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Positioning BRGs for success:leader identification and supportJennifer BrownBryan Gingrich, Ph.D.John StotlerPresidentSVP, Enterprise D&I LeaderWells FargoPRIDE PresidentJennifer BrownConsultingOctober 2016 2016 Wells Fargo Bank, N.A. All rights reserved. For public use.Technology ManagerWells Fargo

AgendaWells FargoBRG StoryFire e1

Mobilizing our Diversity & Inclusion EcosystemTeam Member Network(TMN) Leadership BoardD&I Councils/TeamsTMN Presidents, TMN ConsultantsLine of Business (LOB)D&I CouncilsEnterprise Diversityand Inclusion CouncilD&I Strategic ThoughtLeaders Led by CEOD&I Tactical TeamsLocal Site D&I TeamsCross-LOB RegionalD&I CouncilsD&I ConsultantsEcosystem Key Partners/FunctionsTalentAcquisitionTalent Planning& DevelopmentHRCorpCommEEO/AAGov & CommRelationsSupplierDiversityMarketSegmentsAll Team Members2

D&I Ecosystem: Mobilization Transit MapSTRATEGYNETWORKSCOUNCILSVisionSocialGoals & dCultural competenceResourcesLeader behaviorsERGsStatus Quo“US”“Them”LOB SiloSTORYTELLINGOwnershipCriticalEDIMatrixGlobal mindsetBusiness plansComplianceEmbeddedScalingPersonal s caseSelfawarenessProgramsAssessmentMessageBusiness r specificCompensationTalent DriverSWOTSharedValue DriverStoryROI & impactBRGsSegmented3

Network path and Team Member NetworkLeadership Board323 chapters 1,900 leaderrolesBusiness plansTalent DriversBusiness ledfull count78,945distinct count50,485Value DriverBRGs4

We’ve been building a leading-edge ion ofTMNsMembershipdatabase andreportsCentralizedTMN Portal;Team MomentsGrowingcapabilitiesEnterprise TMNLeaderidentificationprocessEnterprise TMNleader SupportStrategyChapter &RegionalLeader SupportStrategyEvolvingprocessesGuidelines andpoliciesAnnualPlanningprocessesEnhancingMetrics &reportingSustainingRelevancyAnnual surveys& feedbackmechanismsTMN ExpansionTMN MarketingCampaignIncreasing our ability to deliver value5

Step 1. Position TMN leader roles as high impactdevelopment opportunitiesStrategic and intentional use of talent data to match leaders withopportunities to: Enhance Wells Fargo’s reputation in the communities we serve Apply their expertise outside their day-to-day role Help lead and shape our culture of inclusion and build “muscle”in terms of leading across difference Develop new skills through powerful, experiential urce TalentKey considerations in thesourcing process include: Diverse slates Organizational needs Individual interests Development needs Career goalsDevelop TalentSelect talent for experiencebased opportunity or role: Non-profit board service TMN Leadership Role Diversity Council Leadership Role Special project or assignment Open executive/senior leader role6

Step 2: Develop leadership support frameworkMatch Talent &OpportunityIdentifyleaders whobenefit fromtheexperienceIdentifyleaders withstrengths tomaximizebusinessimpactMatch leader with the right opportunityleveraging talent data and strategicpartnershipsConsult withrequestor tounderstandopportunityand needsDevelopment rt Measurement,tracking, andreporting Evaluation ofthe experienceSupport toolkit withguidance for priorityroles Peer partner Check-ins Consulting support Feedback loop Role exitSelf-service learningsite with resources Getting started Key skills Commonchallenges Policies Role exit Leveragingexperience inprimary role(s)Well managed communicationsStrategic partnerships with Diversity & Inclusion, Government & Community Relations, andBusiness Unit talent managers7

Step 3: Build self-service support siteSectionComponents Provides information on D&IConsideringStrategy, TMN program,TMNroles, responsibilities withLeadershiplink to on-line nominationformTMNLeaders Getting startedEffectively executingPlanning your developmentClosing my TMN leader role Overview of TMN Program,roles, responsibilities; HowManager ofto support your direct reportTMNin their TMN leader role;LeadersFAQsHumanResources Overview of TMN Program,roles, responsibilities; Howto support your client(s) intheir TMN leader role;specific content for TMNConsultants and HR Liaisons List of tools/resources fromResourcesthroughout the site8

Considering TMN Leadership What do I need to consider about TMN Leadership?TMN Leader rolesHow do TMN leaders get nominated selected?Is TMN Leadership a fit for me?Making a TMN Leadership Commitment9

TMN Leader Getting started in my role Executing effectively my TMN Leader role– Key leadership processes (e.g., annual plans, succession)– Skills for network leaders Engaging in courageous conversations, Influencingothers, Presenting effectively, Promoting D&I, Coaching& Feedback, Motivating & Enabling– Guidelines and policies– Common Challenges– Resources for TMN leaders Planning my development Closing my TMN leader role10

Planning my developmentCompetency assessmentThese competencies are the property of Zenger Folkman Company and are taken from The Extraordinary Leader and The ExtraordinaryPerformer leadership development models. 2012 Zenger Folkman Company, all rights reserved. Used with permission.11

Key players to ensure success12

Dual Advisor structure1 of Segment,1 not of SegmentBenefits of dual advisors Assist the TMN leadership and members to betterunderstand Wells Fargo’s business imperatives andmanagement’s expectations Ensure TMN linkage and access to Wells Fargomanagement Bring different backgrounds, experiences and resourcesto enhance the advisor role and contributions to theTMN, especially the diversity and leadershipdevelopment of Advisors and TMN leaders Share responsibilities and accountability for the successof the network Cross-mentor each other and increase learning aboutdiversity leadership Ensure the Advisor team has knowledge andunderstanding of the TMN members’ experiences andunique needs Provide the opportunity for leadership and diversitydevelopment to a broader base of executive talentResponsibilities Evangelist: Champion, advocateand broker for the TMN and is fullyengaged as an active, committedpartner Innovator: Energize and providecounsel to Enterprise TMN leaders toenhance performance, engagement,hold accountable and drive businessimpact Strategic: Provide managementperspective and insight into WellsFargo’s business imperatives,management expectations andcorporate culture Mentor and Coach: Activelyparticipate in talent development forthe Enterprise TMN leadership,including selection, coaching,mentoring, development andsuccession planning Lead self: Take personalresponsibility for developing owndiversity and leadership skills13

Key OfferingsAll of JBC’scustomizedD&I/ERGStrategyProviding strategic planning support: JBC can develop strategies for companies justgetting started, or review and refresh existing strategies, all with a four-step changeprocess. This includes D&I Council support, as well as end-to-end ERG/BRG strategicprograms. Our ERG expertise is broadly acknowledged; our well-regarded whitepapercan be found here.offerings aredeveloped tomost effectivelyExecutiveTeamenactorganizationalchange, withD&ITrainingembeddedchangeGuestSpeakersCoaching and consulting: JBC can work with your executive team to encourage greaterinvolvement and sponsorship, promote the business case, elevate diverse talent, anddeepen understanding. Consider providing them with our Executive Sponsor whitepaper.Designing or updating Diversity and Inclusion and Unconscious Bias training: JBC hasextensive experience designing and delivering awareness and skill building programs formanagers, and for entire employee populations, both in the classroom and via webinars.Providing spotlight learning and external speakers: JBC delivers talks and presentationson workplace trends including Gender, Ethnicity, Generations, LGBT and Allies,Disability, and other emerging definitions of diversity, including diversity of thought andcommunication style.managementbest g leadership training: With our particular focus on high potentials, JBC can helpyoung leaders develop their critical ability to lead in a multi-generational, virtual, andfast-changing workplace.14

The Challenge of TransformationExecutive Sponsors can be catalysts, guides, and champions of the changes.It is through honest self-reflection and willingness to change that organizationswill be able to access the untapped innovation that already lies within.ERGs must demonstrateCOMPANIES must look attheir value proposition to betheir old ways of doingtaken out of silos andbusiness and take advantageembedded throughout theof missed opportunities.organization.15

Our experience suggests that Executive Sponsorsare the single most under-utilized resourcewithin ivalence16

Lead Like the Business Leader You AreRun it like abusinessUtilize the leadershipskills and businesscompetency that got youto where you are.What makes executive sponsorship different? Inclusive leadership amplified Voluntary workforce, motivated by personal passion Deep subject matter expertise, in need guidance in translating tobusiness results Too often characterized by lack of clarity, structure or accountability17

Exploring Five Key RolesStrategistEvangelistInnovatorBrokerMentor18

JBC Executive Sponsor Five Key Roles StrategistVisionaryProactiveCritical Thinker Partner with the group to articulate a mission, vision, and goals aligned with theorganization’s business, talent, or diversity and inclusion goals. Focus the group’s ambitions and strike an appropriate balance between the interestsof local chapters and the goals of the national network. Evaluate the group’s structure and governance and recommend re-engineeringwhen necessary, with an eye toward enhancing effectiveness, visibility, and impact.A strategist defines a mission and vision for the ERG, gathers the information neededto make critical decisions, and provides proactive counsel to help achieve greatergoals.19

JBC Executive Sponsor Five Key Roles EvangelistPassionateEnergeticDriven Convince executives and middle managers of the value of the ERG. Elevate discussions about growing membership and increasing engagement. Advocate for the ERG’s position on signature issues.An evangelist is a public advocate for not only the ERG itself,but also the causes the group supports.20

JBC Executive Sponsor Five Key Roles InnovatorCreativeOpen-MindedRisk-Taker Cut through red tape. Leverage the position’s power to procure needed resources. Bring new resources and ideas to the table, with the goal of encouraging the ERGleader and members to identify new ways to make a difference or look at anobstacle as a road to a new opportunity.An innovator uses creativity to identify improvements in structure orgovernance and initiate new methods or ideas to solve inefficiencies.21

JBC Executive Sponsor Five Key Roles BrokerConnectedInfluentialResourceful Connect ERG to funds and people in the company. Share information about company priorities and initiatives. Connect the company to the concerns of ERG members. Make connections to important people and organizations outside the company.A broker has the ability to reach influential leaders to arrange or negotiateresources or access for growth opportunities.22

JBC Executive Sponsor Five Key Roles Mentor Teach professional and leadership skills. Provide career advice. Model “bringing your whole self to work.”CoachRole ModelConfidantA mentor nurtures talent, fosters potential, and develops excellence in others.23

Creating Higher Impact for Executives To things they care aboutAlignmentCredibility Credo Ability(who you say you are and what you do/deliver)Visibility Impact, not just activity Transparency Why should we invest inyour work? Why shouldwe show up?24

Creating Higher Impact for ExecutivesAlignment What do they want andexpect you to be alignedto? What is it they careabout?CredibilityVisibility How will they measureyour credibility? By your ability to dowhat? What do they need tosee and hear to continueto invest?25