Leadership

BROWN-FORMAN

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

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

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

BUILDING BENCH

STRENGTH

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

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

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

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

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

CAREER PLANNING

Encouraged to update regularly Especially before a review

Regular updates lead to more data points

Other assessments Hogan Assessment 360 Assessment

Identify Key

Positions

Identify Who Can

Fill It

Put Individuals

in a Database

SUCCESION PLANNING AND TALENT MANAGEMENT

ACCELERATING DEVELOPMENT

THE TALENT COUNCIL

Marketing

FinanceHR

Operations

Business Developm

ent

Diversity &

Inclusion

THE TALENT COUNCIL

Brown Forman Corporation22

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

PERFORMANCE

P O T E N T I A L

9-box Performance/Potential Grid

High Potenti

al Employ

ee

BBU

“Case”

Opps.

Expand

Role

Cross-Functi

on Teams

DEVELOPMENT ACTIONS

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

Outside Vendors & Executive Leadership

Topics include:o Sales/Marketingo Leadershipo Technology

55,000 hours in last two yearso 25 hrs/employee

BRAND BUILDING U (BBU)

“People Build

Brands”Competitive Advantage

BRAND BUILDING U (BBU)

Retention &

Engagement

RENTENTION

11 years in US

Employee Driven Management

Buy-In Mentoring

o Global – web-based

o 280 mentorso 498 mentees

People Build Brands

Employee

Mgmt

Brown Forman

EMPLOYEE RESOURCE GROUPS

“Thinking About Drinking”

• Non-Drinkers Group• Recognized by Diversity

Inc. for Best Practices• Enhance Employee

Engagement & Commitment

ANALYSIS

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

Dr. John Bachmann, PhD, Vanderbilt University

“

”

EMOTIONAL INTELLIGENCE

EMOTIONAL INTELLIGENCE

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

EMOTIONAL INTELLIGENCE

An additional data point to filter leaders with

Training and development in EI at BBU

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

360 JOB REVIEW

The effectiveness of the test erodes over time and therefore may want to tweak existing assessment or switch assessments entirely

BROWN-FORMAN

QUESTIONS?