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 Months6 Months9 -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