Brown-Forman - Vanderbilt University

Report
BROWN-FORMAN
Leadership
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

High Performer/ Well
Placed
High Performer/
Growth Potential
High Potential/
Leadership Talent
Recognize, Keep Challenged &
Engaged
Provide Targeted Development
Provide Targeted Stretch
Development or Assignment
Effective Performer/
Well Placed
Effective Performer/
Growth Potential
Key Performer/
Leadership Potential
Keep Challenged & Engaged
Develop Skills
Test for Potential
Under Performer
Marginal Performer
Inconsistent Performer/
Derailment Risk
Initiate Performance
Improvement Plan
Set Clear Goals and Focused
Development
Identify Support Resources or
New Role
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
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
SUCCESION PLANNING AND TALENT
MANAGEMENT
Identify Key
Positions
Put
Individuals in
a Database
Identify
Who Can Fill
It
ACCELERATING
DEVELOPMENT
THE TALENT COUNCIL
THE TALENT COUNCIL
Marketing
Operations
Finance
HR
Diversity &
Inclusion
Business
Development
9-box Performance/Potential Grid
P
E
R
F
O
R
M
A
N
C
E
22
High Performer/ Well
Placed
High Performer/ Growth
Potential
High Potential/ Leadership
Talent
Recognize, Keep Challenged &
Engaged
Provide Targeted Development
Provide Targeted Stretch
Development or Assignment
Effective Performer/ Well
Placed
Effective Performer/
Growth Potential
Key Performer/ Leadership
Potential
Keep Challenged & Engaged
Develop Skills
Test for Potential
Under Performer
Marginal Performer
Inconsistent Performer/
Derailment Risk
Initiate Performance
Improvement Plan
Set Clear Goals and Focused
Development
Identify Support Resources or
New Role
Brown Forman Corporation
POTENTIAL
DEVELOPMENT ACTIONS
“Case
”
Opps.
BBU
High
Potential
Employee
CrossFunction
Teams
Expand
Role
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
BRAND BUILDING U (BBU)


Outside Vendors &
Executive Leadership
Topics include:
o
o
o

Sales/Marketing
Leadership
Technology
55,000 hours in last two
years
o
25 hrs/employee
BRAND BUILDING U (BBU)
“People Build
Brands”
Competitive Advantage
Retention &
Engagement
RENTENTION
11 years in US
People Build Brands
Employee Driven
 Management Buy-In
 Mentoring

Global – web-based
o 280 mentors
o 498 mentees
o
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?

similar documents