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
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From “Command & Control”to Coaching - Revamping Leadership Development
Yolaund SulcerManager, Leaning and Development
Integrated Supply Chain
MillerCoors Integrated Supply Chain Learning Story
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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
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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…
![Page 4: From “Command & Control” to Coaching - Revamping Leadership Development Yolaund Sulcer Manager, Leaning and Development Integrated Supply Chain MillerCoors](https://reader034.vdocument.in/reader034/viewer/2022051717/5a4d1b617f8b9ab0599ada92/html5/thumbnails/4.jpg)
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
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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
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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
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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?
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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