprint policies regarding use and is the property of Sprint and/or its relevant affiliates and may contain restricted, confidential or privileged materials intended for the sole use of the intended recipient. Any review, use, distribution or disclosure is prohibited without authorization.

“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?

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*Arthur C. Clark, 2001 A Space Odyssey