IPTV & OTT lessons from Europe for Latam operators - ABTA 2014 Ben Schwarz
Strategies2011_brantner_finslides
-
Upload
steven-brantner -
Category
Business
-
view
504 -
download
0
Transcript of Strategies2011_brantner_finslides
Making Good Managers GreatSteven Brantner, Manager, Learning & Communications
February 24, 2011
General Mills
• 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
The Company of Champions
Global Brands: A Broad Portfolio
Popular Around the World
In Good Company: External Recognition
5
Do you remember a great manager?
• In Pairs, 1 minute each:
• Describe your great manager experience:• What do remember that made them great?
• What impact did they have on you?
• What would you tell them today?
• We got started the same way
• That led us to do some research and ask some
questions and we’ve been working it ever since.
6
What’s your Great Manager Story?
Mike
Kevin
Cheryl
Ricardo
Beth
Whose Story Is This?
•I’m just the story teller, lots of folks created it
Good Managers…
Relationship Are respectful and inclusive
Empowerment Delegate effectively/
provide exposure
Performance
Management
Complete performance
appraisal /check-ins
Coaching &
Development
Complete IDP and support
my career progression
Integrity Are honest and truthful
Focus Group Data: Good is Pretty Good!
9
Good Managers… Great Managers…
Relationship Are respectful and inclusive Care about me as a person
Empowerment Delegate effectively/
provide exposure
Trust me and showcases my talents
Performance
Management
Complete performance
appraisal /check-ins
Provide ongoing, honest
feedback—positive and
constructive
Coaching &
Development
Complete IDP and support
my career progression
Stretch me and invest in my
development
Integrity Are honest and truthful Are self-aware, have high
standards and lead by example
Focus Group Data: Great is Clearly Different!
10
11
Great Managers – What’s Different?
0
10
20
30
40
50
60
70
80
90
100
Great Good Bad
Recommend Mgr
Communicates with Me
Effective People Mgr
Regular Feedback
Effective Coach
Using Climate Survey Data, Created Three Groups of Managers
Based on Employee Response
Now what do we do?
12
Leader Engagement & Learning
One over One IDP
Lots of Activities
Metrics &
Accountability
Accessible
Tools
13
Iterate and integrate
• Launched corporate-wide “Building Great Leaders” 1-day course for all directors and officers including individual Hogan and corporate data
• Engaged SLTs, hosting great manager town halls, mandatory objectives for Managers, and Great Manager IDP lunch and learns.
• 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.
• Used video to share stories, 180 feedback, and mentoring for new managers and peer to peer support.
• 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.
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
The Great Manager IDP Plan
• Managers driven to new tool in January and February
• Developmental and emotional appeal
• Simple (thin) design to provide easy links to:
• Self-assessment,
• Development resources from our Harvard ManageMentor v10 content mapped to specific Great Manager skills, and
• Easy to follow next steps/tools in one place
• Pulling live feeds from the best of the web and Harvard Business Publishing
• Encouraging use of our own internal best practices
15
20John Mancini, President of AIIM, February, 2011
21
22
23
The General Mills’ Business Case
24
“We have a strong hallway culture.
How do we scale that around the world?”“ I just wish there were
one easy way to tap into all the knowledge that
the General Mills community has” “ If only General Mills
knew what General Mills knows!”
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
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, avg length of visit 1 hour
– 50+ new community requests – managed process including community manager training
•Some bright spots…a live look
26
WWMZ do?
• He would allow the crowd to compare two managers against each other right?
28
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
What’s next?
•Cultural change
–Technology isn’t magic
–Building adoption slowly
–Collaboration across silos
–Social learning
– Iterate the platform
30
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