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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 <number>
- 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. <number>
- 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 <number>
- 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. <number>
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- Ensure we are Transfer ownership of leadership development to the manager – they need to take the role as coach <number>
- 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? <number>
- 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 <number>