2007 Performance Plan - Sample Form Employee-Owner Information

Name: Job Title: Manager: Department:

About This Performance Plan

Date Completed: Planning Period:

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Achieve CASH FLOW and Build for 2008!

Strategic Goals for 2007 Accomplish 2007 Business Plan

Achieve 2007 operating income and cash flow plan Deliver projects on vision, on time and within budget Propel the Customer Experience from process to practice First Time Quality and Quality / Risk Management Initiatives Elevate Principles of Ownership to daily practice Develop a true "Mindset of Leadership", starting with S + R = O Celebrate success and have more fun! Continuously improve your knowledge, skills and abilities with regard to the company Core Competencies Create alternatives to secure land holdings Deliver 2008 projects on vision, on time and within budget Achieve balance in performance, innovation and mission in all departments!

Delight Customers

Engage Employee-owners

Build for 2008!

Align Your Objectives with Company Goals and Your Team's Objectives
Your efforts are critical to helping "Achieve CASH FLOW and Build for Success in 2008"! Each of your objectives should connect as directly as possible to the companys goals, as well as your team's objectives, which you should discuss with your manager.

Make Your Objectives SMART

Specific - Clearly define the outcome that you want to achieve. Measurable - Specify how you will measure/track progress and completion. Achievable - You should raise the bar, yet be able to reach the objective. Realistic - Consider available resources (time, $, people, etc.). Time sensitive - Set a due date for achievement of each objective.

How Will Success Be Measured and/or Tracked?

2007 Performance Plan - Sample Form Success should be clearly defined in each area with agreed upon metrics and/or measureable targets that can be tracked for both progress and completion. Indicate clearly how you will measure success for each objective.

Instructions: Core Objectives - The What - Weight 70%

Your core objectives should contribute to the companys achievement of the 2007 operating income plan by ensuring CASH FLOW objectives are met as follows: Close each home in each community - on time Aggressively renegotiate land deals and accelerate projects Sell to build the backlog now Help each other - we're a team Foster outstanding financing relationships Lay low on spending - act like every dollar is yours because it is! Over-achieve plans - business, financial, phasing & project Wow! Customers - internal and external PLEASE NOTE: You no longer need to specify the category (core) in the title. Number of Core Objectives = 2 or 3. You do not need to use all the boxes.

2007 Core Objectives

Core objective title: Detailed description:

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How will success be measured and/or tracked?

2007 Performance Plan - Sample Form Instructions: Special Objectives - The How - Weight 15% Your special objectives should be behavioral and qualitative in nature and should be directly related to Companys Principles of Ownership, below. The intent is to elevate these principles to daily practice.

Principles of Ownership
We have adopted these principles to continually build and renew a culture of accountability and ownership. We are all ONE COMPANY We Trust in Positive Intentions - and we can't stand finger pointing We Communicate, Not Triangulate - we address problems and conflict directly by going straight to the source We Hold Ourselves and Each Other Accountable - we honor our commitments and do what we say we're going to do We Practice Team Together, Team Apart - we encourage open, healthy debate and once a decision is made we support it when we're together and even more importantly, when we're not We Lead (and Follow) By Example - actions speak louder than words We Operate with Speed and Agility - we hate bureaucracy and red tape We View Feedback as a Gift We Delight our Customers and Each Other We Encourage Each Other to Ask the Tough Questions PLEASE NOTE: You no longer need to specify the category (special) in the title. Number of Special Objectives = 1 or 2. You do not need to use all the boxes.

2007 Special Objectives

Special objective title: Detailed description:

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How will success be measured and/or tracked?

2007 Performance Plan - Sample Form -

Instructions: Development Objectives - Raise the Bar on Yourself - Weight 15%

To continuously improve the company, we must continuously improve our knowledge, skills and abilities with regard to our Core Competencies. This is your opportunity to raise the bar on yourself in at least one area! Read through our Core Competencies below. Use the space provided below the core competencies to create 1 or 2 development objectives for yourself.

PLEASE NOTE: You no longer need to specify the category (development) in the title. Number of Development Objectives = 1 or 2. You do not need to use all the boxes.

Select One or Two of the Following Core Competencies as Development Objectives

Mission Aligned
Understands and personally connects to the company mission. Supports the organization's strategic plan and ensures business practices are consistent with the mission. Sees beyond today; talks about possibilities; is optimistic.

Integrity
Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner. Demonstrates a sense of responsibility and commitment to the public perception of the organization. Responds well to feedback and admits to mistakes.

Trust
Builds trust by communicating openly with other team members and following through on commitments. Keeps confidences; admits mistakes; doesn't misrepresent him/herself for personal gain.

Accountability
Can be relied upon to handle a fair workload, meet deadlines and commitments and accept responsibility for actions. Demonstrates the ability to work independently.

2007 Performance Plan - Sample Form Business Acumen

"Street Smarts" - Knows how businesses and organizations work; knowledgeable in current and possible future policies, practices, trends and information affecting his/her business and organization; knows the competition and is aware of how strategies and tactics work in the marketplace.

Process/Organization Management
Good at figuring out the processes necessary to get things done; knows how to organize people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can't; can simplify complex processes; get more out of fewer resources.

Effective Communication Skills (Oral & Written)

Conducts or contributes to effective meetings, seeks and accepts feedback, listens well, shows respect, and is sensitive to others' viewpoints. Verbal skills: asks good questions; can present ideas and express the company's mission; disseminates information clearly and concisely. Is able to write clearly and succinctly in a variety of communication settings and styles; can get messages across that have the desired effect.

Adaptability/Agility
Accepts changes and responds to setbacks positively and with minimal disruption. Able to take on a variety of different tasks and roles within the organization. Learns quickly when facing new problems; experiments and will try anything to find solutions; enjoys the challenge of unfamiliar tasks.

Teamwork/Collaboration
Builds rapport with a variety of people and develops alliances to work together towards common goals - is even tempered, generally tactful, and appropriately assertive. Coordinates with and informs colleagues of plans and actions, follows through on commitments, and accepts personal accountability for results. Exchanges ideas and contributes skills that complement those of the other team members.

2007 Development Objectives

Development objective title: Steps you will take to achieve the objective:

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2007 Performance Plan - Sample Form -

Signatures
Employee Direct Manager Dat e: Dat e: