This document discusses strategies for making good managers great at General Mills. It outlines research identifying behaviors that distinguish great managers, including leader engagement, accountability, and accessibility. General Mills launched training to develop these skills in all managers. They encouraged managers to select one behavior to improve using individual development plans. General Mills also created an internal social network to help managers learn from each other by sharing ideas and asking questions across the company. The goal is to scale their "hallway culture" and tap into employees' knowledge to continue developing great managers.
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Strategies2011_brantner_finslides
1. Making Good Managers Great Steven Brantner, Manager, Learning & Communications February 24, 2011
2. General Mills The Company of Champions One of the world’s largest food companies $16 billion USD inFY10 net sales* 33,000 employees Marketed in morethan 100 countries * Includes proportionate share of JV net sales
4. In Good Company: External Recognition “United Kingdom’s 50 Best Workplaces” “Top 10 in National Corporate Reputation Survey” “Best Places to Work for LGBT Equality” “100 Best Companies to Work For (#58)” “Top 50 Companies for Diversity” “2010 Best Workplaces in Canada” “Top 20 Companies for Leadership” “Best Employers for Healthy Lifestyles” “Top Companies for Executive Women” “Top Workplaces 2010 (#1 in large public company category)” “World’s Most Ethical Companies” “Best Places to Work in IT (#4)”
16. 11 Great Managers – What’s Different? Using Climate Survey Data, Created Three Groups of ManagersBased on Employee Response
17. Now what do we do? 12 Leader Engagement & Learning Metrics &Accountability Lots of Activities AccessibleTools One over One IDP
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19. Engaged SLTs, hosting great manager town halls, mandatory objectives for Managers, and Great Manager IDP lunch and learns.
20. Created some resources just for managers including an onboarding resource guide, leader circles for 14 different groups of managers, and some "manager essentials training“ complementing other courses.
21. Used video to share stories, 180 feedback, and mentoring for new managers and peer to peer support.
22. Leveraged prioritization and clarification of purpose as well as top down, personal commitment, 1 over 1 IDPs, and finally manager meetings and integration into regular training and onboarding. 13
23. Use IDP to help managers find one behavior to do differently Strongly encouraging managers to use their own IDP (Individual Development Plan) to become a better manager Use new assessment of 20 specific behaviors that most describe Great Managers Custom portal with Harvard Business Publishing Communications targeted at managers for IDP season
40. The General Mills’ Business Case 24 “We have a strong hallway culture. How do we scale that around the world?” “ If only General Mills knew what General Mills knows!” “ I just wish there were one easy way to tap into all the knowledge that the General Mills community has”
41. Key Features and Purpose Profile Key to people finding you and building connections Newsfeed/Microblog Narrate your work and ask questions Search Key to finding/following people, communities, and content Communities, Blogs, Discussions The social tools Document storage and links Shouldn’t replace a team site or intranet site Outlook, RSS, and mobile integration 25
42. Where are we at now? Beta included 2,000+ users, 900 actively posting 400 visits per day Great uptake in I.S. and I.T.Q 75 communities Live Enterprise Wide February 1 Soft launch, no broad promotion, viral marketing 2,000 visits per day this week, avglength of visit 1 hour 50+ new community requests – managed process including community manager training Some bright spots…a live look 26
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44. WWMZ do? He would allow the crowd to compare two managers against each other right? 28
45. A Community of Great Managers Idea from Accenture’s “30-day challenge” A girl, a blog, and 30 days to business impact Our own social experiment Planning for managers to share ideas with each other through a community Recruiting 30 bloggers to share insights over 60-day period We’ve already gathered some ideas/input from a “live” jam session with managers 29
46. What’s next? Cultural change Technology isn’t magic Building adoption slowly Collaboration across silos Social learning Iterate the platform 30
47. Summary It all started with three e-mails Measurement (and building the story) was key When we boiled it all down: Invest, Value, Stretch Managers want to be better, they need tips/tools What if managers could teach each other? 31
Hinweis der Redaktion
Fueled to a large degree by our strong financial performance and amazing culture, we generate plenty of external “buzz” each year. When we say we’re the company of Champions, we’ve got the goods to back it up.
Mike Davis’ 3-emails story…
LuisSAY:So you saw that we had some idea about Great Managers from our climate data but we want to hear directly from employees so we conducted focus groups across the company, and we further learned what Great Look Like to employees.There were 5 key areas where employees distinguished good from great.RelationshipsEmpowermentPerformance MgtCoaching & DevelopmentIntegrityI won’t go over the entire slide but will highlight a view themes:Great managers ‘value’ their employees and it shows by their actions (build relationships, care enough to provide tough feedback so person can grow, really invest time and energy in developing employees)Great managers lead by example—they serve as role models, not just for their direct reports, but for others in the organization. Great managers aren’t the ‘easiest manager’ to work for—on the contrary, they are the ones who stretch you, get you out of your comfort zone and really take your development and skill set to a higher level. Great managers don’t just execute the people management systems, but they use the system to motivate and inspire their employees to develop and to drive differential performance. GOOD Managers - “Doing, do” – checking the listGREAT Managers – “Being, are” – ownership, care, intent, tools/processes to get to the intent, own the result
LuisSAY:So you saw that we had some idea about Great Managers from our climate data but we want to hear directly from employees so we conducted focus groups across the company, and we further learned what Great Look Like to employees.There were 5 key areas where employees distinguished good from great.RelationshipsEmpowermentPerformance MgtCoaching & DevelopmentIntegrityI won’t go over the entire slide but will highlight a view themes:Great managers ‘value’ their employees and it shows by their actions (build relationships, care enough to provide tough feedback so person can grow, really invest time and energy in developing employees)Great managers lead by example—they serve as role models, not just for their direct reports, but for others in the organization. Great managers aren’t the ‘easiest manager’ to work for—on the contrary, they are the ones who stretch you, get you out of your comfort zone and really take your development and skill set to a higher level. Great managers don’t just execute the people management systems, but they use the system to motivate and inspire their employees to develop and to drive differential performance. GOOD Managers - “Doing, do” – checking the listGREAT Managers – “Being, are” – ownership, care, intent, tools/processes to get to the intent, own the result
So we identified the key behaviors and had our data – what next?
Also mention sales with 12 conversations…
Emotional appeal and easy to use tool as well…
Hello everyone, we are going to go ahead and get started…I’d like to welcome you to the Great/Manager/ Forum/.The purpose of the forum is to provide us, as change agents, an opportunity to learn from each other as we continue on our journey of building a culture of Great Managers.We have been on this journey, in one form or another, for a little over a year and now, armed with our recent pulse survey data, we want to continue to energize and enable you to develop and motivate Great Managers in your organizations.
Don Smith
Also show Great Manager community which will hopefully contain some content by February – bloggers, etc.
Have you seen “The Social Network?” What would Mark Zuckerberg do?
Suggesting that people go away from the conference with simple ideas to make better managers…
There is an aspect of cultural change here – we are a globally company, we have more employees outside the U.S. than inside, we need to better leverage the knowledge and ideas of our own employees so we can innovate faster and be more agile…Working differently, use e-mail less, use interactive media more, similar to our brands