Making Good Managers Great<br />Steven Brantner, Manager, Learning & Communications<br />February 24, 2011<br />
General Mills <br />The Company of Champions<br />One of the world’s largest food companies<br />$16 billion USD inFY10 ne...
Global Brands: A Broad Portfolio<br /> Popular Around the World<br />
In Good Company: External Recognition<br />“United Kingdom’s 50 Best    Workplaces”<br />“Top 10 in National Corporate    ...
Do you remember a great manager?<br />5<br />
<ul><li>In Pairs, 1 minute each:
Describe your great manager experience:
What do remember that made them great?
What impact did they have on you?
What would you tell them today?
We got started the same way
That led us to do some research and ask some questions and we’ve been working it ever since.</li></ul>What’s your Great Ma...
How Did We Define Great?<br />
Whose Story Is This?<br /><ul><li>I’m just the story teller, lots of folks created it</li></li></ul><li>Focus Group Data: ...
Focus Group Data: Great is Clearly Different!<br />10<br />
11<br />Great Managers – What’s Different?<br />Using Climate Survey Data, Created Three Groups of ManagersBased on Employ...
Now what do we do?<br />12<br />Leader Engagement & Learning<br />Metrics &Accountability<br />Lots of Activities<br />Acc...
Iterate and integrate<br /><ul><li>Launched corporate-wide “Building Great Leaders” 1-day course for all directors and off...
Engaged SLTs, hosting great manager town halls, mandatory objectives for Managers, and Great Manager IDP lunch and learns.
Created some resources just for managers including an onboarding resource guide, leader circles for 14 different groups of...
Used video to share stories, 180 feedback, and mentoring for new managers and peer to peer support.
Leveraged prioritization and clarification of purpose as well as top down, personal commitment, 1 over 1 IDPs, and finally...
Use IDP to help managers find one behavior to do differently <br />Strongly encouraging managers to use their own IDP (Ind...
The Great Manager IDP Plan<br /><ul><li>Managers driven to new tool in January and February
Developmental and emotional appeal
Simple (thin) design to provide easy links to:
Self-assessment,
Development resources from our Harvard ManageMentorv10 content mapped to specific Great Manager skills, and
Easy to follow next steps/tools in one place
Pulling live feeds from the best of the web and Harvard Business Publishing
Encouraging use of our own internal best practices</li></ul>15<br />
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  • Fueled to a large degree by our strong financial performance and amazing culture, we generate plenty of external “buzz” each year. When we say we’re the company of Champions, we’ve got the goods to back it up.
  • Mike Davis’ 3-emails story…
  • LuisSAY:So you saw that we had some idea about Great Managers from our climate data but we want to hear directly from employees so we conducted focus groups across the company, and we further learned what Great Look Like to employees.There were 5 key areas where employees distinguished good from great.RelationshipsEmpowermentPerformance MgtCoaching &amp; DevelopmentIntegrityI won’t go over the entire slide but will highlight a view themes:Great managers ‘value’ their employees and it shows by their actions (build relationships, care enough to provide tough feedback so person can grow, really invest time and energy in developing employees)Great managers lead by example—they serve as role models, not just for their direct reports, but for others in the organization. Great managers aren’t the ‘easiest manager’ to work for—on the contrary, they are the ones who stretch you, get you out of your comfort zone and really take your development and skill set to a higher level. Great managers don’t just execute the people management systems, but they use the system to motivate and inspire their employees to develop and to drive differential performance. GOOD Managers - “Doing, do” – checking the listGREAT Managers – “Being, are” – ownership, care, intent, tools/processes to get to the intent, own the result
  • LuisSAY:So you saw that we had some idea about Great Managers from our climate data but we want to hear directly from employees so we conducted focus groups across the company, and we further learned what Great Look Like to employees.There were 5 key areas where employees distinguished good from great.RelationshipsEmpowermentPerformance MgtCoaching &amp; DevelopmentIntegrityI won’t go over the entire slide but will highlight a view themes:Great managers ‘value’ their employees and it shows by their actions (build relationships, care enough to provide tough feedback so person can grow, really invest time and energy in developing employees)Great managers lead by example—they serve as role models, not just for their direct reports, but for others in the organization. Great managers aren’t the ‘easiest manager’ to work for—on the contrary, they are the ones who stretch you, get you out of your comfort zone and really take your development and skill set to a higher level. Great managers don’t just execute the people management systems, but they use the system to motivate and inspire their employees to develop and to drive differential performance. GOOD Managers - “Doing, do” – checking the listGREAT Managers – “Being, are” – ownership, care, intent, tools/processes to get to the intent, own the result
  • So we identified the key behaviors and had our data – what next?
  • Also mention sales with 12 conversations…
  • Emotional appeal and easy to use tool as well…
  • Hello everyone, we are going to go ahead and get started…I’d like to welcome you to the Great/Manager/ Forum/.The purpose of the forum is to provide us, as change agents, an opportunity to learn from each other as we continue on our journey of building a culture of Great Managers.We have been on this journey, in one form or another, for a little over a year and now, armed with our recent pulse survey data, we want to continue to energize and enable you to develop and motivate Great Managers in your organizations.
  • Don Smith
  • Also show Great Manager community which will hopefully contain some content by February – bloggers, etc.
  • Have you seen “The Social Network?” What would Mark Zuckerberg do?
  • Suggesting that people go away from the conference with simple ideas to make better managers…
  • There is an aspect of cultural change here – we are a globally company, we have more employees outside the U.S. than inside, we need to better leverage the knowledge and ideas of our own employees so we can innovate faster and be more agile…Working differently, use e-mail less, use interactive media more, similar to our brands 
  • Strategies2011_brantner_finslides

    1. 1. Making Good Managers Great<br />Steven Brantner, Manager, Learning & Communications<br />February 24, 2011<br />
    2. 2. General Mills <br />The Company of Champions<br />One of the world’s largest food companies<br />$16 billion USD inFY10 net sales*<br />33,000 employees<br />Marketed in morethan 100 countries<br />* Includes proportionate share of JV net sales<br />
    3. 3. Global Brands: A Broad Portfolio<br /> Popular Around the World<br />
    4. 4. In Good Company: External Recognition<br />“United Kingdom’s 50 Best Workplaces”<br />“Top 10 in National Corporate Reputation Survey”<br />“Best Places to Work for LGBT Equality”<br />“100 Best Companies to Work For (#58)”<br />“Top 50 Companies for Diversity”<br />“2010 Best Workplaces in Canada”<br />“Top 20 Companies for Leadership”<br />“Best Employers for <br /> Healthy Lifestyles”<br />“Top Companies for Executive Women” <br />“Top Workplaces 2010 (#1 in large public company category)” <br />“World’s Most Ethical Companies” <br />“Best Places to Work in IT (#4)”<br />
    5. 5. Do you remember a great manager?<br />5<br />
    6. 6. <ul><li>In Pairs, 1 minute each:
    7. 7. Describe your great manager experience:
    8. 8. What do remember that made them great?
    9. 9. What impact did they have on you?
    10. 10. What would you tell them today?
    11. 11. We got started the same way
    12. 12. That led us to do some research and ask some questions and we’ve been working it ever since.</li></ul>What’s your Great Manager Story?<br />6<br />
    13. 13. How Did We Define Great?<br />
    14. 14. Whose Story Is This?<br /><ul><li>I’m just the story teller, lots of folks created it</li></li></ul><li>Focus Group Data: Good is Pretty Good!<br />9<br />
    15. 15. Focus Group Data: Great is Clearly Different!<br />10<br />
    16. 16. 11<br />Great Managers – What’s Different?<br />Using Climate Survey Data, Created Three Groups of ManagersBased on Employee Response<br />
    17. 17. Now what do we do?<br />12<br />Leader Engagement & Learning<br />Metrics &Accountability<br />Lots of Activities<br />AccessibleTools<br />One over One IDP<br />
    18. 18. Iterate and integrate<br /><ul><li>Launched corporate-wide “Building Great Leaders” 1-day course for all directors and officers including individual Hogan and corporate data
    19. 19. Engaged SLTs, hosting great manager town halls, mandatory objectives for Managers, and Great Manager IDP lunch and learns.
    20. 20. Created some resources just for managers including an onboarding resource guide, leader circles for 14 different groups of managers, and some "manager essentials training“ complementing other courses.
    21. 21. Used video to share stories, 180 feedback, and mentoring for new managers and peer to peer support.
    22. 22. Leveraged prioritization and clarification of purpose as well as top down, personal commitment, 1 over 1 IDPs, and finally manager meetings and integration into regular training and onboarding. </li></ul>13<br />
    23. 23. Use IDP to help managers find one behavior to do differently <br />Strongly encouraging managers to use their own IDP (Individual Development Plan) to become a better manager<br />Use new assessment of 20 specific behaviors that most describe Great Managers<br />Custom portal with Harvard Business Publishing<br />Communications targeted at managers for IDP season<br />
    24. 24. The Great Manager IDP Plan<br /><ul><li>Managers driven to new tool in January and February
    25. 25. Developmental and emotional appeal
    26. 26. Simple (thin) design to provide easy links to:
    27. 27. Self-assessment,
    28. 28. Development resources from our Harvard ManageMentorv10 content mapped to specific Great Manager skills, and
    29. 29. Easy to follow next steps/tools in one place
    30. 30. Pulling live feeds from the best of the web and Harvard Business Publishing
    31. 31. Encouraging use of our own internal best practices</li></ul>15<br />
    32. 32.
    33. 33.
    34. 34.
    35. 35. What if Great Managers Were Social?<br />
    36. 36. 20<br />John Mancini, President of AIIM, February, 2011<br />
    37. 37. 21<br />
    38. 38. 22<br />
    39. 39. 23<br />
    40. 40. The General Mills’ Business Case<br />24<br />“We have a strong hallway culture. How do we scale that around the world?”<br />“ If only General Mills knew what General Mills knows!”<br />“ I just wish there were one easy way to tap into all the knowledge that the General Mills community has”<br />
    41. 41. Key Features and Purpose<br />Profile<br />Key to people finding you and building connections<br />Newsfeed/Microblog<br />Narrate your work and ask questions<br />Search<br />Key to finding/following people, communities, and content<br />Communities, Blogs, Discussions<br />The social tools<br />Document storage and links<br />Shouldn’t replace a team site or intranet site<br />Outlook, RSS, and mobile integration<br />25<br />
    42. 42. Where are we at now? <br />Beta included 2,000+ users, 900 actively posting<br />400 visits per day<br />Great uptake in I.S. and I.T.Q<br />75 communities<br />Live Enterprise Wide February 1<br />Soft launch, no broad promotion, viral marketing<br />2,000 visits per day this week, avglength of visit 1 hour<br />50+ new community requests – managed process including community manager training<br />Some bright spots…a live look<br />26<br />
    43. 43.
    44. 44. WWMZ do?<br />He would allow the crowd to compare two managers against each other right?<br />28<br />
    45. 45. A Community of Great Managers<br />Idea from Accenture’s “30-day challenge”<br />A girl, a blog, and 30 days to business impact<br />Our own social experiment<br />Planning for managers to share ideas with each other through a community <br />Recruiting 30 bloggers to share insights over 60-day period<br />We’ve already gathered some ideas/input from a “live” jam session with managers<br />29<br />
    46. 46. What’s next? <br />Cultural change<br />Technology isn’t magic<br />Building adoption slowly <br />Collaboration across silos<br />Social learning<br />Iterate the platform<br />30<br />
    47. 47. Summary<br />It all started with three e-mails<br />Measurement (and building the story) was key<br />When we boiled it all down: Invest, Value, Stretch<br />Managers want to be better, they need tips/tools<br />What if managers could teach each other? <br />31<br />
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