from “command & control” to coaching - revamping leadership development yolaund sulcer...
DESCRIPTION
Building the Capabilities…to Win Transform Our Portfolio Requires strength in: Brewing Excellence Production Flexibility and Efficiency Speed to Market Execution Discipline Earn Customer Preference Requires strength in: Business and Financial Acumen Collaborative Planning Continuous Improvement Engage People Requires Strength in: Leadership Accountability Building High Performance Teams Fuel Growth Requires strength in: Customer-driven supply Simple, repeatable ways of working WIB 2.1 requires that we build differentiated capabilities in strategic areas and develop a high performance, high accountability culture…TRANSCRIPT
From “Command & Control”to Coaching - Revamping Leadership Development
Yolaund SulcerManager, Leaning and Development
Integrated Supply Chain
MillerCoors Integrated Supply Chain Learning Story
What’s on Tap
The story of how MillerCoors:• “Re-vamped” frontline leadership
development • Managed resistance and challenges• Implemented a solution to promote
behavior change and drive results
Building the Capabilities…to Win
Transform Our PortfolioRequires strength in:• Brewing Excellence• Production Flexibility and Efficiency• Speed to Market Execution Discipline
Earn Customer PreferenceRequires strength in:• Business and Financial Acumen• Collaborative Planning• Continuous Improvement
Engage PeopleRequires Strength in:• Leadership Accountability• Building High Performance Teams
Fuel GrowthRequires strength in:• Customer-driven supply• Simple, repeatable ways of working
WIB 2.1 requires that we build differentiated capabilities in strategic areas and develop a high performance, high accountability culture…
Integrated Supply Chain Leadership Way
3 Phase Leadership Development Program • Engage to Act• Leading the Business• High Performing Teams
Coaching For PerformanceFlexing coaching to match development
need
Foster AccountabilityOne Way/Two Way Accountability
Conversations
Value Team MembersTrust, Feedback & Listening
Managing ResistanceChallenge: “We’ve had other leadership courses, how’s this different?”
Challenge: We have so many other business priorities…
Action: Integrate Industry standards with MillerCoors culture & processes
Action: Senior Leader buy-in & integration with business initiatives
Challenge: “How will we sustain….”
Action: Top Down Implementation; Leader Led anchoring activities
Day 1 – Value Team Members
Day 2 – Coaching for Performance
Day 3 – Fostering Accountability
L&D and HR Managers meet with leaders to: 1. Review development plan2. Discuss anchoring
expectations3. Set expectation of
graduation requirements
L&D and HR Managers meet with leaders to 1. Review progress2. Discuss obstacles3. Track anchoring
requirements
Progress reports communicated to Brewery
Vice President
3 Months 6 Months 9 -12 Months
6 week Follow Up
2 Week Follow up
Department & Unit Managers
Business Transformation Implementation
Coaching Conversations with Manager
Pre-Reqs
Process Leaders & Specialists
6 week Follow up
2 Week Follow up
Engage to Act Implementation Plan
Brewery 1 Brewery 2 repeat schedule
Course Schedule 2 week Follow Up 6 week Follow Up
Manager validates and
approves
Best Practice Sharing Have you developed a learning
program that integrated “real work” within the course ?• What were the pros/cons?• How did you measure success?
What do you see as pros/cons to our top down approach?
What ideas do you have for certification, graduation?
What do you think we learned?
1.Timing is Everything2.Don’t forget your stakeholders
involvement3.Leadership agreement doesn’t
mean commitment4.Leadership Presence is the MVP