1. Leadership Competency Model

2. Leadership Competency Model
Why the need? What will our refreshed model do?
Clearly define the leadership competencies that are required for us to be successful, now and in the future
Support strategic changes to the business: stronger focus on innovation, preparing us for the future in a changing environment
Support Talent Pipeline processes and identification of top talent
Provide alignment to our culture - descriptive, differentiated, and observable
Allow our current leaders to grow with the future
Prepare future leaders

3. Dream, People, Culture
Our mission is to get the right people in the right roles at the right time, drawing on their capabilities in an engaging professional environment.
Our People principles, which were reviewed and refined in 2008 as a precursor to the integration of InBev and Anheuser-Busch, underpin our entire culture.
. Ten leading principles forming the essence of our culture.
Broken into the 3 components – Dream/People/Culture
Our DREAM is to be the Best Beer Company in a Better World, ultimately delighting our customers and consumers, time and again.
The principles allow us to achieve a level of “sameness” that, while respecting other local cultures, allow us to work together to achieve our global Dream.

4. Leadership Competency Model Competencies & Competency Components
Behaviors differentiated by Leader Level

5. Leadership Competency Model Competency Component Definitions

6. Leadership Competency Model Differentiation by Level
Key Difference: Differentiation by leaders’ level in the organization
LEVEL
BAND
Leader Level 1 (LL1)
EBM, Band 0-II
Leader Level 2 (LL2)
Bands III & IV + selected Band V, if managing teams
Leader Level 3 (LL3)
Band V and below
5 behaviors from the Develop People LL2 level also apply to managers with direct reports in Bands IV and below

7. Leadership Competency Model Guide for Behaviour Differentiation by Level

8. Leadership Competency Model Examples of Behaviour Differentiation by Level
Represents the standards that we hold leaders to at different levels
The model builds on itself... For example:
Expectation is that LL1 should have mastery of the behaviors at LL2 and LL3
LL3 with strong leadership potential for the next level would likely demonstrate proficiency in some LL2 behaviors

9. Detailed Behaviours by Leader Level

10. Dream Big
The first Competency Component under the master competency “Dream Big” is “Turn our Dream into Reality.” The definition of this Competency Component is to articulate a clear, sustainable roadmap to success.
We believe that all leaders will need to demonstrate clear alignment to our strategic direction and take action – sometimes difficult action – to support it. This, of course, looks different depending on your leadership level.
At the LL3 level, you are aligning your actions with the strategic direction of the company and making sure what you do supports both the short and long-term.
Example: Taking ownership of the cascaded KPIs and delivering the expected results.
At the LL2 level, you are translating strategy into clear actions and are willing to sacrifice a short-term target if it is the right thing for the company in the long run.
Example: Building action plans to transform the 3-year-plan strategy into an executable “1-year-plan” action plan. Personally developing the action plan, cascading realistic KPIs to the team, and deliver expected results.
At the LL1 level, you are articulating and creating strategy and again and are willing to sacrifice a short-term target if it is the right thing for the company in the long run.
Example: Consistently contributing to and delivering the 3-year plan strategy and results. Ensure 1-year action plans are aligned with the strategy and follow up on expected results.
ACTIVITY:
Stop now for a moment and think about your own leadership level. Can you think of one example of what this behavior would look like in action? (solicit feedback from the group)

11. Dream Big
The next Competency Component under the master competency “Dream Big” is “Think about the Next Big Opportunity.” The definition of this Competency Components is to explore opportunities and new innovations that help to shape our company.
At the LL3 level, this means applying your knowledge of customers or internal/external clients to bring new ideas to the company.
In action, this might look like establishing new processes with supply to save water or to use trucks more safely.
At the LL2 level, this means anticipating client and consumer future needs and benchmarking internally and externally.
In action, this might look like leading an initiative to benchmark externally new technology solutions to enable better information availability about our customers.
At the LL1 level, this means looking at the external market, anticipating changes and finding new game changing opportunities. It also means creating an environment that supports smart experimentation and innovation.
That means supporting, championing, and implementing innovative ideas of others and occasionally letting people “fail” if the failure can be learned from and will lead to a successful innovation in the long run.
In action, this might look like leading a major initiative to get consumer insights and implementing clear actions to change market trend for a certain category or brand.

12. Dream Big
The last “Competency Component” under the master competency “Dream Big” is “Move with Agility.” The definition of this Competency Component is to rapidly adapt one’s thinking and approach to our ever-changing world. The world is changing at a rapid pace and will continue to do so. So is our company, and our leaders will need to be adaptive in the future.
At the LL3 level, you’re expected to respond quickly to change and take ownership for implementing changes when required.
Example: This might look like quickly embraces changes to policies and processes and will implement very quickly.
At the LL2, you are expected to understand the need for change and driving it forward.
Example: driving implementation and “rallying a team” behind an organizational initiative like the Excellence Program.
At the LL1 level, you are expected to drive positive change, shift strategy and plans to adapt to change, and provide clarity of direction to the company in times of change.
Example: managing the change associated with new restrictions on advertising; altering our mindset and our priorities to address the issues that could impact our company.

13. Develop People
“Develop People” is the next Master Competency, and the first “Competency Component” under this competency is “Grow Talent.” The definition of “Grow Talent” is to develop future leaders by recruiting, developing and retaining our best people.
This time, let’s start at the LL1 level:
At this level, you are expected to be actively involved in recruiting global talent into the company who have great potential to become exceptional leaders.
You should be building teams with the right mix of profiles, people who will support our dream.
You should be a great developer of talent, moving people out of their comfort zone to give them great experiences.
You should also be giving people both feedback and coaching that is constructive and timely.
Last but not least, you should know who your top talent is and put personal time toward retaining them by understanding why they are here, what they want out of their career and what motivates them.
An example of this might be spending more time with top talent and providing top talent with new opportunities; actively moving talent in the organization to continue employee development, or cross-functional talent reviews to look at talent in all areas of the organization. Another example is to be personally involved in the GMT and Global MBA recruitment.
At the LL2, you should be getting involved in recruiting talent with extraordinary potential, you are building strong teams, you are providing feedback and coaching. You’re also personally open and receptive to feedback and will accept development outside of your own comfort zone.
An example of this might be developing team members so well that other teams want to recruit them away and not having a problem “giving up” those employees because you will develop new talents.
At the LL3 level, you should be teaching others and looking for opportunities to share insights and knowledge. You’re also looking to constantly grow and challenge yourself by learning new things.
An example of this might be actively seeking new, challenging projects where one might not have the knowledge.

14. Develop People
The next Competency Component under the master competency “Develop People” is “Inspire and Motivate.” The definition of this Competency Components is to inspire people to go above and beyond by celebrating great achievements, treating others with respect and promoting our culture.
At the LL1 level:
You are creating an environment of celebration by recognizing behavior aligned with AB InBev’s culture.
You are also acting with respect and showing candor in the consistency of your actions.
You take personal accountability for improving engagement results and you inspire others through timely, compelling communication.
You tie the contributions of the team to the larger Dream and you act as an ambassador of our culture internally and externally.
An example of this might be actively taking personal responsibility for understanding Engagement results and putting teams in place to take visible action to address concerns. Also, creating a messaging plan at the LL1 level that is consistent across groups, but tailored appropriately to specific audiences.
At the LL2 level, you are celebrating and recognizing the contributions of others, you treat others with respect, openness and candor and show genuine interest in listening to others. You take action to retain the best employees and act as an ambassador of our culture.
An example of this might be appropriately recognizing a team win in a timely manner. Giving credit to your team when appropriate.
At the LL3 level, you are celebrating when the team wins, you understand the words and impact of your actions and demonstrate respect in dealing with your colleagues. You also act as ambassador for AB InBev’s culture internally and externally.
An example of this might be actively participating in celebrations of both team and company wins and understanding the business application of the win.

15. Develop People
The last Competency Component under the master competency “Develop People” is “Act with Impact and Influence.” The definition of this category is To drive internal and external collaboration with colleagues, partners and vendors. We must make things happen beyond reporting lines.
At the LL1 level, you are expected to establish a strong network that will drive work and create opportunities for the company, you align stakeholders and involve others in making final decisions, and you balance assertiveness with collaboration to produce results.
At the LL2 level, you are collaborating across functions to get things done, and again, you are balancing assertiveness with collaboration to produce results.
At the LL3 level, you are establishing relationships outside of your group to get things done and balancing assertiveness with collaboration to produce results.
An example of this at the LL1 level would be to create an environment to deliver the company strategy by aligning external regulatory company objectives and with internal company objectives (ex. Working with the external regulatory bodies on responsible drinking campaigns, which aligns with our company’s Better World initiatives ).
An example of this at the LL2 level would be making decisions that protect the interests to the company and not only just the team, but has team understand the decisions and still deliver on results.
An example of this at the LL3 level would be involving many areas in a product launch and ensuring that everyone is doing their own job.

16. Live our Culture
Our final master competency is “Live our Culture” and the first “Competency Component” under this competency is “Drive Execution.” The definition of this category is to champion ownership culture through accountability, deliver consistent results, and always make decisions with a sense of urgency.
At the LL1 level, the company expects that you will take personal accountability for ensuring that work meets the expectations of internal and external internal and external customers. You are also expected to grasp complex issues quickly and act with a sense of urgency.
An example of this might be personally revising an action plan and following up on the status for all major initiatives in your area. Challenging results, requesting additional analysis if necessary, and making touch decisions when necessary. For example, you may need to prioritize a certain initiative over another, stop a projects that is not worth continuing, and addressing performance issues that have not improved to the required level.
At the LL2 level, the company expects that you will take personal responsibility for achieving results, even when you have to make tough decisions, and you’ll do this with a sense of urgency. You are also driving your team to higher levels of performance by setting challenging but achievable targets.
An example of this might be personally getting involved in the action plan development, and personally executing on the critical actions. You make sure the actions are relevant to get the expected results or change them as needed. You make sure the targets (for your team and major stakeholders) are aligned to the initiative, and have clear deliverables/values. These targets should be a stretch, but achievable.
At the LL3 level, the company expects you to achieve and exceed expectations and take personal accountability for making difficult decisions, when necessary. You are also expected to uphold our culture of high performance by constantly raising the bar for others and setting challenging but achievable targets.
An example of this is quickly understanding what the assignments/tasks are and executing according to the plan and you take actions (investigate the cause, solve the problem yourself or escalate as necessary, and follow-up) to solve problems that may cause a deviation from the expected result.

17. Live our Culture
The next “Competency Component” under “Live our Culture” competency is “Strive for Excellence.” The definition of this category is to never be satisfied with results, to always be looking for ways to improve without compromising quality or longer term success.
At the LL3 level, you are keeping processes simple and clear, you are not re-inventing things when it’s not necessary and instead copying and sharing best practices. You are using the AB InBev method approach of PDCA and our Belts programs to improve performance.
An example of this would be if you are in Supply, and you are facing a chronic issue with the machines, you look for solutions/best practices to solve the problem by talking with your supervisor or looking for other available information. You implement the best practice and adapt as necessary to solve the specific problem.
At the LL2 level, you are driving excellence programs, best practice sharing, and using AB InBev’s methodology such as Belts and PDCA. You are consistently creating new ways of improving results while reducing cost and spending time where things happen – the field, the shop floor and with internal and external customers.
An example at this level is you personally understand the Excellence Program in your area, and have identified gaps compared to the expected results. You create a comprehensive action plan and diligently follow-up on the executions to close the gaps.
At the LL1 level, you are always challenging the status quo, opening gaps with structure and method, and spending quality time where things happen – the field, the shop floor and with internal and external customers.
An example here is you have analyzed your targets and identified the need to assign Green and Black Belts to close the chronic gaps. You supported the Belt project and personally followed-up on the results of the project. If necessary, you will correct the course of action to ensure the project is achieving the expected results.

18. Live our Culture
The last Competency Component under the master competency “Live our Culture” is “Demonstrate Resilience.” The definition of this category is to maintain performance in the face of uncertainty or adversity while caring for oneself and others.
Wellbeing
Let’s, for a moment, focus on one part of “Demonstrates Resilience” - the concept of wellbeing. This idea might be new or vague. Wellbeing can mean any number of things: It can mean making sure you’re not putting yourself or others in an unsafe environment. It might mean supporting your colleagues to go home when they are ill or have family emergencies. It means taking care of all aspects of our life to ensure you can maintain and sustain high performance at work.
An example of wellbeing is a Manager noticing that the team seems fatigued or stressed from a big project. The manager schedules a lunch, acknowledges that the team appears tired or stressed, and asks the team members, “How are you doing?”
At the LL3 level, you are expected to stay focused and positive when faced with obstacles and setbacks and face challenges with enthusiasm and professionalism. You are also expected to care for the wellbeing of yourself and of your colleagues.
At the LL2 level, you are expected to help others stay positive and focused under times of stress or change, see change as an opportunity and act as a positive role model in how you care for the wellbeing of yourself and of your colleagues
At the LL1 level, you are expected to help others stay positive and focused in the face of change, and help them believe that there will be a positive future. You are expected to handle ambiguity and uncertainty well and see opportunities that others don’t. Again, you’re expected to act as a positive role model in how you care for the wellbeing of yourself and of your colleagues
An example of this at the LL1 level is when communicating the results of a tough financial year, communicates the news to the team in a way that is clear, that provides business context, and verbally takes accountability for next steps and helping the team to move forward
An example of this at the LL2 level is when faced with a difficult business challenge, individually ensures that team members’ concerns are addressed and that they remain motivated and focused on next steps.
An example of this at the LL3 level is when things aren’t going as planned in a project, resists the temptation to complain or place blame and encourages teammates to stay focused on the work by their positive example.

19. 180 Assessments

20. 180 Assessment Process Moving to the OPR Tool!
Employees required to complete a self-assessment
Manager rating being the final rating
Employee’s are rated on the LL3 behaviors
Qualitative feedback can be collected by line managers
Benefits
One system! Employee profiles, competency reviews, OPR
Scores will automatically show up on employee profiles
Consistency with 360 participants
Ratings on behaviors will assist with development planning
Richer reports that are more consistent with the 360
More information and training on the assessments to follow in the coming weeks…

21. Rating Scale Rating Category Definition Exceptional (E)
Sets example by demonstrating consistent excellence in this area, even in the most challenging situations
Real Strength (RS)
Demonstrates high level of effectiveness in this area in most situations
Proficient (P)
Demonstrates fully satisfactory level of effectiveness in this area across a variety of situations
Development Need (DN)
Needs some improvement to successfully perform in this area
Weakness (W)
Requires significant improvement to successfully perform in this area

22. Other Questions All assessments include additional questions:
Challenge Questions – thought provoking questions to be asked during the self-assessment allowing participant to reflect on the past 12-month’s achievements
Cultural “Non-negotiable” questions
Ethics & Integrity
Safety
Responsible Drinking

23. It is your turn to “Shoot The Puck!!!”
Development is owned by Employees,
Supported by Managers,
And enabled by the People Department.
How are you going to apply what you learned today in trade?
Collaborate with your manager to fully understand your Competency Review.
Discuss Competency development opportunities with a peer.
Build your development plan with actions to grow competencies TODAY!