dr tienie ehlers- lessons from leadership development
TRANSCRIPT
CONFIDENTIAL AND PROPRIETARY Any use of this material without specific permission of The South African Breweries (Pty) Ltd is strictly prohibited
This slide presentation is not complete without the relevant speaker notes
ASTD Conference
Lessons from Leadership Development:
The SAB Leadership Capability Journey
Tienie Ehlers
17 March 2015
Context of this discussion
- 2 -
ü The purpose of this presentation is to share the journey of SAB with regards to our current
Leadership Capability
ü It is by no means a document to show the success or perfect journey in leadership development,
but rather the reality that faces businesses in such a journey, including challenges and learnings
ü This presentation will also show some practical roll-out ideas and tools within such a journey
ü Two important things as a start:
• If this was easy and simple, I would make millions and be in consulting now!
• Secondly, and more seriously, this kind of journey MUST be lead by the MD and Board of Directors,
else it WILL fail
The SABMiller Global Leadership Approach as a start…
n Grounded in best practise
- Developed in light of strategic intent and key challenges - Based on data gathered from leaders at different levels - 6-8 discrete behaviours which together describe the major
actionable shifts
n Rooted in our business
- Clear themes that reflect our own journey - Language that’s right for us
3
What we have done to start this journey up-front
n Interviewed 100+ leaders across our business about key market dynamics and corresponding leadership challenges
n Reviewed outputs of our business strategy as well as strategic workshop outputs
n Interviewed the Change Leads about their projects and plans
n Examined experience of comparable organisations
n Discussed the proposals with SEF’s and acted on their feedback
4
Where were we after this?
n Our senior leaders recognised that their roles are changing
n Many are still trying to understand what the change will involve
n We all agreed that we need to make these new expectations clear
n We have identified the key shifts in behaviour through the right language
n Most value will stem from how well we communicate, embed and reinforce them
5
The key shifts in behaviour are as follows (our new leadership behaviours!) To be successful in becoming a globally integrated business our leaders will need to:
n Be externally focused on consumers, customers, communities
n Demonstrate a whole business mind-set
n Make timely clear and prioritised choices
n Build relationships and trust across the business
n Develop capability for the long-term
n Be passionate and engaging 6
Finalising these Leadership Behaviours involved:
n Finalising the language used
n Aligning the launch plan with Internal Communication and Regional
MDs
n Producing communication materials that provide practical business
examples of how these behaviours will drive success
7
Reinforcing the Behaviours: Proposed Actions n For Business and Functional Teams – Structured workshop to provide intact teams with space to discuss what it means for them
n For Individuals - New behaviours embedded in our Leadership Development programmes and tools n Embedded in our HR processes starting in F15: PM and Leadership Development
8
Non-negotiables: n That a set of global leadership behaviours should be adopted to
support our move to becoming a globally integrated business
n That the ExCom will take personal and collective ownership for communicating and leading these shifts in behaviour
n That the key focus in F15 should be our senior leaders (ExCom, MDs, Country Operating Boards, Senior PLC and Hub)
n That they will be progressively incorporated into our HR processes
as a reinforcing mechanism
9
Leadership Map – where it fits on this model
Leading Self Manufacturing Trainees/ Sales academy
Leading Self Finance Academy
Leading Self Procurement Academy
Leading Self HR Academy
Leading Self Commercial Academies
Leading Others
Leadership Fundamentals PE Dvpt Prog
Leading Managers
Regional Management Development Programmes
Leading a Function
Functional Lead Programme
Leading a Business
MDs Programme
Exco Team Development
Leading an Enterprise/ Group Function
Engaging with the Future
NOW….the agenda of how we are rolling this out in SAB South Africa:
- 12 -
SECTION 1 Changes in Leadership behaviours post MDC
workshop
SECTION 2
In response to above proposed Solu:on / Journey for the:
• MDC • SEF
SECTION 3 Roll-‐out plan
SECTION 4 Budget op:ons
SECTION 5 Leadership Journey Culture shiE • Ac:on Learning Approach
SECTION 6 Training Solu:ons & Anchoring plan
Confidential. Work in Progress. For Discussion Purposes Only
SAB South Africa Business Context: Our Journey to Success
Where we are today
• Momentum restored • Competitor on the back foot • We can accelerate profit growth • We have delivered
Outlook for the future
• The opportunities remain substantial • New challenges have emerged • We can still deliver over the long term • Flying a plane built on the ground
NEW Challenges • Social unrest
• Slowing SA economy and rand under pressure • Competitive game moving to next stage
• Regulatory and legislative challenges
Mutually domestic focussed to globally integrated
The new Leadership Model in SAB Ltd & SABMiller talks about the characteristics and behaviours’ that the new and upcoming leaders
of this organization must have!
New Global Leadership behaviours
- 15 -
To be successful in becoming a globally integrated business our leaders will need to:
ü Be externally focused on consumers, customers,
communities
ü Demonstrate a whole business mind-set
ü Make timely clear and prioritised choices
ü Build relationships and trust across the business
ü Develop capability for the long-term
ü Be passionate and engaging
Reality
- 16 -
ü MDC started the conversation using draft behaviours
ü The MDC has 2 new members to be included into the journey
ü Draft 5 evolved into the Global Leadership behaviours
ü MDC to adjust focus areas to Global Leadership behaviours ü All solutions still aligned and remain unchanged
ü Timelines for launch can still be maintained in F15
Our narrative for communicating the roll-out should focus on building leadership capability – building the right skills to
operate optimally at each leadership transition level
Narrative: How do we quantum leap into the future and Achieve our North Star?
- 17 -
ü We need to build organic growth
ü We need to do more than we ever have before with less
ü We are expected to change and adapt quicker today
ü As a global organisation embarking on an integrated change plan, collaboration and engagement will ignite the spirit of trust and passion in SAB
ü It is Leadership Capability operating at its optimal at each level in the organisation that is our aim and it starts with each one of us getting back to our leadership basics
It is only through our people that this much needed paradigm shift can take place and it starts with each one of us, taking personal
accountability for our leadership journey
Proposal for MDC
- 19 -
MDC Align to global
leadership behaviours
• Communicate Global leadership behaviours to MDC via MDC workshop
• Include new MDC members in work done • Align focus areas to new behaviours before SEF
in March
‘HOW’ Goals
Leader-Led
• Engage & equip MDC to demonstrate these behaviours
• Design year-long PLC aligned leadership journey for MDC
• Leadership Behaviours included as ‘HOW’ Goals
• ‘What good looks like’ measures identified and in place
Proposal for Senior Leader Roll-out
- 20 -
SEF: global leadership behaviours
communication
• MD to present why leadership capability so important now
• Articulate expectations from all leaders in the business
• Roll-out plan & what to look out for
Structured Workshops for OC’s & SEC teams
‘HOW’ Goals &
capability developme
nt
• Build leadership development into Individual IDP’s aligned to development programmes
• Customised leadership plans designed per function
• Discuss what the leadership behaviours mean to them
• Leadership Behaviours included as team ‘HOW’ Goals
• ‘What good looks like’ measures identified and in place
MDC members support & participate in leadership intervention roll-out
Cascading Leadership Approach
- 22 -
ü A Leader Led approach will be followed with cascading the Leadership behaviours through structured workshops
ü Engage & equip Leaders to identify development opportunities and assist them to develop capability and demonstrate behaviours
MDC
Operating Committees
Regional Leadership Teams
Functional Leadership Teams
One on One Direct reports
Leadership Road Map
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• What do the Leadership Behaviours mean to team
• Create a purpose statement
• Iden:fy consequence management
• Iden:fy Team leadership development plan and built into goals – ‘How’ Goals
• Each Teams From to journey on how to change in order to navigate the water
• Iden:fy Capability Gaps and ac:on
• Commitment & personal accountability
• Self mastery personal Leadership journey plan iden:fied & built into Goals – ‘How’ goals
• Role modelling
Tools to Anchor & Sustain culture shift
MDC session to align & finalise Global Leadership behaviours focus areas
SEF Comms session
Team Leadership structured workshops
Team / Func:onal Leadership Journey
Individual Leadership journey
• Build Awareness • Gain Commitment from
Senior Leaders to Role Model behaviours
Communication and roll-out plan
Leadership Cafes / Engagements
What’s Brewing What do the LB’s
mean to us? MDC Personal
Leadership Commitment
Caught in the Act Recognition Tool: Recognising Exemplar Leadership
Behaviours
MDC Workshop (Agreement &
Buy-in on new Leadership Behaviours
HRBP Toolkits for: workshops,
(1:1 meaningful engagements, Team Meetings, on the job
coaching)
Pocket books, posters, pledge video
Leadership Awareness sessions with RBP’s &
team in prep
Subtle messaging through internal Comms, GM Briefs, Yammer, Articles, Videoblog etc
1:1 meaningful Leadership conversations
with Line manager (Update IDP)
SEC leadership workshops designed and rolled out : input to be included
into the functional goal setting sessions – ‘How’ goals
SNR Leadership Team interventions
Subtle messaging through internal Comms, GM Briefs, Yammer, Articles, Videoblog etc
MDC personal reflections on Leadership Behaviours and
what they mean to me Communicated to respective
teams
SEF Communication
Session on Leadership
focus
November 2013 Feb 14 April May Aug/Sept
Cap
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Impl
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Eval
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A
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4 A
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unic
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bui
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omm
itmen
t 1&
2 March 14 June/July
Regional Goal Setting Facilitated Sessions
(Workshop Leadership as how goals incl success measures)
Training Interventions for specific Teams & individuals per level & functional to be agreed
Leadership Fundamentals TTT
to build internal capability
Pilot for Leading self and
Leading managers
360 degree finalised IDP
Meaningful conversation tool: Regional anchoring through coaching
Snr leader workshop
Tools
Regional sessions
Training solutions
Evaluation & anchoring tools
Description Unit Rate Total Details
Leadership Website 0 80000 0Website is hosted on internal portal
Executive Leadership Journals 0 100 0Only black and white No communication pack
Leadership comunication material per business unit 0 250 0MDC Leadership Pledge Video/visual journey documented 0 50000 0Regional Pledge Wall Paint 0 500 0Compass and info keyring 0 100 0SUB TOTAL 0
Venue and Catering costs 0 500 0 Total of 198 Senior leaders Printing Costs 198 250 49500 Training Material
Facilitator Flight costs 0 4000 0Cost for two facilitators flying four times
Accommodation costs (Cape and Newlands 0 750 0
* Two facilitators* Newlands and Cape to be completed in the same week
Accommodation costs (East Coast and Prospecton) 0 750 0
* Two facilitators * East Coast and Prospecton to be completed in the same week
Accommodation costs (Bloemfontein) 0 750 0 * Two facilitators Accommodation costs (Polokwane) 0 750 0 One person SUB TOTAL 49500
Leadership Fundamentals TTT 28 5700 159600
Two facilitators per region including COF to undergo TTT and then facilitate the course internally
Leading Managers intervention 3 day intervention 50 6500 325000 Global pilot in SALeading a business for MDC 0 12000 0 Global pilot in SASUB TOTAL 484600
HRBP Training the Trainer on new 360 degree tool 44 1000 44000HRBP Live meeting ongoing training sessions 1 10000 10000
Change management and coaching tool - 'HOW' to have meaningful conversations 1 170000 170000Ongoing 360 tool support for 2000 people 1 120 000 120000
SUB TOTAL 344 000GRAND Total 878 100
Leadership Behaviours Preliminary Budget
Communication and Change Budget
Leadership Roll out Plan - Capability Development building Journey
Leadership Roll out Plan - Capability Development Building Journey - training solutions
Anchoring Plan Budget
Description Unit Rate Total Details
Leadership Website 0 80000 0Website is hosted on internal portal
Executive Leadership Journals 200 150 30000Only black and white No communication pack
Leadership comunication material per business unit 200 250 50000MDC Leadership Pledge Video/visual journey documented 0 50000 0Regional Pledge Wall Paint 0 500 0Compass and info keyring 0 100 0SUB TOTAL 80000
Venue and Catering costs 198 100 19800 Total of 198 Senior leaders Printing Costs 198 250 49500 Training Material
Facilitator Flight costs 8 4000 32000Cost for two facilitators flying four times
Accommodation costs (Cape and Newlands 4 750 3000
* Two facilitators* Newlands and Cape to be completed in the same week
Accommodation costs (East Coast and Prospecton) 4 750 3000
* Two facilitators * East Coast and Prospecton to be completed in the same week
Accommodation costs (Bloemfontein) 0 750 0 * Two facilitators Accommodation costs (Polokwane) 0 750 0 One person SUB TOTAL 107300
Leadership Fundamentals TTT 28 5700 159600
Two facilitators per region including COF to undergo TTT and then facilitate the course internally
Leading Managers intervention 3 day intervention 75 6500 487500 Global pilot in SALeading a business for MDC 0 12000 0 Global pilot in SASUB TOTAL 647100
HRBP Training the Trainer on new 360 degree tool 44 1000 44000HRBP Live meeting ongoing training sessions 1 10000 10000
Change management and coaching tool - 'HOW' to have meaningful conversations 1 200000 200000Ongoing 360 tool support for 2000 people 1 120 000 120000
SUB TOTAL 374 000GRAND Total 1 208 400
Leadership Behaviours Preliminary Budget
Communication and Change Budget
Leadership Roll out Plan - Capability Development building Journey
Leadership Roll out Plan - Capability Development Building Journey - training solutions
Anchoring Plan Budget
Guiding principles to achieve these objectives
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ü Capability building is Leader Led - Leaders to Role model exemplar leadership behaviour
ü We will use subject matter experts and coaches where required (internal & external)
ü We will build capability in the work that we do ü We will follow the natural rhythm of the business ü We will favour on the job training and action learning,
supported by formal training depending on the level of the group
ü We will use tools and best practice from PLC ü Good enough will never be good enough
Communicating the Behaviours: Non-Negotiables
- 29 -
ü Leader-led
ü Business-focused
ü Respecting our heritage
ü Authentic
Consistent approach but not identical activities
What is expected of all our Leaders
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ü That leadership behaviours should be adopted to support our move to becoming a globally integrated business
ü That the MDC & SEF will take personal and collective ownership for communicating and leading these shifts in behaviour
ü That the key focus in F15 should be our senior leaders (MDC, SEF)
ü That they will be progressively incorporated into our HR
processes as a reinforcing mechanism
What's in it for me?
- 31 -
By embarking on this journey, we believe we will: • Create a better working environment
• Leaders will succeed in the accomplishment of their goals by operating optimally at their specific leadership level
• Grow as Leaders, personally and professionally.
• Contribute to the sustainable long term growth of the organization
• Become a globally integrated organisation
Leadership is not just ‘what’ you do but ‘how’ you engage & behave. It is a way of being that requires commitment, practice and daily discipline.
Meaningful Conversations: Leadership for High Engagement Change
- 33 -
ü With meaningful conversation, we will be able to facilitate effective leadership and learning based upon:
ü Collaboration ü Effective decision making ü Innovation and ü Productive dialogues
The Process consists of:
• A 2 hour orientation session by internally accredited facilitators for every line manager • Customised toolkits to guide a line managers and employees discussion on the various topics • This toolkit works in conjunction with the coaching skills for Line managers – ‘Be the Coach’ 2 or 1 day training session • HRBP’s will be trained as facilitators and allocated per region
Conversation is the DNA of interpersonal communication and by extension organisational culture. It is also the road to personal, team and organisational transformation
Leadership Fundamentals – Getting Back to Leadership Basics
- 35 -
\
Programme Overview: as listed below • Internal facilitators will be accredited to develop these capabilities within
the business from front line leaders and above
Leading Self
- 36 -
Module 1 - Helping SABM make the best use of resources and maintain a positive reputation.
ü This module will be run in-country and already exists as part of the induction process.
Module 2 – Enabling you to contribute and perform
ü This module is designed in-house and will form the major part of the two-day regional launch.
ü This module will focus on understanding the context of the programme and goal setting for the individuals. It will introduce the concept of self-leadership and allow participants the opportunity to consider the leader they want to be.
Module 3 – Focussing myself
ü What is self-leadership? Why bother? The impact leadership has on self, the impact on others and the way to build a powerful reputation as someone who gets things done.
Module 4 – Building trust
ü Following on from Module 3 where the focus is on the individual, this module will broaden their perspective to consider which relationships they need to build and how to go about doing so.
Module 5 – My contribution
ü Module 5 provides the opportunity for them to learn about team. The focus of this module is on developing yourself to become fully effective in the context of helping your team to improve performance.
Leading Managers
- 37 -
Module 1: Me as a Leader
Module 2: Leading a high performing team
Module 3:Leading change and improvement
Schein Change Management
- 38 -
Symbols
Systems & Processes
Behaviours
Beliefs
3. Behaviours What behaviours are rewarded and recognised to indicate an exemplar Leadership culture? The only way to make a behaviour become consistent over time is through positive re-inforcement.
2. Systems and Processes What systems and processes are in place that indicate
this is an exemplar Leadership culture? Integrate the leadership behaviours into our existing processes and what other processes will enable the behaviour change
1. Symbols What are the symbols that indicate
this is an exemplar Leadership culture?
Symbols like how people are rewarded and recognized is important. People who
demonstrate exemplar leadership get promoted
4. Values and Beliefs What values and beliefs are held by our employees that drive an exemplar Leadership culture? Do the employees have belief in their rules of engagement/ Commitments etc and what does it
look like. Are they living it.
Schein change Management
- 39 -
Symbols
Systems & Processes
Behaviours
Beliefs
3. Behaviours Meaningful conversations to build engagement Leadership Behaviours are lived Leading by example and
Role modelled by senior leaders
2. Systems and Processes PM Way TM Way ‘Be the Coach’ Leadership Pathway
1. Symbols Commitments /Pledges boards; Employees with exemplar leadership are promoted GM Briefs discussing Leadership Leaders magazine MD Leadership Town hall/ lunch sessions Caught in the Act
4. Values and Beliefs SAB Miller Values are
lived Team purpose and rules
of engagement. Commitments are lived and taken seriously
Limiting belief systems
are challenged to build a ‘can to attitude’
- 40 -
Leadership Café’s
ü Platform for Snr Leaders (SEF)to discuss the leadership behaviours with employees
ü Each Director and SEC team members to operationalise Leadership behaviours per functional area (What does it mean for the each area with focus areas and Plans)
ü An hour session monthly or every 2nd month at the local regional pub
ü It could also take the form of the MD Townhall meetings or a Regional GM’s brief session
Caught in the act recognition
ü Web based (Beernet)Tool to identify the Leadership Behaviour role models – Employees living the SAB Leadership behaviours and values
ü “Caught in the act” behaviour of recognising that the right things can stimulate a new way of working or thinking and once internalised will build a self sustaining & progressive culture.
ü Regional, National Recognition to identify the Leadership Champions (link to CBL)
Personal commitment and Pledge
ü By capturing on video, short key messages or pledges by the senior management, we’re showing the employees that this is something different, something special.
ü The idea should be that because our senior leaders believe in this journey and is prepared to live it and do things differently, I’ as an employee will stand up and pay a?en@on.
ü Posters and booklets to be made for each area of the business
Leaders Journal Pledge Wall
Leadership Cafes
- 42 -
ü Platform for Snr Leaders (SEF) to discuss the leadership behaviours with employees
ü Each Director and SEC team members to operationalise Leadership behaviours per functional area (What does it mean for the each area with focus areas and Plans)
ü An hour session monthly or every 2nd month at the local regional pub
ü It could also take the form of the MD Townhall meetings or a Regional GM’s brief session
Caught in the Act Recognition Tool
- 43 -
ü Web based (Beernet) Tool to identify the Leadership Behaviour role models – Employees living the SAB Leadership behaviours and values
ü “Caught in the act” behaviour of recognising that the right things can stimulate a new way of working or thinking and once internalised will build a self sustaining & progressive culture.
ü Regional, National Recognition to identify the Leadership Champions (link to CBL)
Personal Commitment by MDC and Snr Leadership
- 44 -
ü By capturing on video, short key messages or pledges by the senior management, we’re showing the employees that this is something different, something special.
ü The idea should be that because our senior leaders believe in this journey and is prepared to live it and do things differently, I’ as an employee will stand up and pay a?en@on.
ü Posters and booklets to be made for each area of the business
Confidential. Work in Progress. For Discussion Purposes Only
THE LEADERSHIP JOURNEY: LEADERSHIP INTERACTIVE SYSTEM EXAMPLE
47
Growth
Trust
Passion
Job
Confidential. Work in Progress. For Discussion Purposes Only
THE LEADERSHIP JOURNEY: EXAMPLE
Growth
Trust
Passion
Packaging Manager
Brewing Manager
QA Manager
7
Confidential. Work in Progress. For Discussion Purposes Only
THE LEADERSHIP JOURNEY FOR PACKAGING MANAGER
8
Growth
Trust
Passion
Value add behaviours
Career Map
CAP
Solutions
LEADERSHIP BEHAVIOURS FOR PACKAGING MANAGER
Practicing Ethics & Integrity
Leadership Value Add Behaviours
Exercising Resilience
Valuing Differences
Engaging & Developing the Organisation
Managing the Interfaces
Providing Focus
Driving Profitable Growth
Creating a Sustainable Business
LEADERSHIP BEHAVIOURS FOR PACKAGING MANAGER
Providing Focus
Leading Managers Value Add Behaviours
Value add through
Operates key insights and gives clarity to complex situations, in order to focus SAB strategy and improve innovation.
Key Activities (Pack man) • Manage plant process & systems • Manage productivity through
divisional benchmarking & cont improvement
• Minimise waste • Lead WCM • Control fixed and variable cost • Optimise Process capability
POSSIBLE SOLUTIONS FOR PACKAGING MANAGER
MDP
Leading Managers Solutions
Adaptive/Influential Leadership
Leading Others Solutions
Leading Self Solutions
In closing…(sfw)
• Leadership development is a journey…a never-ending journey • It is about the ride…and not the final destination • Everyone can always keep developing their own leadership skills…if
they are willing and open for this ongoing change process • It is never a completed journey!
• So, you need: • Full-time dedicated resources (CoE? / Budget / Tools and
Processes) • For people to see how leadership can / will impact on business
results – find that direct link • To reward leadership behaviours across all levels • To make it part of the PM process (HOW goals through 360 degree
process) • To be patient!
© SABMiller plc 2015 Confidential. For internal discussion purposes only
…in closing…(leadership is about passion!)
At a world brewing convention in the States, the CEOs & MD’s of various brewing organizations retire to the bar at the end of the day. Bruce, CEO of Fosters, shouts to the barman: "In Australia, we make the best bloody beer in the world, so pour me a Fosters, mate." Bob, CEO of Budweiser, calls out next: "In the States, we brew the king of them all - gimme a Bud."
© SABMiller plc 2015 Confidential. For internal discussion purposes only
Hans steps up next: "In Germany ve invented beer. Give me un Helles, ze REAL King of beers." Jan, chief executive of Heineken, follows by stating that Heineken is the ultimate beer and asks for one with two fingers of foam on top. Mauricio, MD of SAB, is next: "Barman, give me a diet Coke with ice and lemon please." The other four stare at him in stunned silence, then Bruce asks: "Aren't you going to have a Castle, Mauricio?"
© SABMiller plc 2015 Confidential. For internal discussion purposes only
Mauricio replies: "Well, if you guys aren't
drinking beer, then neither am I."
To be the most admired company in the global brewing industry
was
SABMiller - Where we are going – our vision
To be the most admired beverage company in the world
now
We bring refreshment and sociability, improve livelihoods
and help build local communities
SABMiller -What we stand for - our purpose
SABMiller - The global leadership behaviours
Focus externally on our
consumers, customers and
communities
Build relationships
and trust across the business
Demonstrate a whole-business
mindset
Develop our people and
organisation for the long term
Make timely, clear and prioritised
choices
Be passionate and engaging
LEADERSHIP BEHAVIOUR
Listening to our stakeholders so we have the insights we need to shape our
offerings and benchmark performance
FOCUS EXTERNALLY ON CONSUMERS, CUSTOMERS AND
COMMUNITIES
Being focused on the actions and metrics required to drive efficiency and volume
growth
Taking collective ownership of the big issues that will make a material difference
to long-term performance
DEMONSTRATE A WHOLE BUSINESS
MINDSET
Optimising the individual performance of our own function, market or region over
the short-term
Making the tough trade-offs so we invest where it will deliver greatest benefit to the
Group
MAKE TIMELY, CLEAR AND PRIORITISED
CHOICES
Running our business using a multiplicity of KPIs that are not aligned, locally or
globally
FROM TO
The behaviours call out some important shifts in how we lead our business
The behaviours call out some important shifts in how we lead our business
LEADERSHIP BEHAVIOUR
Building teams across organisational boundaries, sharing resources to achieve
joint outcomes
BUILD RELATIONSHIPS AND TRUST ACROSS THE
BUSINESS
Operating autonomously, building strong personal relationships with those in our
immediate area
Developing the more diverse set of people and capabilities needed to achieve our
strategic priorities
DEVELOP OUR PEOPLE AND
ORGANISATION FOR THE LONG TERM
Providing challenging jobs and letting people sink or swim
Leading by example, positively creating engagement and supporting change
BE PASSIONATE AND ENGAGING
Focusing on task achievement, being directive, providing autonomy
FROM TO
Our Action Learning Approach to enable the behavioural and culture shift
- 66 -
Action Learning model for behaviour change
Awareness
Engagement &
Commitment
Action
Evaluation &
Maintenance
• What is it? • What are the
different components?
• Why are we doing this?
• What happens if the status quo remains unchanged?
• What does this mean for me?
• How does this impact me?
• How do I contribute?
• What are the other Hubs doing?
• Continuous reflection & monitoring;
• Assessing Performance indicators
• Evaluate / measure consequence management
• Identify what we/I need to change ?
• What capabilities are required?
• Define plans and resources
• Execute changes • Develop
Indicators
CONFIDENTIAL AND PROPRIETARY Any use of this material without specific permission of The South African Breweries (Pty) Ltd is strictly prohibited
This slide presentation is not complete without the relevant speaker notes
CREATING VALUE THROUGH LEADERSHIP
SAB Leadership Journey
How do we implement the Leadership Model or build BELIEF in the Model?
This is not a project but the adoption of a new way of being, demonstrated through a new attitude
Awareness & Addressing perceptions
Ownership & Engagement
Action Maintenance
Build awareness through: • OC Meetings • Exec team
meetings • Internal comms
• Build emotional engagement with the model through: employee reflection
• Deeper conversations (1:1’s)
Define what is required for individuals & teams to put this to work • Facilitated
workshops by HR • Interactive
navigation tool
Measuring tools in place to evaluate the impact of behaviour change • 360 degree • OE/EE Survey • Team feedback
Proc
ess
Tool
s Leadership Behaviours Booklets
Regional Packs for HRBP & senior leader facilitated sessions Process Guides to have meaningful discussions Communication toolkits Newsletters
Process to identify development opportunities
Employee receives feedback on his/her development areas through:
• Peer feedback • Upward feedback • Customer feedback • Self-assessment Which will be linked to Leadership Behaviours, Values as well as Management and Self-management practices
Agreed Development needs are then captured in the individual’s IDP:
• Individual takes accountability for his Individual Development Plan
Employee discuss Development Gaps with Manager during One-on-One or
Performance review: • Identified development opportunities are then discussed with Line manager • This forms part of the employee’s Career discussion
Individual uses the Leadership Interactive System to navigate through specific
development solutions by behaviour by role • Individual first identifies his/her transition level • Thereafter, the individual has the opportunity
to navigate himself through: • The behaviours • Possilbe solutions • Cap • Career Map
The Global Leadership Behaviours
Focus Externally on our Consumers, Customers and Communities LEADERSHIP BEHAVIOUR
We strive to understand the aspirations and needs of all our stakeholders, being curious about what they think, and listening even when what we hear is inconvenient or doesn’t align with our view of the world. We develop insights and foresights that shape the offerings and experiences we provide. We use their standards as benchmarks of our performance.
WHAT WE DO
ü Develop networks and contacts that provide insight into the changing environment ü Learn from what is happening in other markets and geographies ü Stand in our stakeholders’ shoes, and look for what will work for us both ü Develop strategies and plans that are consumer and customer focused ü Focus on on adding value to our customers, consumers and communities ü Benchmark our performance rigorously against the very best – within and beyond our industry
WE WILL
x Be so naïve or arrogant to think we are right and our stakeholder is wrong x Get so caught up in internal issues that we lose sight of what matters to our stakeholders
WE WON’T
Consumer and customer insight is a core strength of the world’s most admired consumer goods companies. To win in our changing environment, we need to use this to drive what we do so we deliver value to them. During our journey to becoming a globally integrated business, it’s imperative we don’t become too internally focused.
WHY IT MATTERS
The Global Leadership Behaviours
Demonstrate a Whole Business Mind Set LEADERSHIP BEHAVIOUR
We take collective ownership, looking beyond our individual situations to think and act in ways that benefit the business as a whole. We focus on the big issues that will make a material difference to our long-term business performance.
WHAT WE DO
To become a globally integrated business that delivers superior performance and optimizes returns for the Group, we must leverage our global skills and scale by pulling together, standardizing and integrating our activities and processes.
WHY IT MATTERS
ü Make decisions on our own accountabilities/priorities in light of the wider business interests ü Seek out what’s worked elsewhere and adopt it ü Be willing to change our own priorities in the interests of the whole business ü Identify the particular role we can play in optimizing the performance of the whole business ü Learn more about the priorities and issues of others in the wider business ü Enthusiastically promote the ideas of colleagues, putting aside personal hobby horses
x Continue to create our own approaches or adapt others’ x Protect things of personal importance which aren’t material in the bigger scheme of things
WE WILL
WE WON’T
The Global Leadership Behaviours
Make Timely, Clear and Prioritised Choices LEADERSHIP BEHAVIOUR
We prioritise and focus our resources through being selective and consistent in pursuing initiatives that drive value in both the short and long-term; we stop things that are no longer of value.
WHAT WE DO
We need to make difficult choices, and be better in prioritising, sequencing and pacing the work we do, so we tackle the big challenges, create clarity for those we lead, are more agile and responsive, and make SABMiller a great place to work.
WHY IT MATTERS
ü Be choiceful in selecting things that will make a real difference to long-term performance ü Focus ourselves and our teams on a small number of KPIs that really matter ü Provide and seek feedback loops so we know what isn’t working and can adapt accordingly ü Work on issues at the right level for our role and avoid getting involved in others’ detail ü Debate issues rigorously, engage in productive conflict to understand and resolve the issues ü Act in line with the choices we have made rather than re-opening the debate
x Use the need for more data as a pretext for avoiding making a decision or taking action x Consistently prioritise the short-term
WE WILL
WE WON’T
The Global Leadership Behaviours
Build Relationships and Trust Across the Business LEADERSHIP BEHAVIOUR
We seek others’ input and develop trusting professional relationships with colleagues and stakeholders. We share knowledge and resources to achieve joint outcomes and create teams that work effectively across organisational boundaries.
WHAT WE DO
Working well with others outside our market or functional area to achieve business outcomes is a key change required to become a globally integrated business. Investing time in building relationships and trust with them provides an essential foundation.
WHY IT MATTERS
ü Make a point of valuing the expertise and insights that others bring to the table ü Invest time and effort into building relationships with colleagues across the business ü Actively seek the input of key internal stakeholders to decisions that we hold the ‘A’ for ü Test our own assumptions by asking questions and actively listening to our colleagues ü Get the right team around an issue, involving all those who can add value to the situation ü Express our views openly, constructively and respectfully
x Assume people outside our team aren’t able to provide insight into our issues x Express a lack of commitment or undermine team decisions that we’ve signed up to
WE WILL
WE WON’T
The Global Leadership Behaviours
Develop Our People and Organisation for the Long-term LEADERSHIP BEHAVIOUR
We invest our time and money in systematically developing the diversity of knowledge, skills and people needed to achieve our strategic priorities. We provide constructive feedback that helps others learn and grow.
WHAT WE DO
One of our key leadership legacies will be an organisation full of people equipped to take the organisation forward in the long-term
WHY IT MATTERS
ü Seek colleagues’ feedback, identify improvement areas and take action to develop ourselves ü Provide candid and constructive feedback to help others learn ü Recognise and reward people for developing others ü Build more diverse teams to bring a wider range of abilities and experiences to the business ü Take personal responsibility for the development of our team ü Identify and build the critical capabilities required for long-term business success
x Take a ‘sink or swim’ approach to development x Avoid giving challenging or difficult feedback in a constructive manner
WE WILL
WE WON’T
The Global Leadership Behaviours
Be Passionate and Engaging LEADERSHIP BEHAVIOUR
We lead by example and communicate positively to create engagement and support change; we strive to be more aware of ourselves and our impact on others. We show appreciation for great performance.
WHAT WE DO
Actions speak louder than words. As we lead our organisation through a period of challenge and change we need to create confidence through being realistically positive about the future and involve others more in helping to build it.
WHY IT MATTERS
ü Go out of our way to understand others’ views and their reasons for them ü Seek to persuade rather than intimidate others with our views ü Visibly demonstrate commitment to becoming a globally integrated business ü Help people deal with change, making sense of it and how it fits together ü Involve others more to help shape the journey to becoming globally integrated ü Value different perspectives to our own, listening and respecting others’ points of view
x Say what we think without considering its impact and how it will land x Rely on our positional power, merely seeking compliance with our views
WE WILL
WE WON’T