Mark E. Funk, P.E.Senior Project Director

Professional Development

July 2012

Agenda

Ask questions Opening comments Background & development path forward Answer LEAP questions Cheap advice Open discussion

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Questions to LEAP

Do you have a firm professional achievement goal?– Yes or No

In the next 10 years I expect my annual income to be?a. $50K - $100Kb. $100K - $200Kc. >$200K

I expect to work at SRNS in five years?– Yes or No

I expect to retire from SRNS?– Yes or No

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Questions to LEAP

To obtain my professional achievement goal I am willing to?a. Relocate more than onceb. Relocate more than three times

To obtain my professional achievement goal I am willing to delay family?

– Yes or no

For me, strong separation between work life and home life is important

– Yes or no

For me, it is more important to a. Live to work b. Work to live

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Opening Comments

Review answers Overview Expectations Handouts

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Background

Brief Description of History at Fluor:– Career Path: Project Controls, Engineering, Project Engineering, Commissioning,

Project Management– Groups: Power (6 yrs), FGG (6.5 yrs), Corporate (1.5 yr)– Offices: Irvine, AV, Charlotte, Greenville and Dallas– Work experience: Advancing positions on lump-sum and reimbursable, open and

closed shop, EPC projects both within and outside of the United States. Five site-based assignments. Project manager on 2005 Hugh K. Coble Project Excellence award winning project. Selected as Director of Operations, Office of the Chairman.

Education:– B.S. Civil Engineering, California Polytechnic University– Registered Engineer– PMP Certification

Current Assignment:– Project Director, American Recovery & Reinvestment Act; $1.4B portfolio of projects

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Goals

5 - Year Goal: – Manage or preferably lead a complex E&C project– Increased exposure to business development and senior levels of customer

organizations– Develop employees– Continue to develop professionally; address soft areas – Executive Director

10 - Year Goal:– Lead a complex, ‘big Fluor’ project , strategic alliance or Business Line– International assignment– Manage a Fluor office – Develop employees– Continue to develop professionally; address soft areas – Officer of the corporation with P/L responsibility

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Self Assessment

STRENGTHS

Experience Ability

• Knowledgeable of EPC and O&M execution

• Technical education with construction background

• Reimbursable and lump-sum execution• Broad understanding of Fluor

• Exercise solid judgment and leadership• Emotionally intelligent / perceptive of

group dynamics • Strong interpersonal skills• Identify leverage points and affect

change• Decisive / results driven• Reliable / ethical • Motivating and persuasive

SOFT AREAS

Experience Ability

• E&C complex project• Lack of leadership roles pre-requisite

for growth to Executive Director

• Negotiating skills• Public speaking• Can be too direct

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Next Steps

Development Needs: – Increased levels of leadership responsibility and customer engagement

Specific Development Actions Planned:– Formal training (support ‘New Leader Pilot’, public speaking course)

– Current Work Experience• Execution and shared P/L responsibility for $1.4B Project

• Continue to strengthen / manage customer relationships

• Meet demanding project schedule while addressing significant employee risk present in nuclear operations environment

• Lead cultural change of increased employee accountability while reducing the size of incumbent workforce

– Potential Future Work Experience • Complex E&C project

• Peer network building portfolio assignment

Career Issues:– Lack of complex project, E&C work experience

– Leadership role opportunities required for future growth

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Why do this?

EXPERIENCES

• Traveling in Blackhawks• Traveling with personal security details• Supporting U.S. soldiers and friendly

forces• Meeting and helping Iraqis • Traveling to and working in China,

Philippines, India, Kazakhstan, Greece, Jamaica, Haiti, Canada, U.A.E., Kuwait, Peru and five different U.S. states

• Working with people from other corporate cultures via joint ventures

• Adopting an orphanage in Haiti

• Exercise solid judgment and leadership• Interacting with Fluor BOD and senior

executives• Traveling on a corporate jet• Moving 9 times in 14 years• Supporting 7 different major customers in

4 industries• Interfacing with elected officials and

congressional staff• Offering training and employment to

those in need• Developing and being developed by Fluor

and customer employees

BENEFITS

• Able to support family on one income• Retirement on track

• Challenging work / requires continual growth

• Not boring

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Management Versus Leadership

Management Leadership

Concerns Complexity Change

Creating an Agenda Planning and Budgeting Establishing Direction

Developing Human Network for Achieving

the Agenda

Organizing and Staffing Aligning People

Execution Controlling and Problem Solving

Motivating and Inspiring

Outcomes Produces Predictability, Order, and Key Results

Produces Dramatic Change and Useful

ChangeAdapted from Kotter, J.P. (1990) A force for change: How leadership differs from Management, New York: Free Press

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LEAP Questions

In terms of short-term goals, how specific is specific enough?

Do you have any advice on how to best handle sudden or unexpected changes in your organization or specific job assignment

Is it Ok to say No? or When to say No. – How to effectively communicate when you are not interested in a specific opportunity.

How do you recognize a 'good' assignment vs. a 'bad' assignment?

– Have you ever taken an assignment that has negatively impacted your career?

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LEAP Questions

How much should you rely on others (i.e. Mentors) to help you establish your career path?

– Does your path's direction rely solely on you or is it a combination of you and your mentor?

Has there been a time where he's been very frustrated by his career?

– And how has he dealt with it?

Also, how did he get into management, and what's the most valuable thing he did to help himself get there

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Mark’s Top 10

10. Understanding peoples’ motivations is important

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9. No one has the ‘secret plan’ in their desk drawer 8. Focus on solutions, not problems 7. If you aren’t convinced, no one will be 6. Do what you say you will do 5. Silence is consent

4. People like to work with people they have worked with before or who come recommended from people they trust

3. Life is what happens while you are making other plans

2. Your next assignment will be primarily governed by your performance in your current assignment

1. No one will care more about your career than you

Take Aways

Model behavior of the position you seek– 11 dimensions– Leadership versus management

Integrity matters Make it personal Build relationships A adventuresome spirit is helpful Take care of your colleagues Take care of your family Set goals

– Take a leap of faith

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Open Discussion

Questions

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