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3335-1 June 23, 2006 Kevin D. Wilde VP, Chief Learning Officer General Mills, Inc. Food For Thought: Building Great Leaders At General Mills.

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Presentation on theme: "3335-1 June 23, 2006 Kevin D. Wilde VP, Chief Learning Officer General Mills, Inc. Food For Thought: Building Great Leaders At General Mills."— Presentation transcript:

1 June 23, 2006 Kevin D. Wilde VP, Chief Learning Officer General Mills, Inc. Food For Thought: Building Great Leaders At General Mills

2 Thank You!

3 Extreme Make Over Taste for: -Drama of Business and Marketing -Excitement of Leadership -Calling for Development

4 Chief Learning Officer Helping General Mills Win: – –Building Great Leaders – –Global Selection & Development, Bench Strength – –Creating Innovation Drivers – –Structure, Practice, People – –Funding Innovation through Efficiency & Execution

5 Worlds 6 th largest food companyWorlds 6 th largest food company $12.5 billion in FY05 net sales$12.5 billion in FY05 net sales 28,000 employees28,000 employees Marketed in more than 100 countriesMarketed in more than 100 countries General Mills The Company of Champions

6 General Mills: Company of Champions Our Values Championship BrandsChampionship Brands Championship PeopleChampionship People Championship InnovationChampionship Innovation Championship PerformanceChampionship Performance

7 CHAMPIONSHIP brands Building leading brands that our consumers trust around the world – making lives easier, healthier and more fun Building leading brands that our consumers trust around the world – making lives easier, healthier and more fun The Company of Champions

8 Championship Brands

9 U.S. Market Share Positions Refrigerated yogurt1 Ready-to-eat cereals2 Frozen vegetables1 Refrigerated dough1 Ready-to-serve soup2 Dessert mixes1 Frozen baked goods1 Frozen hot snacks2 Microwave popcorn2 Dry dinners1 Fruit snacks1 Mexican products2 Rank ACNielsen Plus Wal-Mart Projection

10 The Company of Champions Diverse, talented, committed people – constantly learning and growing, and contributing to our communities CHAMPIONSHIP people

11 May 2005 Top 20 Companies For Leaders Black MBA Magazine Summer 2005 Top 50 Under 50 Individual Development Plan Development

12 Fortunes Americas Most Admired Companies 100 Best Companies to Work forFortunes Americas Most Admired Companies 100 Best Companies to Work for Working Mother Best Companies for Women of ColorWorking Mother Best Companies for Women of Color Business Week Americas Top GiversBusiness Week Americas Top Givers The Conference Board Ron Brown Award - Corporate AchievementThe Conference Board Ron Brown Award - Corporate Achievement Business Ethics 100 Best Corporate CitizensBusiness Ethics 100 Best Corporate Citizens Working Mother 100 Best CompaniesWorking Mother 100 Best Companies Latina Style Magazine 50 Top Companies in U.S. for LatinasLatina Style Magazine 50 Top Companies in U.S. for Latinas NAFE Top 30 Companies for Executive WomenNAFE Top 30 Companies for Executive Women What Others Say

13 What Our People Say I would recommend General Mills as a great place to work Overall Commitment I believe management decisions are consistent with companys core values

14 * Adjusted for Stock Splits and Spin-offs Sources: Economic History Services (Inflation data) and Dow Jones & Company, Inc – 2005 Stock Price Performance General Mills Dow Jones Industrials 77-year Compound Annual Growth General Mills: 7.5%* Dow Jones Industrials: 4.8% Inflation: 3.2%

15 WHY LEADERSHIP?

16 How Important Is Leadership To Me? Importance Individual Contributor People Manager Director/ Vice President Leadership Managerial Technical

17 Leadership Development Resource General Mills, in collaboration with Zenger- Folkman, created a leadership development program.General Mills, in collaboration with Zenger- Folkman, created a leadership development program. Titled Building Great Leaders, it is based on internal research as well as material from Zenger-Folkman.Titled Building Great Leaders, it is based on internal research as well as material from Zenger-Folkman. The Zenger-Folkman research is based on their book The Extraordinary LeaderThe Zenger-Folkman research is based on their book The Extraordinary Leader

18 Relationship between *turnover and Leadership Effectiveness Average Percent Turnover More effective leaders have lower turnover. * Results from a large insurance company Leadership Effectiveness Impact of Leadership Effectiveness on *Turnover

19 Impact of Leadership Effectiveness on *Net Income Net Income Leadership Effectiveness More effective leaders generate higher income. * Results from a large mortgage bank $1.2 MM $2.4 MM $4.5 MM

20 Impact of Leadership Effectiveness on *Perceptions of Customer Satisfaction Perceptions of Customer Satisfaction PCTL More effective leaders have more satisfied customers. * Results from a large high technology company Leadership Effectiveness

21 Results From a Large Manufacturer Employee Satisfaction Index Leadership Effectiveness Percentile st– 9th 10th– 19th 20th– 29th 30th– 39th 40th– 49th 50th– 59th 60th– 69th 70th– 79th 80th– 89th 90th– 100th

22 Strong Correlation Between Employee Commitment and Company Performance % Change in Operating Margin Low Commitment Companies High Commitment Companies

23 Leadership Development Empowerment Commitment Key Drivers of Commitment at General Mills

24 T O P Development: P+O+T

25 T O P Where do you find it: – Classes/projects – Activities – Work Experiences Tell Me About Your … Passion

26 WHAT IS LEADERSHIP?

27 Built on Internal & External Research EXTERNAL ̵ Zenger-Folkman Consulting 200,000 evaluations on 20,000 people Top 10% vs. bottom 10%200,000 evaluations on 20,000 people Top 10% vs. bottom 10% ̵ Lominger Associates Similar 360 database and analysisSimilar 360 database and analysis ̵ Center For Creative Leadership 20 year study of benchmark leadership year study of benchmark leadership 360 INTERNAL ̵ ̵ Executive Interviews and Strategy analysis ̵ ̵ º reports & coaching plans ̵ ̵ Ongoing study of 100+ of best leaders and derailed leaders.

28 General Mills Leadership Is… Demonstrates unquestionable integrity Engenders trust at all levels Communicates a compelling vision Develops winning strategies Connects to the outside world Encourages innovation Inspires and motivates Collaborates across boundaries Develops: people, organizations, self Values diversity Sets aggressive goals and clear priorities Delivers on commitmentslong/short Makes timely, high-quality decisions Adds value with superior expertise INNOVATION PEOPLE INTEGRITY RESULTS

29 T O P Where do you find it: – Classes/projects – Activities – Work Experiences Tell Me About Your … Opportunity

30 SO HOW TO DEVELOP LEADERSHIP?

31 Focus on Gaps as a Start Low Score 1 A Opportunity Limiter G H I J K L M N O P D E F B C 3452

32 Focusing on Less Positive Issues Has Limitations Average at everything Will fixing one or two less-positive issues have a dramatic impact on leadership effectiveness?

33 Impact of Leadership Effectiveness on *Employee Engagement/Commitment th–100th 80th–89th 70th–79th60th–69th50th–59th40th–49th30th–39th 20th–29th10th–19th 1st – 9th Leadership Effectiveness Percentile Poor Leaders Create Dissatisfaction Good Leaders Have an Adequate Impact Great Leaders Make a Great Difference Employee Engagement/Commitment Percentile

34 SO HOW TO DEVELOP GREAT LEADERSHIP?

35 Great LeadersGreat Leaders Are not defined by the absence of weaknesses … … but rather the possession of a few profound strengths.

36 Impact of Leadership Effectiveness Without Any Perceived Strengths Number of Strengths Average Percentile Score

37 Impact of One Strength on Overall Perception of Leadership Effectiveness Number of Strengths

38 Three Strengths Raises Leadership Effectiveness to the 81st Percentile Number of Strengths Average Percentile Score

39 SO HOW TO BUILD A STRENGTH?

40 Current Approach to Change Plans CurrentPerformance People question ability on technical expertise. DesiredFuturePerformance People have confidence in technical expertise. More, Better, Faster, Smarter

41 The Problem With the Direct Approach More, Better, Faster, Smarter There are Limits to: Consider creative routes to the same destination: Cross- Training

42 Characteristics of a Great Basketball Player Height Speed Tall & Slow Tall & Fast Short & Fast Powerful Combination

43 Impact of Drive for Results and Interpersonal Skills % of Leaders at 90th Percentile Interpersonal Skills Drive for Results Drive for Results and Interpersonal Skills

44 Technical Expertise Differentiating Competency Companion Interpersonal Skills A Competency Companion to Technical Expertise

45 Honesty & Integrity Differentiating Competency Companion Assertiveness A Competency Companion to Honesty & Integrity

46 Strategic Perspective Customer Focus Innovation Analytical & Problem- Solving Skills Communication Business Acumen Establishing Stretch Goals Companion Behaviors for Strategic Perspective

47 T O P Where do you find it: – Classes/projects – Activities – Work Experiences Tell Me About Your … Talents

48 This Guy is a MarkEd Grad and Works as the CLO at General Mills Cliff Notes On This Session 2. Technical Knowledge is assumed 3. Passion + Competence + Opportunity 4. Impact through Leadership … All about Connecting 5. Eat More Cereal!

49 Thank You!


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