Transitioning from Technical Professional to Successful Executive

October 01, 2012

Starting From the End

• The “take away’s” from this evenings discussion

To be the most effective executive you can be, you must:

Delegate Efficiently

Strategize Effectively

Lead Continuously

An Easy Way to Remember it

L S DDelegation enables you to spend time on the other two, which are the MOST important aspects of your

executive contribution to the company

• Founded in 1965

• 430+ Employees

• Revenue $156 M (‚11)

• Listed on Nasdaq – Symbol: MXWL

• Production Locations in California , Arizona, China and Switzerland

• Top Line Growth 30+% year over year for past three years; driven by the Ultracapcaitor business

• Company is profitable with strong margin performance

• Market and Industry leader in high power energy storage

• Competition are slow followers with technology and product mimics

• Millions of ultracapacitors placed from consumer to industrial products

• First ultracpacitor into active automotive application

• More than 5000 ultracapcaitor hybrid busess in China alone, Maxwell the dominant WW UCAP hybrid bus supplier

• Maxwell product quality and reliability stands alone in the industry

Maxwell Technologies Highlights

Global Presence and Locations

USA: Maxwell Technologies, Inc.Global HQSan Diego, CA

USA: Maxwell Technologies, Inc.Global HQSan Diego, CA

Switzerland:Maxwell Technologies, SA.Rossens

Switzerland:Maxwell Technologies, SA.Rossens

GermanyMaxwell Technologies, GmbHMunich

GermanyMaxwell Technologies, GmbHMunich

ChinaMaxwell Technologies, Inc.Shanghai Representative Office

ChinaMaxwell Technologies, Inc.Shanghai Representative Office

JapanMaxwell Technologies, Inc.KBK Tokyo

JapanMaxwell Technologies, Inc.KBK Tokyo

USAMaxwell Technologies, Inc.Phoenix, Arizona

USAMaxwell Technologies, Inc.Phoenix, Arizona

Today’s Standard Cells & Modules

16 V Modules (Large & Small Cells)

Heavy Transportation Module

HTM125

Wind Mills 75V Module

K2 Line 650F to 3000F

PC Line 10F

BC Line 310F to 350F

48 V Module Series

HC Line 1F to 150F 56V / 64V UPS Modules

Cell Products – Basic Building Blocks

PC Product Line:board mounted, prismatic10F

HC Product Line: board mounted, radial5-150F

BC Product Line:board mounted, radial310-350F

K2 Product Line:Large cell, cylindrical, axial650-3000F

Wind, Telecom, Auto, Industrial, LED

Wind, Mining, Bus, Train, Auto, …..

• Built into modules by Maxwell, end customers or system integrators

AMR, Solid-state Disk Drives, Industrial, LEDConsumer Electronics

AMR, Solid-state Disk Drives, Consumer Electronics

•7

Train, Hybrid Vehicle Energy Storage

Complete Application Solution Portfolio

16V Small Cell Product Line:58F

16V Product Line:

125-500F

48V Product Line:83-165F

HTM Product Line:125V/63F

Ruggedized, Active Cooling

Voltage Stabilization Regenerative Breaking Peak Demand Power Backup

Start-stop Engine Cranking Power Backup

Actuators Accessories Power Backup Energy HarvestingAdd Power Capability to systems

•8

The Successful Executive

10

The Successful Executive

Success - ful (?)Flaming enthusiasm, backed up by horse sense and persistence, is the quality that most frequently makes for success.

- Dale Carnegie

Success is simple. Do what's right, the right way, at the right time.

-Arnold Glasow

Success is a lousy teacher. It seduces smart people into thinking they can't lose.

- Bill Gates

The function of leadership is to produce more leaders, not more followers.” Ralph Nader

The Successful Executive

• How should you define your success as an executive? Remember…….It’s not about you anymore…… Success is measured by:

– Your influence on the success of the company

– Your contribution to the success of the company

– Your role in the success of the company

Success is measured against the objectives of the company in the context of the company environment

How do you know if you are a success in that context? – One measure is your continued value appraisal

› Self assessment is critical to continued improvement and value creation

11

12

Some Keys to making the most of the Executive Role

Create the Transition Environment

Delegation

Strategy vs. Tactics

The Softer Side of Being an Executive

The Nuts and Bolts at the Executive Level

The Board of Directors and the Executive

Balancing Work and Life Outside Work

13

How to create the transition environment

• Create the transition environment Select, recruit and work with a mentor Work as though you own the company

– Be action oriented every minute

Establish a network inside and outside the company Take every opportunity to lead in all directions especially

upwards Own your results, never deflect and never indict

– Don’t defend yourself publicly – Argue what you believe but it has to be fact based and never

emotional

14

How to create the transition environment

Value your people fully and completely, invest in them– Spend more time than you should on performance reviews and

the process, the payoff is huge– Know that they are why you are successful– Establish a succession plan, be ready to replace yourself in

your job

Expand your responsibility beyond your job description whenever possible

– Do your work perfectly….. and then exert your positive influence on theirs

– Jump in; not on

Exercise a participative, hands-on, lead-by-example management style

– Teach all you can, share your knowledge and skills

Delegation

• Develop Delegation Skills No one can most effectively lead and strategize while

contributing on the front line (even though many of us love it)

It is imperative that delegation be effective and a routine part of your activities

S.M.A.R.T. – guide to effective delegation– Specific– Measurable– Agreed– Realistic – Time-bound

Delegation Continuum

• Delegation level is very situational and depends on: The criticality of the task The capability of the receiving party The comfort level of the delegator The business environment in which the delegation is

occurring

• Done properly delegation will mean the difference between success and burnout at the least, failure at the worst

• Practice and hone your delegation skills

Strategy vs Tactics

• It is critically important to know the difference• It is even more critical to think strategically first when at the

executive level Look beyond the details, rise above and capture the essence of business

value in all topics

• It is entirely possible to find yourself on the wrong side of the fence without knowing it Constantly check yourself to make sure you are thinking strategically and

understanding strategic thinking when you see it

• Make sure you understand the organizational strategy and be able to communicate it to your folks Be sure not to confuse strategy with tactics when in communication with

your staff

• Think and act tactically when necessary, because in reality you have to do both. Don’t become so strategic that nothing can get done by your own hands

17

18

Executive Management – The Soft (but critical) Side

• Wear your passion on your sleeve and leave your emotions at the door Healthy debate, no argument Support final decisions even if you don’t agree with it, sign on Logic prevails

• Know your stuff Realize what you don’t know through honest self-evaluation and appraisal If you don’t know it, don’t try to hide it….. Rather….. go learn it Contribute with authority when you are in your area of expertise Back up claims with data

• Establish yourself early Gain respect through executive accomplishment and achievement Give credit where it is due, and be humble about your own contribution

• Strive for leadership excellence upward, downward and laterally Push yourself hard, Get outside the comfort zone Keep your mentor or find another at the next level

• Become a businessperson Retain core technical skills Know your business inside and out; understand business principles Develop the skill of being able to anticipate what others will do under a variety of

circumstances• Develop an Ego; it will serve you well

19

Executive Management – The nuts and bolts

• Be an expert at something and really good at everything else• Think multi-dimensionally

No linear thinking You need to add obvious strategic value

• Develop extraordinary presentation skills Style and substance Know your audience

• Recognize and exploit communication as a core competence Communicate in all directions continually

• Be thorough and complete Check your work Double check your work Verify your facts

• Have broad shoulders and keep the best interest of the company up front• Don’t just sit there…… make a decision (a strategic one)

Even a bad decisions for the right reasons is better than no decision at all

Executive Management – The nuts and bolts

• Lead your way around inside the organization Undertake a lateral career move

– Engineering to Quality– Operations to Technology– Applications Engineering to Sales

Create a daisy chain of success in your wake Absorb all you can, excel in everything you do and

take on the next challenge

21

Balancing Home and Work Life

• Work Requires 110% commitment Family gets the other 100% You will work less when you decide to work less

• How to survive The SmartPhone Link

– Do not use your smartphone while on devoted personal time– Always keep it nearby, the executive is always accessible

› But don’t latch to it like it’s a piece of your anatomy

Work while “they” are sleeping, it helps– Requires great stamina on your part but it is worth it– Early morning is best, everyone expects you will be gone– Be home before 7pm every evening

22

Balancing Work and Home Life

Traveling– A must do for executives, expect it and be clear about it with

your family› 100k+ miles is relatively routine, 200k+ miles is possible› Extreme cases are higher, I don’t recommend it

– Call home every night; email every day– Invite your “others” along from time to time and make it work

› Extend your trip to include some personal time off

Vacations– Take them and make time for them (but take your

SmartPhone) – It’s never a good time so just do it and make it work– You will need them but you will also need to get back to work

to recover from them

Remember……..

•Lead (L)

•Strategize (S)

•Delegate (D)

Ultracapacitors • Microelectronics • High Voltage Capacitors

© 2009 Maxwell Technologies, Inc.

Critical Management Queries

21 things every executive should know about their company

Critical Management Queries

1. Do you know your organization's overall vision? Do you know where your company is going to be in three to five years? 10 years? Can you articulate it?

2. Do you have or know what are your specific financial, marketing, sales and operations goals for the current fiscal or calendar year? Does your company have a financial plan for the year? Marketing plan? Sales plan? Operations plan?

3. What is your company theme for the year? Does everyone inside know what the theme is?

4. Are you aware of your company "game plan" on a daily, weekly, monthly, quarterly basis to help you achieve your goals for the current year? How often is this message communicated to managers inside? To employees?

Critical Management Queries

5. Is there a high level of trust within the management team as a whole? Do your managers trust the employees? Do the employees trust the managers?

6. Are people treated fairly in your company? Does everyone adhere to company rules, policies and procedures?

7. Are we holding effective meetings that get the results you desire? Are managers holding effective meetings that get the results that they desire? Are agendas developed and handed out prior to a company meeting? Does someone take notes of the decisions made and issues the meeting minutes to those impacted?

Critical Management Queries

8. What is your organization's mission statement? Are you still passionate about it? Do your employees know what the mission is and are they "buying in" to it? Are our employees passionate about the organization's mission?

9. Is it acceptable to take risks in the organization? Does open dialog take place at our company?

10. Are the people that work at our company being given opportunities to learn and contribute?

11. Is every employee being trained or educated on something new on a regular basis?

12. Is everyone at the company generally professional in their behavior, dress and communication to others inside and outside the company?

Critical Management Queries

13. What are the top five values of the organization? Do people at the company know what they are?

14. Does management have a plan(s) that appropriately addresses our strongest and weakest employees?

15. Does your company have a disaster plan in case of fire, flood, tornado, hurricane, windstorm or earthquake?

16. Does your company have a plan to keep the business going and your clients loyal if your facilities are destroyed or rendered useless?

17. Do you know who are your companies top five clients?How often is someone from the senior management team in contact with these clients?

Critical Management Queries

18. Can people at your organization admit they made a mistake? Has anyone ever shared what they learned from a mistake they have made?

19. Does your company have a mentoring program in place for new hires? Those recently promoted? For those that seek to be promoted?

20. Is your place of employment a cool and fun place to come to work everyday? Are you allowing managers and employees to be part of something significant? Can your managers and employees grow while working at your company?

21. Is the company culture an open one, where people freely share information with others in order to get to the desired results?

30

Discussion and Questions