QUESTION 1: How does your WBRG demonstrate leadership in times of change within your organization?

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1 1 QUESTION 1: How does your WBRG demonstrate leadership in times of change within your organization? Target different audiences: men, sr. women leaders Leadership skill scorecard connecting events to skill development Build smaller group forums to have small networking with executives. The 4 E s exposure, experience, engagement and education Unifying the message and focus Align co-chairs with VP in the business for sponsorship/mentorship Connect with other BRGs combined efforts big bang for our investment Collaborate and communicate Involve new leadership educate on why BRG matters Lunch & learns resiliency How should BRG support? o BRG leadership team transition plan o Roles change each year o Ask biz leadership how BRG can help with change Get upper management to acknowledge we have an issue Communication Timing Patience Training Promoting new opportunities Trust and confidence Create and impact change in the future o Be a conduit to share company information and employee concerns o Use the BRG to educate through change make it a business objective of resource group o How do we develop existing employee to support new business focus? o More communication about what BRGs mission/vision to all BRGs o Promote communication throughout the merger so that it resonates with women and men o Promote events that bring together community o How do you deal/thrive through change? BRG reflective of business change o Commitment of senior leadership Women are coming together to embody their talents and prepare for the future o Senior leaders show up to support the BRG. Use ECL to engage with business to support transformation (especially through the reorg)

2 2 Programming focusing on transition how to survive BRG venue for transparency. Duplicate before new org help each other through change Emotional connections get to engagement HR Support ERGs support and offer help Erg s maintain focus and offer a norm during change Helping position strategically w/in changing organizations BRG provides the support through the changes o Providing a resource to identify individual value o Honest real feedback Provided consistency Continued to provide leadership exposure Training leaders on the value of ERGs Continued communication Solving issues together Town hall meetings Realign BRG with new initiatives Be more of a resource during times of change and communicating Identify strong leaders within the organization Focusing on retention HR BP developed council to help BRGs to be more effective (HRBP partnered with chair/co-chair) Feedback WBRGs acted as sounding board Strategically ensured great leadership in split of companies Women leaders communicate change to their organizations Change issues discussed at BRG and facilitated communication to management Forum for asking questions. Provide resources for networking new job/promotion/retention

3 3 QUESTION 2: What are the opportunities for your WBRG to be more impactful and how (specifically) can you lead through change? Get men engaged Women need to be comfortable with exposure How to accommodate personal changes. Help people understand their options. Are you going to be a victim or are you going to change? Change driven by growth. Change driven by reorganization. Why don t women sponsor one another more often? Sponsorship vs mentorship Better management engagement between women and manager We need one another. PepsiCo: reduction by 10%/ Female CEO/ develop executive sponsorship /women mentorship/ Why aren t women better sponsors for other women? I not we (increase self-promotion) Let your voice be heard! Personal board of directors Increase cross development opportunities Maternity leave / reduced hours connect with HR Job share Day care on campus Not much! But we have opportunity to change and align more with the business (LGB) You re in good hands increase leadership opportunities for new voices to WBRG Women in sales teach other women how to sell themselves Raise visibility and increase opportunities educations and analytics what is the problem and how will we solve it? How do you remain relevant tie back to results Tell stories [ safe space Ask questions/ how do you add value/transparency of leaders/succession plan for BRG How to keep people who remain after the change to keep productive/engaged Listening / asking curious questions to expand understanding/empathy Began integration of 2 BRGS after acquisition more on local level than corporately o Full support from leadership. Peer to peer connection to assimilate to organization o Leverage BRG as resource to understand impact to me (personally), team, organization at all levels and network for support o Exec sponsor to lead/communicate change

4 4 o Distribution of key information o Qtrly communications across all BRGs Communication and consistency Be candid Be honest Be a change agent Sponsors are advocates and allies Unite WBRGs behind a topic or skill or leadership capability and co-lead events BRGs are cross functional and divisional and provide POV to change BGS continue to stay on course through change are well rooted Set roles/responsibilities of BRG leader and how this brings exposure in the organization of their skills/talent and value add Times of change internal training less resources pull in the majority Employee engagement / authentic leadership/impact EE survey results/hipo session Reorg and lay offs Membership high/lows Book: Play Like a Man, Win Like a Woman Jury Consultant- homework is describe a difficult situation u face at work Measure engagement within the WBRG Track retention and promotion of WBRG members Connect with other ERGs Tie to performance & compensation (BRG engagement) WBRGs can advocate for changes in HR for performance and compensation To be a voice Starting a conversation o dry run o Safe environment for real development Knowing your culture Global thinking Provide a voice at an executive level Lead an event/activity that provides: o Links o Books o Motivation o Direction

5 5 o Starting place Being a conduit making connections Support and resources to ask, listen and provide leadership for the team Senior female coaching WBRG obtain high level info from executives Culture / Brand ID Outplacement recruitment ANG tour acts of good in the local community o Build business o Company brand o Associate /customer engagement Company programming in the community give back o Frontline employees face of company WBRG Host Q&A sessions to communicate/discuss change understand Build business acumen of BRGs to stay aligned during change Leadership development opportunities to gain visibility Intentional talent reviews of all members of BRG Team members develop relationships with members of BRGs (during transition) Opportunities: o Personal development skills (women focused) o Engaging more men o Aligning with business initiatives to ensure relevance/credibility o Measurement o Build skills focused on leading/managing through change ID the strongest BRG and ensure successful transition Expansion of board (co-leaders) Focus on developing business acumen Clear mission/vision Transition resources, retain top talent Recognize and reward success of BRGs with companywide program Leverage technology and sponsorship to engage more people (clients of bank) Clear goals and structure to align to the goals Opportunities to be impactful. Business value typically help with promotion, awareness. Instead partner with business Women are target markets (externally)

6 6 Sponsor women to lead business initiatives (eg. Within their functions) Leverage BRG to translate to incremental sales (community march of dimes) Localized community support and services for women o Brand recognition new customers with metrics Know business needs and strategy to find opportunities for impact.