Creating Opportunities for Leadership Development

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Creating Opportunities for Leadership Development
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Cathy Dixon-Kheir PresidentDixon Learning
Designs LLCModerator
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Agenda

• Welcome
• Todays Learning and Dialogue Process
• Panel Discussions
• Learning from The Ford Motor Company
• Learning from Wachovia
• Coaching ERN Leadership Challenges
• Putting It Into Action

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Experts And Coaches
Steve Larson Sr. Vice President, OD/Diversity
ConsultantWachovia
Susan Brennan Director, Manufacturing Business
OfficeProfessional Womens Network ChairFord
Motor Company
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Leadership Development

• Susan S. Brennan
• Director, Manufacturing
• Ford Motor Company
• North America Operations

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Background

• Education
• Bachelors degree in microbiology (University of
  Illinois)
• Masters Business Administration (University of
  Nebraska)
• Career History
• Douglas and Lomason
• Environmental and Safety
• M.D. Anderson Hospital
• Chemical and biological researcher
• Hoesht-Celanase
• Pharmaceutical researcher
• Ford Motor Company
• Edison Plant
• Wayne Assembly
• Director for several plants (Wixom, Michigan
  Truck, Wayne Assembly, Twin Cities Assembly Plant
• Director of Manufacturing Business Office (2006)
• 2006 Automotive News 100 Leading Women in the
  North America Auto Industry

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Ford Motor Company Employee Resource Groups
Ford African Ancestry Network - FAAN Ford
Parenting Network Ford Parenting
Network Middle Eastern Community Ford Chinese
Network Professional Womens Network Diversity
and Worklife Council Ford Filipino
Network Ford Employees Dealing with DisAbility
FEDA Ford Gay, Lesbian, and Bisexual Employee
Network GLOBE Ford Hispanic Network Ford
Interfaith Network

Nurturing the growth of diverse and skilled
leaders through the use of Employee Resource
Groups in corporate America
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History
The Professional Womens Network (PWN)

• In 1996 Women in Finance began a corporate
  resource group.
• In 1998, other groups expressed an interest in
  forming
• PWN is established as an Employee Resource Group
  in 1998
• and is now the umbrella for Women
  inAffiliates.
• PWN serves as the window to senior management for
  the Affiliate groups

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PWN and Women Affiliate Groups
PWN Networking GroupLaunched in Feb 06
Women ConsumerInsight TeamWCIT20 Active
Members 25 Events
Women in MfgWIM100 Active Members47 Events
Women in RacingWIR16 Active Members9 Events
Women in Product CreationWiPC125 Active
Members14 Events
Executive Board
Women in Mexico Active Members 23Events - 35
Women in Ford CreditWiFC40 Active Members24
Events
IT Women in Leadership ITWiL70 Active
Members32 Events
Women in FinanceWIF125 Active Members11 Events
Administrative Support GroupASG25 Active
Members15 Events
Women in Mktg, Sales Service WMSS20 Active
Members4 Events
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PWN Vision

• Our vision is to be the driving force for Ford
  Motor Company that attracts, develops and retains
  all female employees and customers,
• making us the best place to work and the best
  place to buy.
• PWN Goals
• Culture
• Growth

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PWN Goals Culture

• Be instrumental in developing and testing actions
  that will positively impact our culture, so that
  we can more effectively attract, develop and
  retain female employees.
• 2006 / 2007 Successes
• Actions for retaining and developing women
• Micro Messaging Workshop and Tool Kit
• PWN Culture Survey
• Leadership In Drive Series
• Single Point Lessons
• Retention Tool Kit for supervisors
• Stepping Into The Future Third Leadership Summit

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PWN Goals Growth

• Launch PWN structure while maintaining and
  learning from PWN affiliates that are running
  well. Evolve to a process-driven Employee
  Resource Group
• 2006 / 2007 Successes
• Case for Change Communication Document
• Success of PWN and Affiliates Scorecard
• Benchmark Affiliate groups
• Best Practices
• Replication across groups
• Benchmark external companies

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Scorecard Example
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Featured 2007 Affiliate Best Practice

• Women in Finance Survival in the Corporate World
• Sponsored Golf for WIF
• Three golf clinics
• Nine Dine Golf Scramble
• Benefits
• Learn basic golf skills
• Increased networking opportunities
• Increase skills and confidence to integrate into
  other golf events

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PWN Membership

• Membership in PWN is open to ALL employees of
  Ford Motor Company or agency employees working at
  Ford globally
• No official membership application required

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PWN Website

• Explore the PWN website for more detail
• http//www.dearborn.ford.com/divwl/pwn/index.html

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• A PWN Affiliate Organization
• Overview

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PWN and Women Affiliate Groups
PWN Networking GroupLaunched in Feb 06
Women ConsumerInsight TeamWCIT20 Active
Members 25 Events
Women in MfgWIM100 Active Members55 Events
Women in RacingWIR16 Active Members9 Events
Women in Product CreationWiPC125 Active
Members14 Events
Executive Board
Women in Mexico Active Members 23Events - 35
Women in Ford CreditWiFC40 Active Members24
Events
IT Women in Leadership ITWiL70 Active
Members32 Events
Women in FinanceWIF125 Active Members11 Events
Administrative Support GroupASG25 Active
Members15 Events
Women in Mktg, Sales Service WMSS20 Active
Members4 Events
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WIM Vision
Women In Manufacturing is a driving force for
cultural change and individual development for
women within Manufacturing, establishing Ford
Motor Company as the Employer of Choice.
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History and Membership

• WIM was started in 2000 as an affiliate of the
  Professional Women's Network
• 7 years later we have an organization of over
  1400 members across North America inclusive of
  several Assembly and Powertrain Plants.

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WIM Objectives

• To promote change in the company that encourages
  the upward mobility of women in all areas
• To understand and advocate change in current
  behavioral norms that inherently disadvantage
  women
• Work to create an environment where we recognize
  and value the total person by acknowledging life
  priorities internally and personally
• Lead by example and provide a network that shares
  experiences and solutions through communications

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Subcommittee

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• 2006 Focus Career Development and Leadership
• Launched Career Tune-Up Series
• Kick-off Event with Anne Stevens and other
  panelist
• Leadership Development Employee Profile (LDEP)
  Sessions
• Core Skills/Competencies
• Personal Marketing
• Handling the Tough Issues
• Leadership Techniques Overhaul
• Annual Year End Event Pulling All Together
• Katherine Legge Breaking Barriers
• 2007 Focus Navigating Cultural Change
• Kick-off Event with Mark Fields and other
  panelist
• Continued Mentoring / Mentee Matching
• Restructuring of WIM Subcommittees
• Lunch and Learns with Senior Leadership on the
  Changing Cultures of
• Product Design
• Environmental

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WIM Best Practices

• Plant Liaison Subcommittee
• Single Point Lessons on leadership and personal
  development
• Health Chart for Plant Liaison committee,
  replicated by PWN
• WIM in a Box
• Customer Driven Annual Focus
• 2006 - Career Tune Up Series
• 2007 - Navigating Cultural Change
• 2008 - Change, Culture, Growth - One team, One
  plan, One goal

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• 2006/07 WIM Challenge
• The people that could benefit the most from WIM
  are located in the plants across North America
• In todays resource constrained environment, we
  had to develop a process and team to be effective
  in reaching multiple people in various locations
  on a consistent basis
• The Result
• A WIM sub-committee was established (Plant
  Liaison) to engage the plants and to serve the
  needs of people in manufacturing environments.
• WIM In a Box was created to help facilitate the
  start-up sustainability of affiliate WIM
  organizations at the plants.

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The Plant Liaison Sub-Committee serves to
assist manufacturing facilities with the start-up
and sustainability of affiliate WIM plant
organizations. This is a virtual sub-committee
which consists of members from all WIM
sub-committees, ensuring the plant's needs and
perspectives are included in the WIM organization
and serve as the link to the WIM sub-committees.
This sub-committee will also provide a support
structure/communication link between
plants. Susan Brennan, Director of
Manufacturing Executive Advisor Karen
Mills Chair Darlene Deane Co-chair
Goals / Mission
.Plant Liaison
Current Committee Leadership
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• Plant Structure
• Many Assembly Plants have a structure in place
  that supports the success of their affiliate
  group
• Linked the WIM group into the Diversity Council
• Support of the operating committee. At least two
  OPCOM members attend each event
• They conduct lunch and learn events, that have
  proven successful
• Lunch and Learn
• The lunch and learn programs have been successful
  at many plants. Agenda topics can be centered
  around such subjects as
• LDEPs
• Career Development
• Mentoring
• Book Club
• A couple of the plants have started book clubs
  which supplies the group with recommended
  reading. Books that have been suggested are
• Nice Girls Don't Get the Corner Office 101
  Unconscious Mistakes Women Make That Sabotage
  Their Careers
• Crucial Conversations Tools for talking when the
  stakes are high
• Crucial Confrontations Broken Promises, Violated
  Expectations, and Bad Behavior

Best Practices
.Plant Liaison
Contact Information
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WIM Plant Affiliate Groups
Cleveland Engine
Rawsonville
Romeo Engine
Chicago Assembly Plant
Michigan Truck Plant
CH Engine Plant
Essex Engine
Louisville Assembly Plant
Women In Manufacturing1497 Members16 Plant
Affiliates
Kansas City Assembly Plant
Lima Engine
Oakville Assembly
Kentucky Truck Plant
Windsor Engine
Twin Cities Assembly Plant
Hermasillo Assembly Plant
Cuautitlan Assembly Plant
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• Process to launch an employee resource group
  within your organization
• Contains all the tools to help you start up a WIM
  affiliate including
• Getting Started
• Introduction to WIM
• WIM Brochure
• Sample Survey
• Sub-Committee information

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• Contains tools to help you maintain a WIM
  affiliate
• Meetings/Events in a Box
• Lunch Learn Materials for Career Development
  Mentoring
• Single Point Lessons
• Calendar of Events
• Website that is easily accessible and user
  friendly
• http//www.vo.ford.com/wim/plant_liaison/box_index
  .htm

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Summary

• PWN is an employee Resource Group that is open to
  ALL Ford Motor Company employees and agency
  employees working at FMC
• The vision is to attract, develop and retain all
  female employees and customers, making Ford Motor
  Company the best place to work and the best place
  to buy, by providing the right culture
• PWN is driven to make a positive impact on our
  company culture
• PWN and its affiliates are working together to
  grow our organizations

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Leadership Development

• Susan S. Brennan
• Director, Manufacturing
• Ford Motor Company
• North America Operations

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Employee Resource Networks Developing Diverse
Leaders

• NALC Conference, Washington D.C.
• November 2, 2007
• Steve Larson, SVP
• Diversity, Engagement and Inclusion

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Vision

• In a review of its Diversity landscape, Wachovia
  identified Employee Resource Networks (ERNs) as
  an asset which could be leveraged to
• Contribute to full employee engagement and
  development
• Realize high impact business opportunities
• Integrate diversity deeper through the
  organization
• Promote Wachovia as Employer of Choice, Brand of
  Choice, and Neighbor of Choice.

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Value Proposition for ERNs

• Increases Wachovias success by gaining a
  competitive advantage in diverse markets
• Creates a high energy climate of diverse thought,
  creativity and innovation that fully engages our
  employees in the business
• Contributes business resources that enable the
  company to better serve a diverse customer base

Business Development
Business Development

• Reinforces companys efforts to attract, recruit
  and retain a diverse work force
• Creates a positive and inclusive environment
  allowing employees to be fully present at work
• Demonstrates that the Company walks the talk and
  provides avenues for employee inclusion and
  communication

Employee Engagement
Talent Development

• Creates a cadre of leaders possessing diversity
  awareness and skills across identity groups
• Provides highly visible, stretch assignments
  for developing high potential talent
• Promotes the professional development and
  advancement of high potential employees

Branding and Communication
Branding and Communication

• Enhances the brand reputation of the company as
  the Employer of Choice, Business Partner of
  Choice and Neighbor of Choice
• Provides the voices to support and communicate
  the companys diversity vision

Community Outreach

• Strengthens community partnerships and supports
  Wachovias outreach strategy
• Strengthens employee bond by supporting
  employees civic interests
• Serves as ambassadors for Wachovia representing
  corporate brand and values

Community Outreach
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Research Methodology
To gather a wide array of perspectives and obtain
candid feedback, we conducted a series of
interviews and focus groups. As a result, we
confirmed some hypotheses, surfaced a number of
issues and insights on the state of Wachovia
ERNs, and identified potential best-in-class
solutions.
External Research
Internal Research

• Interviews and Focus Groups
• Executive Advisors ERN Leadership
• Current ERNs Gay and Lesbian EmployeeAssociation
  (GALEA), Black/AfricanAmerican (BAAERN),
  Asian/AsianAmerican, Women, Hispanic/Latino,
  Native American
• Men (no current ERN)
• Other Stakeholders and Experts
• Operating Committee
• Office of Diversity Integration
• Human Resources Business Partners
• Diversity Program Managers
• OD Consultants
• Womens Initiative
• External Strategic Partners

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Examples of Returns on ERNs
Talent Management
Industry Experience
Link between Employee Resource Groups and High
Levels of Recruitment and Retention

• 125 million in new deposits raised by a bank
  based on ideas provided by its Asian employee
  resource group.
• 80 million sales generated through auto
  companys campaign.
• Black/AA ERN partnered with Multicultural
  Marketing Team to sell broadband solutions for
  African-American small businesses reached 1500
  new customers in 2005.
• Due to ERNs influence, IT company has a sales
  team dedicated to bringing in GLBT
  decision-makers achieving millions of dollars in
  sales.
• Snack/beverage company developed a highly
  successful minority-targeted product, that
  generated 100 million in product sales.

• Through manager development workshops, a
  telecommunications giant has increased its pool
  of qualified, diverse managerial talent.
• A consulting firm increased women in its
  executive and management ranks over the last 8
  years and reversed high turnover rate among high
  performers.
• Hispanic executives increased by 211 in the past
  7 years in this IT company. And its Womens
  Executive Task Force has created Mindset
  Workshops involving both men and women to examine
  attitudes toward womens leadership.

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Best Practices for ERNs
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Best Practices for ERNs
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5 Key Strategies for Best in Class ERNs

• Senior Leadership Commitment and Accountability
• Shared understanding and buy-in to the business
  case and value proposition
• Consistent commitment and direct involvement of
  the CEO and Senior Leaders
• Business and Employee Development
• Play a key role in broadening support for
  diversity and employee engagement
• Connected with marketing, product development,
  business development and customer service
  strategies
• Provide a link between the company and community
• ERN Leadership Development
• Advisor and ERN Leader roles are tied to
  executive and leadership development
• Advisors provide hands on guidance and coaching
  for the ERN
• ERN leaders are formally selected and receive
  targeted development for their roles
• ERN Governance and Accountability
• Footprint wide ERN infrastructure and network
  with an Enterprise ERN Council
• Focused and coordinated business plans that
  connect groups to the organization and each other
• Specific accountabilities and metrics with
  ongoing monitoring and feedback
• Funding and Support
• Provide access to resources through
  collaborations and partnerships with corporate
  functions
• Establish threshold funding with defined return
  on investment targets
• Provide a centralized dedicated resource

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ERNs An Engine for Developing Diverse Leaders
Value Proposition
CEO Engagement
Membership Development
Support
Investment
Talent Management
Regional Leader Development
Business Engagement
Advisor Development
Organization and Program Evolution
ERN Leader Development
Strategy Development
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The ERN Leadership Development System

• Consistent ERN leadership quality through set
  criteria and formal selection process
• Fully trained and empowered leaders Succession
  planning to increase candidate pool and ensure
  leadership continuity
• Tied to ERN leaders performance and development
  plan
• On-going training, coaching and consulting
  provided by Office of Diversity, Engagement and
  Inclusion along with Diversity Practitioners
• Executive Advisors formal Advisor Development
  Process with clear time commitment, tied to
  development and role as diversity leader
• Formal orientation to roles (leaders and
  Advisors)
• Executives across identity groups play a
  leader/mentor role and are directly involved in
  the ERN
• Accountability for business plans and results
  Continuous oversight by Office of Diversity,
  Engagement and Inclusion in partnership with
  Executive Advisors

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ERN Leader Competencies and Accountabilities

• Key Competencies
• Think strategically and look beyond the immediate
  task
• Demonstrate understanding of Wachovias Diversity
  philosophy and approach
• Effectively Communicate the ERN Value Proposition
• Execute the business plan and deliver on the
  Value Proposition
• Lead a multicultural and multifunctional team
• Build rapport with Executive Advisors and other
  leaders across the organization.
• Promote understanding of the identity groups
  work-life experience
• Accountabilities
• Effectively lead and manage the ERN organization
• Establish direction and guiding principles with
  team buy-in
• Grow and develop a participative, motivated
  membership across identity groups
• Develop and execute an annual business plan that
  delivers on the value proposition
• Build win-win strategic partnership agreements
  with Business and employee entities throughout
  the organization
• Collaborate with other networks to maximize
  resources and create value for Wachovia, its
  employees and customers
• Broaden support and drive diversity deeper
  through the organization

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Targeted ERN Leader Development

• Gain a clear understanding of new Strategic ERN
  Model
• Learn to effectively lead/manage the ERN
  organization to better serve members and deliver
  on the Value Proposition
• Build effective relationships with Executive
  Advisors, teams and strategic partnerships across
  the organization
• Obtain thought leadership, skills, tools and
  processes to enhance the ERNs performance and
  contributions to its members as well as
  Wachovias Business/Diversity goals
• Develop an ERN Team strategy and action plan to
  create value for network members and Wachovia
• Build bridges across all the networks for
  enterprise-wide cooperation, collaboration and
  contribution

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ERN Leaders Voices
Being an ERN Leader has given me the right kind
of exposure that I would not have otherwise
gotten.
Being an ERN leader has allowed me to be an
entrepreneur in a large company.
It is great learning to see what is possible
when you give yourself permission.
The challenge has been to get people thinking
strategically with an enterprise view.
Capacity has been a challenge, but you find the
timeyou get out what you put in.
I have sharpened my influence, persuasion and
sales skills.
My leadership skills have been strengthened in
generating resources, working across difference
and making tough decisions.
Being an ERN leader creates the opportunity to
do transformational work and make a huge impact.
Being an ERN leader lets me work issues that I
am passionate about and drive positive change.
I want my legacy to be that others in the ERN
get the visibility and opportunity that I have
been afforded.
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Representative ERN Contributions

• Hispanic/Latino ERN
• Helped develop Spanish language customer
  marketing materials
• Hosted panel discussion to help employees and
  managers understand the impact of immigration
  reform
• Contributed to Hispanic/Latino customer
  relationship strategy
• Participate national Hispanic/Latino recruiting
  and community partnerships
• Black/African American ERN
• Active support to source and recruit talent
• Hosted career skills workshops to support
  employee development and retention
• Partnered on Black/African American customer
  segment initiatives
• Partnered with the company on NAACP relationship
• Supported Whats in Your Purse? and Where
  Wealth Lives market initiatives
• Womens ERN
• Partnered on the Women with Wachovia customer
  initiative
• Created substantial development programming for
  women in professional and leadership positions
• Independently initiated several employee
  engagement initiatives for women
• Supported the Purses and Platforms of Power
  program

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Representative ERN Contributions (contd)

• GALEA ERN
• Active partner on customer segment issues
• Partnership in sourcing and recruiting talent
• Helped the company achieve a 100 score on the HRC
  Equality Index
• ALL
• Active support for the companys Community
  Relations and employer branding efforts
• Act as ambassadors for the company in the
  communities we serve
• Contribute to product and customer relationship
  development
• Develop heritage month strategies and programs
  to engage employees and customers across the
  footprint

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Wachovias Employee Resource Networks
Creating Value for Individuals And the Enterprise
Email steve.larson_at_wachovia.com Phone
704-383-0318
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