The document outlines MillerCoors' revamped frontline leadership development program which moved from a "Command & Control" model to coaching by implementing a 3-phase leadership program focused on valuing team members, coaching for performance, and fostering accountability, and describes how they managed resistance to the changes and ensured successful implementation through senior leader buy-in and anchoring activities led by leaders.
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1. From “Command & Control”
to Coaching - Revamping
Leadership Development
Yolaund Sulcer
Manager, Leaning and Development
Integrated Supply Chain
MillerCoors
Integrated Supply Chain
Learning Story
2. 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
3. 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…
4. Integrated Supply Chain
Leadership Way
3 Phase Leadership
Development Program
• Engage to Act
• Leading the Business
• High Performing Teams
Coaching For Performance
Flexing coaching to match development
need
Foster Accountability
One Way/Two Way Accountability
Conversations
Value Team Members
Trust, Feedback & Listening
5. Managing Resistance
Challenge: “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
6. 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 plan
2. Discuss anchoring
expectations
3. Set expectation of
graduation requirements
L&D and HR Managers meet
with leaders to
1. Review progress
2. Discuss obstacles
3. 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
7. 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?
8. What do you think we learned?
1.Timing is Everything
2.Don’t forget your stakeholders
involvement
3.Leadership agreement doesn’t
mean commitment
4.Leadership Presence is the MVP
Editor's Notes
Welcome to MillerCoors Learning Story session…I am Yolaund Sulcer
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This is a story of how MillerCoors revamped their frontline leadership approach in an effort to transform our manufacturing operation and drive business results. In this story I will share how we :
Identified a need for a non traditional coaching method to promote behavior change
Considered real work within the design of the program
Managed through challenges and resistance during the design, development and implementation cycle
Developed and implementation a solution to promote the leadership behavior change needed to drive operations excellence
Along the we experienced quite a few learnings….at the end of this session, I’ll see if you can identify a few.
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In 2007, two little know beer companies, Miller and Coors entered into a joint venture and created a vision to become America’s Best Beer Company. To become America’s best beer company, MillerCoors recognized developed a “Winning in Beer”
The strategy that has 5 strategic focus areas – Transform their portfolio, fuel growth, earn customer preference, embrace sustainability and last but certainly not least – Engaging People.
Both legacy companies had a history of producing scale volumes of 2-3 products at a time– if they were truly going to transform our portfolio and earn customer preference, we had to respond to the market, which meant expanded from selling in an industry that is now consuming multiple brands
Our Integrated Supply Chain needed to become a “world class manufacturing” organization. In order to become “world class” every employee must be competent and must feel confident in his/her competence – this will help us breed commitment, not compliance
Implement World Class Manufacturing best practices
Drive Operational Excellence Semi-Autonomously
Provide superior quality in a safe, sustainable and cost efficient manner
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In order to engage our teams the Winning in Beer strategy, Our Frontline Leaders, who we can “process leaders” could not employ traditional manufacturing supervision tactics of – command and control. Command and control leadership breeds compliance, but does engage workers hearts, minds and ideas.
Create semi-autonomous teams required adapting a coaching style of leadership. One that promote a continuous cycle of guiding and developing employees to perform beyond expectations.
The Integrated Supply Chain Leadership Way is developed to be a 3 phase development program.
Engage to Act
Leading the Business
High Performing Teams
For this learning story we will discuss Engage to Act. The Engage to Act program teaches principles and practices to set clear expectations/goals and coach accordingly. Frontline leaders learn the communication skills that will help build your managerial courage and competence to have effective performance driving conversations
The first day aligns leaders on the principles of valuing our team members. Team members who feel valued, are more inclined to engage in achieving performance results.
Valuing team members is rooted in building trust, providing effective feedback and practicing active listening.
The 2nd day you leaders learn a daily coaching model which is founded in the Situational Leadership principles.
The 3rd day you leaders learn the art of fostering accountability through two way, and one way accountability conversations.
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Ensure we are Transfer ownership of leadership development to the manager – they need to take the role as coach
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Question to audience – has anyone developed a learning program that integrated “real work” within the course – if so what were your learnings (pro/con)? How did you measure success?
Question to audience – what do you see as pros/cons to our top down approach
What other ideas are there for certification/graduation?
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Ask the participants in the room based on what we developed – what do they think were key learnings?
List out a few:
Timing – when we first introduced the program, we did not consider including/aligning to other business priorities – the pilot we gave to “senior” leaders was at a time when their were great concerns about the impacts of SAP implementation and other initiatives. Being able to quickly identify how this approach would help lead and manage changes coming to the organization was a big win.
Impacts of stakeholder involvement – gaining alignment that Engage To Act should be a pre-req to the SAP implementation was great first step – but the people who agreed; were not the same people who were responsible for the project/training – taking time to gain stakeholder alignment, influence the inclusion of the program as a readiness activity ensure that each brewery would be “required”
Leadership agreement and commitment are two different things – although all leaders agreed; committing to the roll out and scheduling their teams for 3 half days was not easy – took individual discussions with various leaders (Plant VPs; HRMs/LDMS; Plant SAP implementation Leads) to gain alignment
Leadership Presence –Leader’s kicking off not just their teams sessions, but each session for the frontline leaders, including department managers attending the beginning of the class has been a big win, helps relay importance of this program not just to the plant/organization and helps bring confidence that as a company, we are committed to developing and transforming our leaders
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