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June 23, 2006 Kevin D. Wilde VP, Chief Learning Officer General Mills, Inc. Food For Thought: Building Great Leaders At General Mills. Thank You!. Extreme Make Over. Taste for: Drama of Business and Marketing Excitement of Leadership Calling for Development. Chief Learning Officer.

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june 23 2006 kevin d wilde vp chief learning officer general mills inc

June 23, 2006Kevin D. WildeVP, Chief Learning OfficerGeneral Mills, Inc.

Food For Thought:Building Great LeadersAt General Mills

extreme make over
Extreme Make Over

Taste for:

  • Drama of Business and Marketing
  • Excitement of Leadership
  • Calling for Development
chief learning officer
Chief Learning Officer

Helping General Mills Win:

  • Building Great Leaders
    • Global Selection & Development, Bench Strength
  • Creating Innovation Drivers
    • Structure, Practice, People
    • Funding Innovation through Efficiency & Execution
general mills
World’s 6th largest food company

$12.5 billion in FY05 net sales

28,000 employees

Marketed in morethan 100 countries

General Mills

The Company of Champions

general mills company of champions
General Mills: Company of Champions

Our Values

  • Championship Brands
  • Championship People
  • Championship Innovation
  • Championship Performance
championship brands
CHAMPIONSHIPbrands

The Company of Champions

Building leading brands that our consumers trust around the world – making liveseasier, healthier and more fun

..........

u s market share positions
U.S. Market Share Positions

Rank

Refrigerated yogurt 1

Ready-to-eat cereals 2

Frozen vegetables 1

Refrigerated dough 1

Ready-to-serve soup 2

Dessert mixes 1

Frozen baked goods 1

Frozen hot snacks 2

Microwave popcorn 2

Dry dinners 1

Fruit snacks 1

Mexican products 2

ACNielsen Plus Wal-Mart Projection

the company of champions
Diverse, talented, committedpeople – constantly learningand growing, and contributingto our communities

CHAMPIONSHIPpeople

.........

The Company of Champions
development

“Top 20 Companies For Leaders”

May 2005

“Top 50 Under 50”

Black MBA MagazineSummer 2005

Individual Development Plan

Development
what others say
What Others Say
  • Fortune’s “America’s Most Admired Companies”“100 Best Companies to Work for”
  • Working Mother“Best Companies for Women of Color”
  • Business Week “America’s Top Givers”
  • The Conference Board “Ron Brown Award - Corporate Achievement”
  • Business Ethics“100 Best Corporate Citizens”
  • Working Mother“100 Best Companies”
  • Latina Style Magazine“50 Top Companies in U.S. for Latinas”
  • NAFE“Top 30 Companies for Executive Women”
what our people say

“I would recommend General Mills as a great place to work”

“I believe management decisions are consistent with company’s core values”

89%

78%

“Overall Commitment”

83%

What Our People Say
stock price performance

77-year Compound Annual Growth

250

General Mills: 7.5%*

Dow Jones Industrials: 4.8%

200

Inflation: 3.2%

150

100

General Mills

Dow Jones Industrials

50

0

1928

1933

1953

1958

1963

1968

1973

1978

1983

1988

1993

1998

2005

1938

1943

1948

Stock Price Performance

1928 – 2005

* Adjusted for Stock Splits and Spin-offs

Sources: Economic History Services (Inflation data) and Dow Jones & Company, Inc.

slide16

How Important Is Leadership To Me?

Importance

Leadership

Managerial

Technical

Individual Contributor

People Manager

Director/

Vice President

leadership development resource
Leadership Development Resource
  • General Mills, in collaboration with Zenger-Folkman, created a leadership development program.
  • Titled “Building Great Leaders”, it is based on internal research as well as material from Zenger-Folkman.
  • The Zenger-Folkman research is based on their book “The Extraordinary Leader”
impact of leadership effectiveness on turnover

Relationship between *turnover and Leadership Effectiveness

Average Percent Turnover

More effective leaders have lower turnover.

* Results from a large insurance company

Leadership Effectiveness

Impact of Leadership Effectiveness on *Turnover
impact of leadership effectiveness on net income

$4.5 MM

More effective leaders generate higher income.

$2.4 MM

Net Income

* Results from a large mortgage bank

$1.2 MM

Leadership Effectiveness

Impact of Leadership Effectiveness on *Net Income
impact of leadership effectiveness on perceptions of customer satisfaction

More effective leaders have more satisfied customers.

Perceptions of Customer Satisfaction PCTL

* Results from a large high technology company

Leadership Effectiveness

Impact of Leadership Effectiveness on *Perceptions of Customer Satisfaction
results from a large manufacturer

90

80

70

60

50

Employee Satisfaction Index

40

30

20

10

0

1st–

10th–

20th–

30th–

40th–

50th–

60th–

70th–

80th–

90th–

9th

19th

29th

39th

49th

59th

69th

79th

89th

100th

Leadership Effectiveness Percentile

Results From a Large Manufacturer
slide22

Strong Correlation Between Employee Commitment and Company Performance

% Change in Operating Margin

+

+3.74

+

+

+

+

-2.01

Low Commitment Companies

High Commitment Companies

slide23

Key Drivers of Commitment at General Mills

Leadership

Development

Commitment

Empowerment

tell me about your passion
Tell Me About Your … Passion

O

T

Where do you find it:

  • Classes/projects
  • Activities
  • Work Experiences

P

slide27

Built on Internal & External Research

EXTERNAL

  • Zenger-Folkman Consulting
    • 200,000 evaluations on 20,000 people Top 10% vs. bottom 10%
  • Lominger Associates
    • Similar 360 database and analysis
  • Center For Creative Leadership
    • 20 year study of benchmark leadership 360

INTERNAL

  • Executive Interviews and Strategy analysis 1999-2002
  • 400 360º reports & coaching plans
  • Ongoing study of 100+ of best leaders and “derailed” leaders.
slide28

General Mills Leadership Is…

PEOPLE

INNOVATION

  • Inspires and motivates
  • Collaborates across boundaries
  • Develops: people, organizations, self
  • Values diversity
  • Communicates a compelling vision
  • Develops winning strategies
  • Connects to the outside world
  • Encourages innovation
  • Demonstrates unquestionable integrity
  • Engenders trust at all levels

INTEGRITY

RESULTS

  • Sets aggressive goals and clear priorities
  • Delivers on commitments—long/short
  • Makes timely, high-quality decisions
  • Adds value with superior expertise
tell me about your opportunity
Tell Me About Your … Opportunity

O

T

Where do you find it:

  • Classes/projects
  • Activities
  • Work Experiences

P

slide31

A

  • Opportunity
  • Limiter

1

Focus on “Gaps” as a Start

B

C

D

E

F

G

H

I

Low Score

J

K

L

M

N

O

P

2

3

4

5

slide32

Focusing on Less Positive Issues Has Limitations

Average

at everything

Will fixing one or two less-positive issues have a dramatic impact on leadership effectiveness?

slide33

Impact of Leadership Effectiveness on *Employee Engagement/Commitment

Great Leaders

Make a Great

Difference

90

80

70

Good Leaders

Have an

Adequate Impact

60

50

40

30

Poor Leaders

Create

Dissatisfaction

20

10

1st – 9th

10th–19th

20th–29th

30th–39th

40th–49th

50th–59th

60th–69th

70th–79th

80th–89th

90th–100th

Percentile

Employee Engagement/Commitment

Leadership Effectiveness Percentile

slide35
“Great Leaders

Are not defined by the absenceof weaknesses …

… but rather the possession of a few profound strengths.”

slide36

Impact of Leadership Effectiveness Without Any Perceived Strengths

Average Percentile Score

Number of Strengths

slide38

Three Strengths Raises Leadership

Effectiveness to the 81st Percentile

Average Percentile Score

Number of Strengths

slide40

Current Approach to Change Plans

Desired

Future

Performance

Current

Performance

More,

Better,

Faster,

Smarter

People question ability on technical expertise.

People have confidence in technical expertise.

slide41

The Problem With the Direct Approach

There are Limits to:

More,

Better,

Faster,

Smarter

Consider creative routes to the same destination:

Cross- Training

slide42

Characteristics of a Great Basketball Player

Tall & Slow

Height

Short & Fast

Speed

Powerful

Combination

Tall & Fast

slide43

66

70

60

50

40

30

13

20

9

10

0

Interpersonal

Drivefor

Drivefor

Skills

Results

Resultsand

Interpersonal

Skills

Impact of Drive for Results and Interpersonal Skills

% of Leaders at 90th Percentile

a competency companion to technical expertise

Interpersonal

Skills

Competency

Companion

Technical

Expertise

Differentiating

Competency

A Competency Companion to Technical Expertise
a competency companion to honesty integrity

Assertiveness

Competency

Companion

Honesty & Integrity

Differentiating

Competency

A Competency Companion to Honesty & Integrity
companion behaviors for strategic perspective

Customer

Focus

Business Acumen

Innovation

Analytical & Problem-Solving Skills

Establishing Stretch Goals

Communication

Companion Behaviors for Strategic Perspective

Strategic

Perspective

tell me about your talents
Tell Me About Your … Talents

O

T

Where do you find it:

  • Classes/projects
  • Activities
  • Work Experiences

P

cliff notes on this session
Cliff Notes On This Session
  • This Guy is a MarkEd Grad and Works as the CLO at General Mills

2. Technical Knowledge is assumed

3. Passion + Competence + Opportunity

4. Impact through Leadership

5. Eat More Cereal!

… All about Connecting