1. Leadership BROWN-FORMAN

2. HISTORY  Founded by George Garvin Forman in 1870  150 years of history  One of the largest American-owned spirits and wine companies  Among the top 10 largest global spirits companies

3. CORPORATE RESPONSIBILITY “Brown-Forman’s highest purpose is to enrich the experience of life. We do this, in our own way, by responsibly building beverage alcohol brands that thrive and endure for generations. This is achieved within a broader context of corporate responsibility — promoting responsible enjoyment of our brands, protecting the environment, providing a healthy, safe, and inclusive workplace for employees, and contributing to the communities where we live and work.” COPYRIGHT © 1998-2012 BROWN-FORMAN CORPORATION

4.  Anything with this format of the slide was taken directly from Brown-Forman’s slide deck for succession planning and talent review  Use has been approved by Brown-Forman contact

5. BUILDING BENCH STRENGTH

7. SUCCESION PLANNING AND TALENT MANAGEMENT  Succession planning was always part of the BF culture  As employees enter BF, they are all given the opportunity to thrive  Keys to success:  Strong backing by management  Ingrained in BF culture  Employees hired with assumption of longevity  High potential are identified after two years with the company

8. SUCCESSION PLANNING  Resources to support process:  Succession Management (talent reviews & key position review)  Organizational Development (Performance Mgt., Career Development, Mentoring and Coaching Resources)  BBU  Staffing & Recruiting  HR Team  Leaders, managers

10. BENCH STRENGTHS  Definition: Bench Strengths  Process to identify high potentials and evaluate where they may fit in critical positions within the company  Financial Impact and Strategic Impact  Allows management to have a “bench” of high potentials ready to fill roles as necessary

12. 9-BOX GRID  Helps identify  High performers  Potential leaders  Employees ready for new projects  Those at Risk  Referred to and updated before reviews and in the talent council  Visual Assessment  identifying potential leaders and talent that may be ready for new opportunities  Mechanism that can be used to consider possible coaching interventions based on employee’s current performance and potential High Performer/ Well Placed Recognize, Keep Challenged & Engaged High Performer/ Growth Potential Provide Targeted Development High Potential/ Leadership Talent Provide Targeted Stretch Development or Assignment Effective Performer/ Well Placed Keep Challenged & Engaged Effective Performer/ Growth Potential Develop Skills Key Performer/ Leadership Potential Test for Potential Under Performer Initiate Performance Improvement Plan Marginal Performer Set Clear Goals and Focused Development Inconsistent Performer/ Derailment Risk Identify Support Resources or New Role

13. TALENT MANAGEMENT  Employee responsibility  Just as responsible to provide updated information  Given time in work to  Allows management to communicate with employees and vice versa  Talent Management Feedback Forms  Form used to the council  Kept by manager  Not visible to employee

14. CAREER PLANNING  Encouraged to update regularly  Especially before a review  Regular updates lead to more data points  Other assessments  Hogan Assessment  360 Assessment

18. Identify Key Positions Identify Who Can Fill It Put Individuals in a Database SUCCESION PLANNING AND TALENT MANAGEMENT

19. ACCELERATING DEVELOPMENT

20. THE TALENT COUNCIL

21. Marketing Finance HR Operations Business Development Diversity & Inclusion THE TALENT COUNCIL

22. High Performer/ Well Placed Recognize, Keep Challenged & Engaged High Performer/ Growth Potential Provide Targeted Development High Potential/ Leadership Talent Provide Targeted Stretch Development or Assignment Effective Performer/ Well Placed Keep Challenged & Engaged Effective Performer/ Growth Potential Develop Skills Key Performer/ Leadership Potential Test for Potential Under Performer Initiate Performance Improvement Plan Marginal Performer Set Clear Goals and Focused Development Inconsistent Performer/ Derailment Risk Identify Support Resources or New Role PERFORMANCEPERFORMANCE P O T E N T I A L 9-box Performance/Potential Grid 22 Brown Forman Corporation

23. High Potential Employee BBU “Case ” Opps. Expand Role Cross- Function Teams DEVELOPMENT ACTIONS

24. CASE OPPORTUNITIES  Mgmt. Initiative  Strategic key projects for development  Sometimes international in scope  Around 9 months  Designed to:  Increase responsibility – cross functionality  Gauge employee potential

25.  Outside Vendors & Executive Leadership  Topics include: o Sales/Marketing o Leadership o Technology  55,000 hours in last two years o 25 hrs/employee BRAND BUILDING U (BBU)

26. “People Build Brands” Competitive Advantage BRAND BUILDING U (BBU)

27. Retention & Engagement

28. RENTENTION 11 years in US

29.  Employee Driven  Management Buy-In  Mentoring o Global – web-based o 280 mentors o 498 mentees People Build Brands Employee Mgmt Brown Forman

30. EMPLOYEE RESOURCE GROUPS

31. “Thinking About Drinking” Non-Drinkers Group Recognized by Diversity Inc. for Best Practices Enhance Employee Engagement & Commitment

32. ANALYSIS

33. LEADERSHIP VISION  Brown-Forman’s Leadership booklet provides an incomplete vision of leadership  The book focuses too much on traits without addressing other aspects of leadership  Would be best if they created a formal definition of leadership

34. Dr. John Bachmann, PhD, Vanderbilt University “ ”

35. EMOTIONAL INTELLIGENCE

36. According to Bar-On (2010) “Emotional-social intelligence is a cross-section of interrelated emotional and social competencies, skills and facilitators that determine how well we understand and express ourselves, understand others and relate with them, and cope with daily demands, challenges and pressures”(para. 1). Bar-On, R. (2010). A broad definition of emotional-social intelligence according to the Bar-On model. Retrieved from http://www.reuvenbaron.org/bar-onmodel/essay.php?i=2

37. EMOTIONAL INTELLIGENCE  An additional data point to filter leaders with  Training and development in EI at BBU

38. 360 JOB REVIEW  Marcus Buckingham argues 360 reviews create flawed data  “The bottom line is that, when it comes to rating behavior, observers are not objective, especially when asked to make relational assumptions.”  http://blogs.hbr.org/cs/2011/10/the_fatal_flaw_ with_360_survey.html

39. 360 JOB REVIEW  The effectiveness of the test erodes over time and therefore may want to tweak existing assessment or switch assessments entirely

40. BROWN-FORMAN

41. QUESTIONS?