Creating Opportunities for Leadership Development

Creating Opportunities for

Leadership Development

Cathy Dixon-Kheir President

Dixon Learning Designs LLCModerator

AgendaAgenda• Welcome

• Today’s Learning and Dialogue Process

• Panel Discussions

- Learning from The Ford Motor Company

- Learning from Wachovia

• Coaching ERN Leadership Challenges

• Putting It Into Action

• Welcome

• Today’s Learning and Dialogue Process

• Panel Discussions

- Learning from The Ford Motor Company

- Learning from Wachovia

• Coaching ERN Leadership Challenges

• Putting It Into Action

Experts And Coaches

Steve Larson Sr. Vice President, OD/Diversity Consultant

Wachovia

Susan Brennan Director, Manufacturing Business Office

Professional Women’s Network ChairFord Motor Company


• Susan S. Brennan

• Director, Manufacturing

• Ford Motor Company

• North America Operations

• Education• Bachelor’s degree in microbiology (University of Illinois)• Master’s Business Administration (University of Nebraska)

• Career History- Douglas and Lomason

• Environmental and Safety

- M.D. Anderson Hospital

• Chemical and biological researcher

- Hoesht-Celanase

• Pharmaceutical researcher

- Ford Motor Company

• Edison Plant

• Wayne Assembly

• Director for several plants (Wixom, Michigan Truck, Wayne Assembly, Twin Cities Assembly Plant

• Director of Manufacturing Business Office (2006)

• 2006 Automotive News “100 Leading Women in the North America Auto Industry”

Background

Ford Motor Company Employee Resource Groups:

Nurturing the growth of diverse and skilled leaders through the use of Employee Resource Groups

in corporate America

Ford African Ancestry Network - FAAN Ford Parenting Network

Ford Parenting Network Middle Eastern Community

Ford Chinese Network Professional Women’s Network

Diversity and Worklife Council Ford Filipino Network

Ford Employees Dealing with DisAbility – FEDA

Ford Gay, Lesbian, and Bisexual Employee Network – GLOBE

Ford Hispanic Network

Ford Interfaith Network~ ~ ~

History

• In 1996 Women in Finance began a corporate resource group.

• In 1998, other groups expressed an interest in forming

• PWN is established as an Employee Resource Group in 1998

…and is now the “umbrella” for Women in…Affiliates.

PWN serves as the window to senior management for the Affiliate groups

The Professional Women’s Network – (PWN)

Women in Racing

WIR16 Active Members

9 Events

Women in Ford CreditWiFC

40 Active Members24 Events

Administrative Support GroupASG


Women in FinanceWIF


Women in Product CreationWiPC


Women ConsumerInsight Team

WCIT20 Active Members

25 Events

Women in MfgWIM


Executive Board

Women in Mktg, Sales & Service WMSS


Women in Mexico Active Members – 23

Events - 35

PWN Networking GroupLaunched in Feb 06

IT Women in Leadership ITWiL


PWN and Women Affiliate GroupsPWN and Women Affiliate Groups

PWN Vision:• Our vision is to be the driving force for Ford Motor

Company that attracts, develops and retains all female employees and customers,

making us the best place to work and the best place to buy.

• PWN Goals

-Culture

-Growth

PWN Goals: Culture

• Be instrumental in developing and testing actions that will positively impact our culture, so that we can more effectively attract, develop and retain female employees.

• 2006 / 2007 Successes

- Actions for retaining and developing women

• Micro Messaging Workshop and Tool Kit

• PWN Culture Survey

• Leadership In Drive Series

• Single Point Lessons

• Retention Tool Kit for supervisors

- Stepping Into The Future: Third Leadership Summit

PWN Goals: Growth• Launch PWN structure while maintaining and learning from PWN affiliates

that are running well. Evolve to a process-driven Employee Resource Group

• 2006 / 2007 Successes

- Case for Change Communication Document

- Success of PWN and Affiliates Scorecard

- Benchmark Affiliate groups

• Best Practices

• Replication across groups

- Benchmark external companies

Scorecard ExampleScorecard Example

2006 Goals Status R/Y/G PWN Chair: Debbe YeagerGrow the PWN Organization 9 Affiliates GEvolve to a Process Driven ERG GIncrease participants in activities G PWN Growth Sub Committee Kim Hammonds, Donna Inch, Susan Brennan Number of events G PWN Growth Co-Chair: Carolina Ply

STEP 1 STEP 2 STEP 3 STEP 4

WIM - Women in Manufacturing

2000 S. Brennan & L. Miller

Yes Yes Yes Yes ~1500 Yes Yes Yes 20 Yes Continue focus on 2006 objectives/events on Leadership

Plant Liaison Subcommitte, SPLs,

Health Chart

WiPC - Women in Product Creation

2005 Marcy Fisher/Pandora Ellison

WIF - Women in Finance

1994 Donna Inch Yes Yes Yes Yes ~500 Yes Yes Yes ~24 Avg. 50/event Yes Improved Communication Committee efforts. Revamp wedbsite and

establish newsletter. Events are well-run and attended so focus on better

communications.

Overall goals are aligned. Events focused on key objectives of personnel

development, networking, and process driven.

Mentoring Circles process and administration.

Charity work with Vista Maria Home for Girls

Small Budget

Esta

blish

ed

Structure

Charter developed

Next stepsSteering team established?

Linked to PWN

Executive Committee

Team Mtgs Scheduled

Number of Scheduled

EventsPWN Affiliate

2006 Goals Established

Kick Off Event Held

ChairpersonSurvey

conductedTop priorities

identifiedActivities linked to PWN goals of culture/growth

Road Blocks

Sustain

Membership Best Practices

Number of employees

who attended the events

Featured: 2007 Affiliate Best Practice

• Women in Finance: Survival in the Corporate World

• Sponsored Golf for WIF

• Three golf clinics

• “Nine & Dine” Golf Scramble

• Benefits:

• Learn basic golf skills

• Increased networking opportunities

• Increase skills and confidence to integrate into other golf events

PWN Membership

• Membership in PWN is open to ALL employees of Ford Motor Company or agency employees working at Ford globally

• No official membership application required

PWN Website

• Explore the PWN website for more detail:

http://www.dearborn.ford.com/divwl/pwn/index.html

http://www.dearborn.ford.com/divwl/pwn/index.html

• A PWN Affiliate Organization

• Overview

Women in Racing

WIR16 Active Members

9 Events

Women in Ford CreditWiFC


Administrative Support GroupASG


Women in FinanceWIF


Women in Product CreationWiPC


Women ConsumerInsight Team

WCIT20 Active Members

25 Events

Women in MfgWIM


Executive Board

Women in Mktg, Sales & Service WMSS


Women in Mexico Active Members – 23

Events - 35

PWN Networking GroupLaunched in Feb 06

IT Women in Leadership ITWiL


PWN and Women Affiliate GroupsPWN and Women Affiliate Groups

WIM VisionWIM Vision

Women In Manufacturing is a

driving force for cultural change

and individual development for

women within Manufacturing,

establishing Ford Motor

Company

as the Employer of Choice.

History and History and MembershipMembership WIM was started in 2000 as an

affiliate of the Professional Women's Network

7 years later we have an organization of over 1400 members across North America inclusive of several Assembly and Powertrain Plants.

WIM WIM ObjectivesObjectives

To promote change in the company that encourages the upward mobility of women in all areas

To understand and advocate change in current behavioral norms that inherently disadvantage women

Work to create an environment where we recognize and value the total person by acknowledging life priorities internally and personally

Lead by example and provide a network that shares experiences and solutions through communications

SubcommitteSubcommitteee

http://www.vo.ford.com/wim/mentoring/

• 2006 Focus: Career Development and Leadership

- Launched Career Tune-Up Series

• Kick-off Event with Anne Stevens and other panelist

• Leadership Development Employee Profile (LDEP) Sessions

• Core Skills/Competencies

• Personal Marketing

• Handling the Tough Issues

• Leadership Techniques Overhaul

• Annual Year End Event – “Pulling All Together”

• Katherine Legge – Breaking Barriers

• 2007 Focus: Navigating Cultural Change

• Kick-off Event with Mark Fields and other panelist

• Continued Mentoring / Mentee Matching

• Restructuring of WIM Subcommittees

• Lunch and Learns with Senior Leadership on the Changing Cultures of:

- Product Design

- Environmental

- Marketing and Sales

Plant Liaison Subcommittee

Single Point Lessons on leadership and personal development

Health Chart for Plant Liaison committee, replicated by PWN

WIM in a Box

Customer Driven Annual Focus

2006 - Career Tune Up Series

2007 - Navigating Cultural Change

2008 - Change, Culture, Growth - One team, One plan, One goal

WIM Best PracticesWIM Best Practices

• 2006/07 WIM Challenge:

- The people that could benefit the most from WIM are located in the plants across North America

- In today’s resource constrained environment, we had to develop a process and team to be effective in reaching multiple people in various locations on a consistent basis

• The Result:

- A WIM sub-committee was established (Plant Liaison) to engage the plants and to serve the needs of people in manufacturing environments.

- WIM In a Box was created to help facilitate the start-up & sustainability of affiliate WIM organizations at the plants.

The Plant Liaison Sub-Committee serves to assist manufacturing facilities with the start-up and sustainability of affiliate WIM plant organizations. This is a virtual sub-committee which consists of members from all WIM sub-committees, ensuring the plant's needs and perspectives are included in the WIM organization and serve as the link to the WIM sub-committees. This sub-committee will also provide a support structure/communication link between plants.

Susan Brennan, Director of Manufacturing Executive AdvisorKaren Mills ChairDarlene Deane Co-chair

Current Committee Leadership

Goals / Mission

……

……

……

.Pla

nt

Liais

on

.Pla

nt

Liais

on

Plant StructureMany Assembly Plants have a structure in place that supports the success of

their affiliate group1. Linked the WIM group into the Diversity Council2. Support of the operating committee. At least two OPCOM members

attend each event3. They conduct lunch and learn events, that have proven successfulLunch and LearnThe lunch and learn programs have been successful at many plants. Agenda

topics can be centered around such subjects as: LDEPs Career Development MentoringBook ClubA couple of the plants have started book clubs which supplies the group with

recommended reading. Books that have been suggested are:• Nice Girls Don't Get the Corner Office: 101 Unconscious Mistakes Women

Make That Sabotage Their Careers• Crucial Conversations: Tools for talking when the stakes are high • Crucial Confrontations: Broken Promises, Violated Expectations, and Bad

Behavior

If you would like to be involved in the committee or have ideas for future events,

please contact Karen Mills (KMILLS1). Thank you.

Best Practices

Contact Information

……

……

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.Pla

nt

Liais

on

.Pla

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Liais

on

Louisville Assembly Plant

Kentucky Truck Plant

Cuautitlan Assembly Plant

Twin Cities Assembly Plant

Kansas City Assembly Plant

Rawsonville

Michigan Truck Plant

Women In Manufacturing1497 Members

16 Plant Affiliates

Hermasillo Assembly Plant

Romeo EngineChicago Assembly Plant

WIM Plant Affiliate GroupsWIM Plant Affiliate Groups

Lima Engine

Windsor Engine

Oakville Assembly

Cleveland Engine

Essex Engine CH Engine Plant

Process to launch an employee resource group within your organization

Contains all the tools to help you start up a WIM affiliate including:

Getting Started

Introduction to WIM

WIM Brochure

Sample Survey

Sub-Committee information

Contains tools to help you maintain a WIM affiliate

Meetings/Events in a Box

Lunch & Learn Materials for Career Development & Mentoring

Single Point Lessons

Calendar of Events

Website that is easily accessible and user friendly

http://www.vo.ford.com/wim/plant_liaison/box_index.htm

Summary

• PWN is an employee Resource Group that is open to ALL Ford Motor Company employees and agency employees working at FMC

• The vision is to attract, develop and retain all female employees and customers, making Ford Motor Company the best place to work and the best place to buy, by providing the right culture

• PWN is driven to make a positive impact on our company culture

• PWN and it’s affiliates are working together to grow our organizations


• Susan S. Brennan

• Director, Manufacturing

• Ford Motor Company

• North America Operations

Employee Resource Networks: Developing Diverse Leaders

•NALC Conference, Washington D.C.

•November 2, 2007

•Steve Larson, SVP

•Diversity, Engagement and Inclusion

Vision

In a review of its Diversity landscape, Wachovia identified Employee Resource Networks (ERNs) as an asset which could be leveraged to:

• Contribute to full employee engagement and development

• Realize high impact business opportunities

• Integrate diversity deeper through the organization

• Promote Wachovia as Employer of Choice, Brand of Choice, and Neighbor of Choice.

Value Proposition for ERNs

TalentTalentDevelopmeDevelopmentnt

Business Business DevelopmeDevelopmentnt

Increases Wachovia’s success by gaining a competitive advantage in diverse markets

Creates a high energy climate of diverse thought, creativity and innovation that fully engages our employees in the business

Contributes business resources that enable the company to better serve a diverse customer base

EmployeeEmployeeEngagemeEngagementnt

Reinforces company’s efforts to attract, recruit and retain a diverse work force

Creates a positive and inclusive environment allowing employees to be fully present at work

Demonstrates that the Company walks the talk and provides avenues for employee inclusion and communication Creates a cadre of leaders possessing diversity awareness and skills across identity groups

Provides highly visible, “stretch” assignments for developing high potential talent

Promotes the professional development and advancement of high potential employees

Strengthens community partnerships and supports Wachovia’s outreach strategy

Strengthens “employee bond” by supporting employees’ civic interests Serves as ambassadors for Wachovia representing corporate brand and

values

Enhances the brand reputation of the company as the Employer of Choice, Business Partner of Choice and Neighbor of Choice

Provides “the voices” to support and communicate the company’s diversity vision

Business Business DevelopmeDevelopmentnt

Branding andBranding andCommunicatiCommunicationon

Branding andBranding andCommunicatiCommunicationon

CommunitCommunity y

OutreachOutreach

CommunitCommunity y

OutreachOutreach

Research Methodology

Internal Research External Research

To gather a wide array of perspectives and obtain candid feedback, we conducted a series of interviews and focus groups. As a result, we confirmed some hypotheses, surfaced a number of issues and insights on the state of Wachovia ERNs, and identified potential “best-in-class” solutions.

Interviews and Focus Groups

Executive Advisors & ERN Leadership:

Current ERNs: Gay and Lesbian EmployeeAssociation (GALEA), Black/AfricanAmerican (BAAERN), Asian/AsianAmerican, Women, Hispanic/Latino, Native American

Men (no current ERN)

Other Stakeholders and Experts:

Operating Committee Office of Diversity Integration Human Resources Business Partners Diversity Program Managers OD Consultants Women’s Initiative External Strategic Partners

Examples of Returns on ERNs

• $125 million in new deposits raised by a bank based on ideas provided by its Asian employee resource group.

• $80 million sales generated through auto company’s campaign.

• Black/AA ERN partnered with Multicultural Marketing Team to sell broadband solutions for African-American small businesses; reached 1500 new customers in 2005.

• Due to ERN’s influence, IT company has a sales team dedicated to bringing in GLBT decision-makers; achieving millions of dollars in sales.

• Snack/beverage company developed a highly successful minority-targeted product, that generated $100 million in product sales.

Industry Experience

60

70

80

90

100

Top 10 Top 50 No ERGs

BlacksLatinosAsiansWomen

Talent Management

Link between Employee Resource Groups and High Levels of Recruitment and Retention

• Through manager development workshops, a telecommunications giant has increased its pool of qualified, diverse managerial talent.

• A consulting firm increased women in its executive and management ranks over the last 8 years and reversed high turnover rate among high performers.

• Hispanic executives increased by 211% in the past 7 years in this IT company. And its Women’s Executive Task Force has created Mindset Workshops involving both men and women to examine attitudes toward women’s leadership.

Commitment & Commitment & DirectionDirection

Strong message of commitment from CEO/Executive Leadership Team that is clear, consistent and communicated throughout the organization; clear appreciation for ERN business case; direct CEO and senior leader involvement

Authorized Authorized

GroupsGroups

Reflective of key employee constituencies and extending beyond race/gender/sexual orientation to ability, faith, professional and lifestyles; in addition to market segments, some drive eligibility off of Title VII classes

Role of ERNRole of ERN Act as a “voice” for identity group; actively attract, develop and retain talent; develop new business opportunities; promote the Brand; community outreach

IntegrationIntegration Play an integral role in the Diversity strategy; have “formal” linkages across corporate entities and functions to leverage ERN as resource; help build leadership pipeline; have active partnership with business units

Business Business

ConnectionConnection

Actively engage in driving business goals: talent recruitment/retention; employee engagement, personal/professional development; emerging marketing; and being the “Face” of the company in the community

OrganizationOrganization Corporate ERNs with chapters by identity groups, across geography (regional, global), in some isolated cases aligned with business segments; ERNs well connected with each other and the organization

Best Practices for ERNs

GovernanceGovernance Corporate standards with guidelines, bylaws and operating agreements; formal leadership selection (a combination of elections and “hand-picked” recommendations)

ERN LeadershipERN Leadership Well trained in leadership and diversity; focused on results; executives across identity groups are active; strong, supportive relationships with advisors; share best practices; active connection to leadership development

Executive AdvisorsExecutive Advisors Members of Senior Leadership Team are advisors; act as champions; assume a very active role and are accountable for ERN progress/success; Receive an orientation to their role and the ERN; CEO requests or directs involvement as advisor; direct connection to executive development

FundingFunding Provide annual funding tied to approval of ERN’s business plan and past performance; generally see the return on investment value

ResourcesResources Are assigned a dedicated resource in the Office of Diversity; Provide some level of access to corporate functions, resources and facilities; corporate and diversity website highlights ERNs, their awards and contributions

AccountabilityAccountability Continuous oversight by Office of Diversity and advisors; required annual business plan aligned with business and workforce contributions; Associated metrics/ measurements

Best Practices for ERNs

5 Key Strategies for Best in Class ERNs

1. Senior Leadership Commitment and Accountability• Shared understanding and buy-in to the business case and value proposition

• Consistent commitment and direct involvement of the CEO and Senior Leaders

2. Business and Employee Development• Play a key role in broadening support for diversity and employee engagement

• Connected with marketing, product development, business development and customer service strategies

• Provide a link between the company and community

3. ERN Leadership Development• Advisor and ERN Leader roles are tied to executive and leadership development

• Advisors provide “hands on” guidance and coaching for the ERN

• ERN leaders are formally selected and receive targeted development for their roles

4. ERN Governance and Accountability• Footprint wide ERN infrastructure and network with an Enterprise ERN Council

• Focused and coordinated business plans that connect groups to the organization and each other

• Specific accountabilities and metrics with ongoing monitoring and feedback

5. Funding and Support• Provide access to resources through collaborations and partnerships with corporate functions

• Establish threshold funding with defined return on investment targets

• Provide a centralized dedicated resource

SupportInvestment

ERNs: An “Engine” for Developing

Diverse Leaders

Organization and Program Evolution

ValueProposition

CEOEngagement

TalentManagement

AdvisorDevelopment

ERN LeaderDevelopment

StrategyDevelopment

Regional LeaderDevelopment

MembershipDevelopment

BusinessEngagement

• Consistent ERN leadership quality through set criteria and formal Consistent ERN leadership quality through set criteria and formal selection processselection process

• Fully trained and empowered leaders; Succession planning to Fully trained and empowered leaders; Succession planning to increase candidate pool and ensure leadership continuityincrease candidate pool and ensure leadership continuity

• Tied to ERN leader’s performance and development planTied to ERN leader’s performance and development plan• On-going training, coaching and consulting provided by Office of On-going training, coaching and consulting provided by Office of Diversity, Engagement and Inclusion along with Diversity Diversity, Engagement and Inclusion along with Diversity PractitionersPractitioners

• Executive Advisors: formal Advisor Development Process with Executive Advisors: formal Advisor Development Process with clear time commitment, tied to development and role as diversity clear time commitment, tied to development and role as diversity leaderleader

• Formal orientation to roles (leaders and Advisors)Formal orientation to roles (leaders and Advisors)• Executives across identity groups play a leader/mentor role and Executives across identity groups play a leader/mentor role and are directly involved in the ERNare directly involved in the ERN

• Accountability for business plans and results – Continuous Accountability for business plans and results – Continuous oversight by Office of Diversity, Engagement and Inclusion in oversight by Office of Diversity, Engagement and Inclusion in partnership with Executive Advisorspartnership with Executive Advisors

The ERN Leadership Development System

Page 44

ERN Leader Competencies and Accountabilities

Key Competencies

Think strategically and look beyond the immediate task

Demonstrate understanding of Wachovia’s Diversity philosophy and approach

Effectively Communicate the ERN Value Proposition

Execute the business plan and deliver on the Value Proposition

Lead a multicultural and multifunctional team

Build rapport with Executive Advisors and other leaders across the organization.

Promote understanding of the identity group’s work-life experience

Accountabilities

Effectively lead and manage the ERN organization

Establish direction and guiding principles with team buy-in

Grow and develop a participative, motivated membership across identity groups

Develop and execute an annual business plan that delivers on the value proposition

Build win-win strategic partnership agreements with Business and employee entities throughout the organization

Collaborate with other networks to maximize resources and create value for Wachovia, its employees and customers

Broaden support and drive diversity deeper through the organization

Targeted ERN Leader Development

Gain a clear understanding of new Strategic ERN Model

Learn to effectively lead/manage the ERN organization to better serve members and deliver on the Value Proposition

Build effective relationships with Executive Advisors, teams and strategic partnerships across the organization

Obtain thought leadership, skills, tools and processes to enhance the ERN’s performance and contributions to its members as well as Wachovia’s Business/Diversity goals

Develop an ERN Team strategy and action plan to create value for network members and Wachovia

Build bridges across all the networks for enterprise-wide cooperation, collaboration and contribution

ERN Leaders’ Voices“Being an ERN

Leader has given me the right kind of exposure that I would not have

otherwise gotten.”

“The challenge has been to get people thinking

strategically with an enterprise

view.”

“I have sharpened my

influence, persuasion and

sales skills.”

“Being an ERN leader creates the opportunity

to do transformational work and make a

huge impact.”

“I want my legacy to be that

others in the ERN get the visibility and

opportunity that I have been afforded.”

“Being an ERN leader has

allowed me to be an entrepreneur

in a large company.”“It is great

learning to see what is possible when you give

yourself permission.”

“Capacity has been a

challenge, but you find the time

—you get out what you put in.”

“My leadership skills have been strengthened in

generating resources,

working across difference and making tough

decisions.”“Being an ERN leader let’s me

work issues that I am passionate about and drive

positive change.”

Representative ERN Contributions

- Hispanic/Latino ERN

• Helped develop Spanish language customer marketing materials

• Hosted panel discussion to help employees and managers understand the impact of immigration reform

• Contributed to Hispanic/Latino customer relationship strategy

• Participate national Hispanic/Latino recruiting and community partnerships

- Black/African American ERN

• Active support to source and recruit talent

• Hosted career skills workshops to support employee development and retention

• Partnered on Black/African American customer segment initiatives

• Partnered with the company on NAACP relationship

• Supported “What’s in Your Purse?” and “Where Wealth Lives” market initiatives

- Women’s ERN

• Partnered on the Women with Wachovia customer initiative

• Created substantial development programming for women in professional and leadership positions

• Independently initiated several employee engagement initiatives for women

• Supported the “Purses and Platforms of Power” program

Representative ERN Contributions (cont’d)

- GALEA ERN

• Active partner on customer segment issues

• Partnership in sourcing and recruiting talent

• Helped the company achieve a 100 score on the HRC Equality Index

- ALL

• Active support for the company’s Community Relations and employer branding efforts

• Act as ambassadors for the company in the communities we serve

• Contribute to product and customer relationship development

• Develop “heritage month” strategies and programs to engage employees and customers across the footprint

Wachovia’s Employee Resource Networks

Creating Value forIndividua

lsAnd the

Enterprise

Email: [email protected]: 704-383-0318

Documents

Creating Opportunities for Leadership Development