TeammateDevelopmentGuide_FINAL

TEAMMATE

DEVELOPMENT GUIDE

“We will be a learning
organization, committed
to continual development
of ourselves and others.”

- Coke Consolidated
Purpose Statement



At Coke Consolidated, we are growing with Purpose.

Our dedication to being a learning organization, committed to the continual development
of ourselves and others is at the heart of who we are. This is demonstrated in part by
the resources and opportunities we offer that support your personal and professional
development.
This guide enables you to identify and master skillsets necessary to achieve your career
goals. We want every teammate to learn and grow by creating a personal development
plan tailored to your own interests and needs. Learning is most beneficial when using a
blended approach of experiential learning, exposure to hands-on coaching, and formal
classroom education. Within this guide you will find the services we offer to utilize this
model to maximize learning effectiveness:

FORMAL TRAINING 10% LEARNING THROUGH OTHERS
20%
Courseware designed to Coaching, feedback, job
develop knowledge & skills shadowing & mentoring

through facilitator-led
and online learning

ON-THE-JOB 70%

(experiential)

Learning gained
through experiences

Best of luck to you as you UnCap your Potential on your Learning Journey!
Intro | LEADERSHIP DEVELOPMENT GUIDE 3

COKE CONSOLIDATED’S CORE BEHAVIORS

EMBODY COMPANY PURPOSE & VALUES

Inspires people to deliver our mission and demonstrate passion for
the business.

ENGAGE & DEVELOP PEOPLE

Committed to building our people, our capabilities, and our teams.

CUSTOMER FOCUS

Identifies, understands, and gives priority to satisfying the needs of
internal and external customers.

DELIVER RESULTS

Consistently pushes self and others to achieve established business
goals, Create Value & Deliver Results. “Act like an Owner”

REINVENT CONTINUOUSLY

Dedicated to innovative thinking and enhancing
personal effectiveness.

4 LEADERSHIP DEVELOPMENT GUIDE | Intro

TALENT DEVELOPMENT 6

Which learning track is right for you?

EMPLOYEE ONBOARDING 21

Welcome to the Company! Purpose-Driven careers start here. This section describes onboarding
opportunities available from day one for all teammates, and continues with role-specific
opportunities.

CAPABILITIES 26

Ready to step up your game? Take advantage of these programs geared towards your
development. This section contains opportunities for all teammates, and role-specific offerings.

SALES EFFECTIVENESS 32

Are you in a selling role? Ready to make an IMPACT? This section contains course offerings based
on proven sales strategies that will help you align with your customers’ needs and win in the
marketplace.

CREATIVE/LEARNING SERVICES 39

Our team of experienced video, graphic, and instructional designers offer design and
creative services.

RED CLASSIC 41

As a Red Classic teammate, this section describes offerings specific to your business, from

onboarding to role-specific opportunities.

Table of Contents | LEADERSHIP DEVELOPMENT GUIDE 5

TALENT DEVELOPMENT

Developing the competencies and skillsets of our teammates
with specialized learning and performance opportunities.

6 LEADERSHIP DEVECLOluPbMCEoNkeT iGmUmIDeErsio| nTaSleanlet EDfefevcetloivpemneesnst | LEADERSHIP DEVELOPMENT GUIDE

PROFESSIONAL DEVELOPMENT

Regardless of where you are in your career, we have professional development opportunities
available to help you master fundamentals, increase your effectiveness, and build toward
the future.
Your knowledge and skills should continue to evolve and adapt to meet the constantly
changing conditions and challenges of our business environment.
The following pages list professional and leadership development opportunities available to
all teammates.

Talent Development | LEADERSHIP DEVELOPMENT GUIDE 7

ONLINE LEARNING OPPORTUNITIES

PROFESSIONAL TRAINING

Learning at your pace short (15-120 min) interactive training.

EMBODY COMPANY PURPOSE & VALUES: • Personal Power and Credibility
• Developing a Plan to Further Your Career
• Cultivating Relationships with Your Peers • Getting Your Career on the Right Track
• Forging Ahead with Perseverance
ENGAGE & DEVELOP PEOPLE:
and Resilience
• Organizations Change So Get Ready Performance Management
• Ethics and Values • Giving and Receiving Feedback
• Integrity and Trust • Managing Conflict
• Organizational Agility • Handling Team Conflict
• Redefining Yourself after • Effective Team Communication
• Encouraging Team Communication
Organizational Change
• Your Role in Workplace Diversity and Collaboration

REINVENT CONTINUOUSLY: Leadership Development
• Being an Effective Team Member
Decision Making • Building Personal Power through Influence
• Avoid Procrastination by Getting • Contributing in a Team Environment
• Building and Managing Upward
Organized Instead
• Negotiating Relationships
• Peer Relationships
Communication • Understanding Others
• Written Communication • Controlling Conflict, Stress, and Time in a
• Listening
• Organize Your Physical and Digital Workspace Customer Service Environment

Self Awareness Courses available through
• Emotional Intelligence
• Assertiveness
• Personal Learning
• Self-Development
• Perseverance
• Taking Stock of Your Work/Life Balance
• Take a Deep Breath and Manage Your Stress

Strategic Agility
• Using Strategic Thinking to Consider

the Big Picture
• Responding Effectively to Risks

Personal Leadership
• Become a Great Listener
• Becoming an Accountable Professional
• Building Rapport with Your Boss
• Building Your Professional Network

8 LEADERSHIP DEVELOPMENT GUIDE | Talent Development

HUMAN RESOURCES TRAINING

EMBODY COMPANY PURPOSE & VALUES: CUSTOMER FOCUS:

• Leading Organizational Vision • Implementing Transformational HR

• HR as Business Partner: Managing Talent
for Organizational Success
ENGAGE & DEVELOP PEOPLE:
• HR as Business Partner: From Cost Center
Talent Management to Strategic Partner
• Performance Appraisal and
• Linking HR Functions with
Talent Management Organizational Goals
• Building Career Development Programs
• Compensation and Benefits: Managing
and Succession Planning Policies, Programs, and Activities
• Effective Succession Planning:
• Compensation and Benefits: Organizational
Determining a Talent Pool for Key Positions Responsibilities
• Implementing and Assessing a Succession
• Compensation and Benefits: Regulations,
Planning Program Strategies, and Needs Assessment
• Gauging Your Organization’s
• Employee and Labor Relations:
High-performing Potential Employment Regulations and
• Regulations and Organizational Organizational Programs

Development • Employee and Labor Relations: Unions
• Workforce Management and Using and Collective Bargaining

Technology and Data • Behavioral and Disciplinary Issues

and Resolution

DELIVER RESULTS:
Attract
• Hitting the Recruitment Bull’s-eye
• Behavioral Interview Techniques
• Screening Applicants for Interviewing
• Conducting an Effective Interview
• Selecting the Right Candidate
• Preparing to Interview

Courses available through

Talent Development | LEADERSHIP DEVELOPMENT GUIDE 9

ONLINE LEARNING OPPORTUNITIES (continued)

HARVARD MANAGE MENTOR

To access Harvard Manage Mentor (HMM) courses, follow these steps:

Step 1: Disable Pop-Up Blockers in your web browser.
Step 2: Login Into PERFORM.
Step 3: Select LEARNING > BROWSE FOR TRAINING.
Step 4: Select the yellow envelope on the left side of your

screen that says MATERIAL when you hover over it.
Step 5: Browse through the course list and select the

title for which you want to enroll.
Step 6: Select REQUEST button.
Step 7: Select LAUNCH.
• You will be redirected to the HMM Site.
Step 8: For returning users, simply log in.
For FIRST TIME USERS select REGISTER WITH AN ACCESS CODE
Step 9: Type in cocacolaccubig then hit NEXT.
Step 10: Enter your full ccbcc.com email address.
Step 11: Enter your First Name, Last Name and Password.
Step 12: Choose THIS bottling organization.
Step 13: Select REGISTER and you are directed to that course.

LEADERSHIP TRAINING

ENGAGE & DEVELOP PEOPLE: DELIVER RESULTS:

• Coaching • Decision Making
• Delegating • Finance Essentials
• Developing Employees • Hiring
• Difficult Interactions • Performance Measurement
• Goal Setting • Project Management
• Leading People • Change Management
• Performance Appraisal
• Retaining Employees REINVENT CONTINUOUSLY:
• Team Creation
• Team Management • Business Case Development
• Diversity • Business Plan Development
• Meeting Management
CUSTOMER FOCUS: • Crisis Management
• Innovation Implementation
• Customer Focus • Managing Your Boss

10 LEADERSHIP DEVELOPMENT GUIDE | Talent Development

LEADERSHIP TRAINING

ENGAGE & DEVELOP PEOPLE: Talent Development:
• Attracting and Retaining Talent
Managing • Hiring New Employees
• Conflict • Developing People
• Diversity • Developing a Successful Team
• Performance • Building the Foundation for an Effective Team
• Upward Relationships • Strategies for Building a Cohesive Team
• Employee Development • Communicating Vision to Your Employees
• High Performers • Management of People: Learning
• New Managers
• Performance and Development
• Management of People: Employee Engagement
Performance Management: • Management Essentials: Developing
• Motivating Your Employees
• Accountability Your Direct Reports
• Coaching • Fostering Mentoring Relationships
• Management Essentials: • New Manager Transitions
• Retaining Your Talent Pool
Directing Others
• Establishing Team Goals and EMBODY COMPANY PURPOSE & VALUES:

Responsibilities, and Using Feedback • Ethics, Integrity, and Trust
Effectively • Leading Organizational Vision
• How to Manage Difficult Conversations • Leading Through Positive Influence
• Giving and Receiving Feedback • Managing Motivation during
• Planning for Skills Needs and
Managing Performance Organizational Change
• Individual Behavior in Organizations
• Management Essentials: Confronting DELIVER RESULTS:
• Difficult Employee Behavior
• Dismissing an Employee • Maximize Your Productivity by Managing
Time and Tasks
Leadership Development:
• Leading a Cross-Functional Team • Delegation
• Leader as Motivator • Ensuring Onboarding Success
• Influence and Persuasion • First Time Manager: Meeting Expectations
• Building and Leading Teams • Problem Solving and Decision Making
• Leading Effective Meetings • Monitoring and Improving Performance
• Leader as Motivator • Assessing Your Organization’s Risks
• Effectively Directing and Delegating • Developing a Business Execution Culture
• Competitive Awareness and Strategy
as a Manager • Goal Setting
• Aligning Unit Goals and Imperatives
• Project Management

Courses available through

Talent Development | LEADERSHIP DEVELOPMENT GUIDE 11

LEADERSHIP TRAINING VENDOR PARTNERSHIPS
(continued)
Leadership Development – Coaching

centerforintentionalleadership.com

REINVENT CONTINUOUSLY: the transformational power of authenticity truegrowthleadership.com

Decision Making ccl.org
• Decisiveness
• Acting Decisively PROFESSIONAL SKILLS
• Identifying Risks in Your Organization
Computer, Management Skills employersassoc.com
Communication Personal Productivity workingsimply.com
• Listening
• Negotiating Presentation & Communication Skills interactauthentically.com
• Communicating Bad News Presentation & Communication Skills tyboyd.com
• Influence Others with Political Savvy
Management Skills dalecarnegie.com
Self Awareness
• The Emotionally Intelligent Leader Management Skills amanet.org
• Leveraging Emotional Intelligence
• Work/Life Balance ASSESSMENTS
• Assessing Your Own Leadership Performance
• Capturing the Attention of Senior Executives Skillscope®
360 Assessment
Strategic Agility Center for Creative Leadership
• Strategic Thinking
• Thinking Strategically as a Manager
• Creative Thinking
• Critical Thinking
• Staying Balanced in a Shifting World
• Perseverance and Flexibility

Continuous Improvement
• Career Development
• Making the Move Into Management
• The Reality of Being a First-time Manager
• First Time Manager: Understanding a

Manager’s Role
• First Time Manager: Challenges
• Building Your Influence as a Leader
• Finance for Non-Financial Managers
• Leading Innovation
• Leading Change

Courses available through

everythingdisc.com/Home.aspx

12 LEADERSHIP DEVELOPMENT GUIDE | Talent Development

LEADERSHIP
DEVELOPMENT TRACKS

The following pages list our top leadership development opportunities and are grouped by
level of leader and leadership behavior.
First, determine which track is right for you or your teammate by using the section below.

WHICH TRACK IS RIGHT FOR ME?

LEADER OF SELF LEADER OF OTHERS
Individual contributors, Leaders of individual
professional staff and contributors
emerging leaders

LEADER OF MANAGERS LEADER OF FUNCTION
Experienced leaders who Senior leaders of
lead other managers or organizational functions
senior professional staff

LEADER OF THE ORGANIZATION
Top executives leading
the organization

Talent Development | LEADERSHIP DEVELOPMENT GUIDE 13

LEADER OF SELF LEADER OF OTHERS

Individual contributors, professional staff Leaders of individual contributors
and emerging leaders

Recommended Learning by Leadership Behavior (See Perform for additional offerings.)

EMBODY COMPANY EMBODY COMPANY
PURPOSE & VALUES: PURPOSE & VALUES:

• Ethics and Values • Ethics, Integrity, and Trust
• Integrity and Trust • Your Role in Workplace Diversity
• Leading Through • Leader as a Motivator

Positive Influence

ENGAGE & DEVELOP PEOPLE: ENGAGE & DEVELOP PEOPLE:

• Giving and Receiving Feedback • Coaching
• Being an Effective Team Member • Developing Your Direct Reports
• Handling Team Conflict • Strategies for Building a Cohesive Team

CUSTOMER FOCUS: CUSTOMER FOCUS:

• Interacting with Customers • Customer Focus
• Communicating Effectively • Monitoring and Improving

with Customers Performance
• Controlling Conflict, Stress, • Perseverance and Flexibility

and Time in a Customer DELIVER RESULTS:
Service Environment
• Delegation
DELIVER RESULTS: • Strategic Thinking
• Establishing Team Goals and
• Time Management
• Setting and Managing Priorities Responsibilities, and Using
• Project Management Feedback Effectively

REINVENT CONTINUOUSLY: REINVENT CONTINUOUSLY:

• Encouraging Team Communication • Facing Challenges as a
and Collaboration First-Time Manager

• Emotional Intelligence • Building Your Influence as a Leader
• Act Decisively • Making the Move to Management
• Finance for the Non-Financial
14 LEADERSHIP DEVELOPMENT GUIDE | Talent Development
Managers

LEADER OF MANAGERS LEADER OF FUNCTION LEADER OF THE
ORGANIZATION
Experienced leaders who Senior leaders of
lead other managers or organizational functions Top executives leading
senior professional staff the organization

EMBODY COMPANY EMBODY COMPANY EMBODY COMPANY
PURPOSE & VALUES: PURPOSE & VALUES: PURPOSE & VALUES:

• Ethics at Work • Leading Organizational Vision • Managing Motivation During
• Leading Organizational Vision • Diversity Organizational Change
• Managing Motivation During • Leading Change
• Leading Organizational Vision
Organizational Change

ENGAGE & DEVELOP PEOPLE: ENGAGE & DEVELOP PEOPLE: ENGAGE & DEVELOP
PEOPLE:
• Attracting and Retaining Talent • Developing Employees
• Developing Employees • Difficult Interactions • Retaining Employees
• Difficult Interactions • Leading People • Crisis Management
• Managing Diversity

CUSTOMER FOCUS: CUSTOMER FOCUS: CUSTOMER FOCUS:

• Marketing Essentials • Globalization • Managing for Cross-Functionality
• Customer Focus • Competitive Awareness and • Difficult Interactions
• Managing for Cross-Functionality
Strategy
• Persuading Others

DELIVER RESULTS: DELIVER RESULTS: DELIVER RESULTS:

• Aligning Unit Goals and Imperatives • Performance Measurement • Strategy Planning and Execution
• Thinking Strategically as a Manager • Developing a Business Execution • Assessing Your Organizations
• Managing Performance
Culture Risks
• Implementing a Succession • Developing a Business

Planning Program Execution Culture

REINVENT CONTINUOUSLY: REINVENT CONTINUOUSLY: REINVENT CONTINUOUSLY:

• Building Personal Power • Capturing the Attention of • Identifying Risks in
and Influence Senior Executives your Organization

• Managing Upward Relationships • Innovation and Creativity • Influence others with
• Decisiveness • Innovation Implementation Political Savvy

Talent Development | LEADERSHIP DEVELOPMENT GUIDE 15

BUILDING EFFECTIVE TEAMS

OBJECTIVE AUDIENCE TIME TRAINING
Participants will learn how to be a Functions, Teams,
productive, high functioning team and Leaders. 1-3 Days* Facilitator-Led
that establishes trust, commits
to decisions, holds members
accountable, and focuses on
achieving collective results.

This workshop is based off of the Five Behaviors of a Cohesive Team workshop. Teammates
discover how to build a truly cohesive and effective team by utilizing workplace assessments
to help participants understand the different behavioral styles on their team and how they
can effectively work together.

Topics:
• The Five Behaviors of a Cohesive Team model:

• Building Trust
• Mastering Conflict
• Achieving Commitment
• Embracing Accountability
• Focus on Results
• Review and Action Plan

* Customizable upon request

LIFE & LEADERSHIP SPEAKER SERIES

OBJECTIVE AUDIENCE TIME TRAINING
• Obtaining life experiences from All teammates
1.5 Hours Facilitator-Led
talented leaders.
• Enhancing leadership

competencies and life skills.
• Engaging and connecting

with teammates within the
organization.
• Building new relationships.

This speaker series features several leaders from Coke Consolidated sharing details about
their business functions and how they support our value chain. Speakers focus on their
career paths and lessons learned that can benefit others.

16 LEADERSHIP DEVELOPMENT GUIDE | Talent Development

L.E.A.D

LEADERSHIP, EXCELLENCE, AND DEVELOPMENT WORKSHOP

(formerly Leadership Boot Camp) under the new name of LEAD

OBJECTIVE AUDIENCE TIME TRAINING
• Providing leaders with critical New and current leaders
3 Days Facilitator-Led
operational knowledge and key
leadership skills.

This program assists leaders in acclimating to the company, culture, and their new role.
The program includes leadership discussions, informative classroom sessions, and group
activities to accelerate a new leader’s ability.
* Topics can be taught in separate sessions upon request

LEADING WITH PURPOSE
Participants will understand what it means to be a servant leader, how to incorporate our
values in their leadership activities, and how those behaviors support our Purpose to develop
successful teammates.
Learning Objectives:
• Define servant leadership
• Know the characteristics of servant leadership and leading through our values

THE BIG PICTURE: UNDERSTANDING OUR BUSINESS
Participants will walk away with a broader understanding of how the company makes money
and all the functional activities that directly and indirectly go into the making, selling and
delivering of Coke products.
Learning Objectives:
• Define Business Acumen
• Understand why Business Acumen is important for a manager
• Develop a high-level understanding of the functions that directly and indirectly support

the Making, Selling and Delivering of Coke Products

DEFINING YOUR BRAND
Participants will gain a better understanding of themselves, others, and how behavioral
styles impact perceptions. Teammates will create a personal leadership brand statement in
class to help them define and control their brand.
Learning Objectives:
• Understand the importance of self-awareness and executive presence as a leader.
• Understand your behavioral style, the perceptions of that style, and how to work with

others with different styles
• Gain clarity of what you want to be known for as a leader

COMMUNICATION=CREDIBILITY

Participants will go through several activities to learn strategies and gain comfort with
various modes of communication including email, public speaking and group meetings.

Learning Objectives:
• Understand how to effectively communicate using various modes of communication
• Email communication
• Presentation skills
• Effective meetings
• Public speaking
Talent Development | LEADERSHIP DEVELOPMENT GUIDE 17

WHAT EVERY LEADER SHOULD KNOW: HUMAN RESOURCES
Participants will have an overview of human resource policies and understand how to lead
within these boundaries. Discussion and activities will work through the change from individual
contributor to manager and participants will adopt strategies to lead others successfully.
Leaning Objectives:
• Understand internal policies critical to leading others
• Gain strategies to lead through difficult situations
• Understand legal requirements to leading others

COACHING & FEEDBACK
Participants will learn about the advantages and disadvantages of different styles of
coaching and providing feedback. Participants will also learn and practice two effective
tools for coaching and providing feedback.
Leaning Objectives:
• Understand the different styles for Coaching and Feedback
• Discuss and apply the GROW model for coaching
• Discuss and apply the SBI model for providing feedback

LEADING EFFECTIVE CHANGE
Participants will walk through a change management model and apply concepts to their
current leadership roles. Participants will gain an understanding of the different types of
change, the core components of a successful change in an organization, and the potential
consequences of unsuccessfully implementing change.
Leaning Objectives:
• Gain strategies to successfully implement change in the workplace
• Understand and apply the change management model when implementing change
• Understand the human side of change

GENERATIONAL LEADERSHIP
Participants will review the different generational definitions and discuss general differences.
Discussion will focus on how generational differences are one aspect of what makes us who
we are. Understanding these differences help us become better leaders and teammates.
Leaning Objectives:
• Understand generational definitions and differences
• Understand potential sources of conflicts
• Adopt effective strategies for working in multigenerational work places and teams
• Learn to motivate and successfully work with team members from different generations

21 IRREFUTABLE LAWS OF LEADERSHIP BY JOHN C. MAXWELL
Participants will learn the 21 Irrefutable Laws of Leadership. Learners will present on these
laws for additional application strategies.
Leaning Objectives:
• Understand foundational leadership principles
• Gain strategies to effectively communicate in a group setting

18 LEADERSHIP DEVELOPMENT GUIDE | Talent Development

BUILDING EFFECTIVE TEAMS: 5 BEHAVIORS OF COHESIVE TEAM
Participants will learn the five areas that are key to productive team dynamics: Trust,
Conflict, Commitment, Accountability and Results, based on the bestselling book The Five
Dysfunctions of a Team by Patrick Lencioni, and learn techniques to develop teams in each
of these areas.
Leaning Objectives:
• Apply the symptoms of common challenges teams face
• Understand techniques to develop a team in each of the five areas of cohesive teams
• Understand how to leverage these skills to foster cross-functional collaboration and

peer cohesiveness
ACHIEVE YOUR POWER OF EMOTIONAL INTELLIGENCE
Participants will understand the importance of Emotional Intelligence and how it is critical
to success as a leader.
Leaning Objectives:
• Understand the importance of Emotional Intelligence
• Define Emotional Intelligence
• Identify four skills of Emotional Intelligence
• Gain strategies to increase Emotional Intelligence
ACHIEVE YOUR GOALS: MANAGING YOUR TIME
Participants will learn time management skills and concepts. Participants will adopt strategies
to understand the necessity of prioritization, delegation and routines.
Leaning Objectives:
• Adopt strategies to prioritize and structure tasks to be more effective
• Identify top priorities & apply strategies to focus on the most critical activities
• Adopt routines to better manage time

ENROLLMENT AVAILABLE THROUGH PERFORM

Talent Development | LEADERSHIP DEVELOPMENT GUIDE 19

PERFORMANCE MANAGEMENT

OBJECTIVE AUDIENCE
• Engaging teammates. Exempt teammates.
• Recognizing accomplishments.
• Discussing opportunities.

Performance Management is an ongoing engagement cycle of communication between
leaders and teammates that occurs regularly throughout the year, in support of business
goals, professional development objectives, and living out the company’s Purpose Statement.
The engagement cycle includes regular check-ins and a yearly review.


ANNUAL PERFORMANCE REVIEW

End of Year Review Teammates review their previous year
and receive feedback from their leader,
Self-Review with optional review from next
Manager Review level leader.

Next Level Manager

1-on-1 Meetings Leaders provide feedback on goals and
PERFORMANCE ENGAGEMENT PERIOD 2 development progress.
PERFORMANCE ENGAGEMENT PERIOD 3 Leaders provide feedback on goals and
GOAL SETTING development progress.
Leaders work with teammates to set
goals for the upcoming year.

20 LEADERSHIP DEVELOPMENT GUIDE | Talent Development

TEAMMATE ONBOARDING

Preparing new teammates for success in their Purpose-Driven
Career by providing the tools and resources for an engaging and

informative onboarding experience.

Teammate Onboarding | LEADERSHIP DEVELOPMENT GUIDE 21

CONNECT PORTAL

OBJECTIVE TARGET AUDIENCE TIME TRAINING
Creating a consistent All New 4.5 Hours Computer-Based
onboarding experience to
welcome all new teammates. Teammates

While learning our purpose, values and culture, new teammates will also learn critical
information about how our business operates and how each area contributes to our overall
success.
Over three days, each new teammate will review content followed by a discussion with
their manager. Once the CONNECT Portal has been completed, they are responsible for
acknowledging their completion followed by a survey of their experience.

TOPICS

The products we make, sell and deliver. How we make, sell, & deliver one of
the world’s most recognized and
The history of Coke Consolidated and iconic trademarks.
adjacencies as well as the company’s The basic systems used to make our
goals and objectives. roles more effective and efficient.
Our Purpose and how we Serve Others,
Pursue Excellence & Grow Profitably in
our respective roles.

22 LEADERSHIP DEVELOPMENT GUIDE | Teammate Onboarding

CONNECT LEARNING TRACKS

OBJECTIVE TARGET AUDIENCE TIME TRAINING
Providing consistent, Account Developers 6 weeks Computer-Based
detailed learning Bulk Merchandisers and 4 weeks and On-the-Job
resources for Part-time Merchandisers
onboarding teammates Delivery Merchandisers 6 weeks
Delivery Supervisors 12 weeks
District Sales Managers 6 weeks
On Premise Sales 8 weeks
Representatives
Warehouse Managers and 8 weeks
Supervisors

Each Learning Track is focused on the knowledge, skills, and tools that it takes to be
successful. Teammates complete classroom training, weekly online learning, and extensive
hands-on training focused on their role.

TOPICS

Customized by role

Teammate Onboarding | LEADERSHIP DEVELOPMENT GUIDE 23

CONNECT CLASS 2-DAY EXPERIENCE

OBJECTIVE TARGET AUDIENCE TIME TRAINING
Preparing new teammates Delivery Merchandisers, 2 Days Facilitator-Led
for success in their roles Bulk Merchandisers,
by providing knowledge Account Developers,
and understanding of key On Premise Sales
sales and field operation’s Representatives, and
principles and expectations. newly hired managers
of these roles.

The CONNECT Class 2-Day Experience is an interactive introduction to Coke Consolidated
for newly hired teammates.
This class utilizes group discussions, videos, and hands-on activities to simulate real-life
experiences.

TOPICS • Customer Service
• Safety
• Purpose and Career Growth Opportunities • In-Store Execution
• Our Portfolio
• Our Teams

CONNECT CLASS 1-DAY EXPERIENCE

OBJECTIVE TARGET AUDIENCE TIME TRAINING
Providing new teammates Support Teammates 1 Day Facilitator-Led
with a greater understanding
of our field-based roles, how
we service our customers,
and how their role supports
the success of these
teammates.

The CONNECT Class 1-Day Experience is an interactive introduction to Coke Consolidated
for newly hired teammates.
The class utilizes group discussions, videos, and hands-on activities for the participants.

TOPICS • Customer Service
• Safety
• Purpose and Career Growth Opportunities • In-Store Execution
• Our Portfolio
• Our Teams

24 LEADERSHIP DEVELOPMENT GUIDE | Teammate Onboarding

CONNECT CLASS FOR CUSTOMER CARE CENTER

OBJECTIVE AUDIENCE TIME TRAINING
Providing a consistent and All new Customer Care 5 Weeks Facilitator-Led
robust learning experience to Center teammates and On-the-Job
ensure new teammates are
immediately engaged with
our organization and able to
successfully meet the needs
of our customers.

All new teammates joining the Customer Care Center (CCC) participate
in an onboarding program to prepare them for their new role. Teammates
will be part of a cohort and experience classroom learning, job shadowing,
coaching and interactive activities to help them master their
new responsibilities.

ENROLLMENT AVAILABLE THROUGH PERFORM

Teammate Onboarding | LEADERSHIP DEVELOPMENT GUIDE 25

Increasing employee skillsets to drive business results,
professional development, and employee performance.

26 LEADERSHIP DEVELOPMENT GUIDE | CTeaapmabmilaittiesOnboarding

PROFESSIONAL DEVELOPMENT CAPABILITIES

OBJECTIVE AUDIENCE TRAINING
Building and reinforcing core All teammates are welcome to Facilitator-Led
competencies that allow our join the sessions. Managers may
teammates to effectively request tailored group sessions
develop skillsets that are through the Learning and
critical for success. Development team.

Professional Development Capabilities are available to help all teammates succeed in their
current role and progress toward future opportunities within the organization. Learning and
Development Senior Managers and Directors facilitate these sessions for any function.

TOPICS

• Personal Productivity • 2018 Business Etiquette Lunch and Learn Series*:
• Presentation Skills
• Establishing a Professional Image
• Email Etiquette and Business Writing
• Meeting Etiquette
• Communication
• Prioritizing Tasks and Managing Stress
• Modern Manners for Today’s Business

TIME: 4 Hours 1 Hour

* Topics can be taught in separate sessions upon request

Capabilities | LEADERSHIP DEVELOPMENT GUIDE 27

CCC CAPABILITIES

OBJECTIVE TARGET AUDIENCE TIME TRAINING
Building and reinforcing core All Customer Care 1 Hour Facilitator-Led
competencies that allow our Center Teammates
teammates to effectively
develop skillsets that are
critical for success.

The Customer Care Center Capabilities plan develops key behaviors, skills, knowledge and
abilities of our teammates to ensure that they successfully execute strategic goals and
priorities.

TOPICS

• Foundations • Sell Like a Champion
• Fundamentals • Fine Tuning Sales Skills
• Finding Balance – Sales Productivity • Tools and Resources
• Finding Balance – Sales Distribution • Accountability
• Mission Possible – Conversations that • Selling Practice Activities

Create Value

28 LEADERSHIP DEVELOPMENT GUIDE | Capabilities

FIELD OPS CAPABILITIES

OBJECTIVE AUDIENCE TIME TRAINING
Providing consistency in Route Specialists, 20 Minutes Facilitator-Led
learning and ensuring our Delivery Merchandisers, and On-the-Job
teammates understand Full Service Delivery
the value of quality and Merchandisers, Trainees,
efficiency in their Logistics Operators,
daily tasks. Logistics Clerk.

The Field Operations Capabilities plan focuses on strategic priorities of safety, quality,
and efficiency of our most valuable asset: Our People. Managers hold monthly meetings
with their teams and utilize our Learning Video Library and discussion tools to reinforce
the importance of these critical priorities. Regular discussions of these topics help keep
teammates safe.

TOPICS Quality Customer Service

Safety Focus on product Continuous focus on
quality and food routines that positively
Dedication to keeping our safety impact our customers,
teammates safe in their daily consumers and
distribution routines teammates

Capabilities | LEADERSHIP DEVELOPMENT GUIDE 29

FSOP CAPABILITIES

OBJECTIVE PRIMARY AUDIENCE TIME TRAINING
Supporting the strategic On-Premise Sales Reps, 1 Hours Computer-Based
priorities of the FSOP Senior On-Premise Sales
function by reinforcing Reps, and On-Premise and
core behaviors and selling Customer Development Facilitator-Led
competencies throughout Managers.
the year, which develops
and sharpens skill sets
critical for success in our
competitive marketplace.

The Food Service On-Premise Capabilities plan develops the key behaviors, skills,
knowledge and abilities of our front-line sales teammates in order to successfully execute
our organization’s strategic goals and priorities.

TOPICS Learning Plan:
1. In-person team sessions
• Planning with Purpose 2. Monthly micro-learning videos
• Communication and Relationships 3. Interactive self-study activities
• Building Partnerships
• Partnerships that Add Value
• Providing Value Through our Solutions
• Realizing Mutual Value and Results

30 LEADERSHIP DEVELOPMENT GUIDE | Capabilities

MU SALES CAPABILITIES

OBJECTIVE AUDIENCE TIME TRAINING
Supporting the strategic Account Developers, 1 Hour Computer-Based
priorities of the Market Unit District Sales Managers,
Sales function by reinforcing Club Coke Account and
core behaviors and selling Managers, Local Chain Facilitator-Led
competencies throughout Account Managers
the year, which develops and
sharpens skill sets critical for
success in our competitive
marketplace.

The Home Market Capabilities plan develops the key behaviors, skills, knowledge and
abilities of our front-line sales teammates in order to successfully execute our organization’s
strategic goals and priorities.

TOPICS Learning Plan:
1. In-person team sessions
• Planning with Purpose 2. Monthly micro-learning videos
• Communication and Relationships 3. Interactive self-study activities
• Building Partnerships
• Partnerships that Add Value
• Providing Value Through Our Solutions
• Realizing Mutual Value and Results

BULK MERCHANDISER CAPABILITIES

OBJECTIVE AUDIENCE TIME TRAINING
Supporting strategic priorities
by reinforcing core behaviors Bulk Merchandisers 15 Minutes Computer-Based
and execution competencies
throughout the year, which
develops and sharpens skill
sets critical for success in our
competitive marketplace.

The Bulk Merchandiser Capabilities plan develops the key behaviors, skills, knowledge
and abilities of these teammates in order to efficiently execute in the market and deliver
superior customer service.

TOPICS

Safety Quality Customer Service

Dedication to keeping our teammates Focus on product quality and Continuous focus on routines that
safe in their daily distribution routines food safety positively impact our customers,
consumers and teammates

ENROLLMENT AVAILABCLapEabTiHlitRieOs |ULGEAHDPEERSRHFIOP RDEMVELOPMENT GUIDE 31

SALES EFFECTIVENESS

Delivering high Impact, Scenario-driven Sales Training designed to
enhance Customer Collaboration and Profitability focusing on the

three key areas – How we Plan, How we Sell, What we Sell.

32 LEADERSHIP DEVELOPMENT GUIDE | Sales Effectiveness

COLLABORATING FOR VALUE (CFV)

The Coca-Cola System’s approach to creating value with customers.

Our company’s 10 in 10 goal requires our Sales Organization to develop strong business
relationships. Our challenge is to be our customers’ most preferred and trusted
business partner.
To be a valued partner, we must bring capabilities and resources that grow beverage category
sales and profits, improve operating efficiency and sustainability, and build a trusted and
enduring relationship. At the heart of this work is Collaborating For Value.

Objectives

• Help customers understand problems and opportunities in new and different ways.
• Provide better solutions than the customer would have discovered independently or with a competitor.
• Ascribe tangible values shared equitably by both partners.
• Advance your relationship and demonstrate the value of partnership.

CONNECT

Connect with the Customer

Identify Validate customer’s Identify
customer’s goals strategic direction stakeholders
and unique and challenges and their needs
business drivers

CREATE ALIGN EXECUTE

Create the Value Proposition Align with the Stakeholders Execute for Results

1 Define customer gap 1 Develop strategy to 1 Define internal/external
and success criteria align stakeholders actions & commit
resources
2 Develop 2 Plan negotiation
proposition strategy 2 Activate, track and
proactively adjust
3 Assess 3 Secure stakeholder
proposition commitment 3 Align to stewardship
routines to advance
the relationship

The CFV Sales Effectiveness Program supports all customer facing selling
roles. Customized programs have been developed for all disciplines.

H OW WE PLAN HOW WE SELL WHAT WE SELL - eLearning
• Collaborative Business
• CFV Impact • Coca-Cola Commitment 101
Planning (CBP)* • CFV MU Sales 2.0 • The Power of Branding
• CFV FSOP 2.0 • Revenue Growth Management
• CFV Club Coke 2.0 & Immersion • Digitization
• CFV Key Customers • Optimal Execution
• CFV Negotiations **

* Requires CFV Key Customers & CFV Negotiations as prerequisite
** Requires CFV Key Customers, CFV FSOP or CFV MU Sales as prerequisite

Sales Effectiveness | LEADERSHIP DEVELOPMENT GUIDE 33

HOW WE PLAN

COLLABORATIVE BUSINESS PLANNING

* REQUIRES CFV KEY CUSTOMERS & CFV NEGOTIATIONS AS PREREQUISITE

OBJECTIVE TARGET AUDIENCE TIME
• Understand the Coca-Cola Commitment. Customer Development 2 Days
• Understand the Power of Brand Equity and Manager, Customer
Management Directors, Vice
how it maximizes revenue for customers, Presidents, RGM, Category
and the company. Management, Shopper
• Understand Revenue Growth Management, Marketing
effectively manage, and communicate the
power of mix and price package strategies. TRAINING
• Understand optimal execution, how Facilitator-Led
customers interact with our brands in retail
outlets, how merchandising has a significant
impact on how we drive revenue for
customers and the company.

Collaborative Business Planning is Coca-Cola’s system approach for adding value
to customers using a strategic planning process. It’s a four-phase, 21 step process that
leverages The Coca-Cola Commitment, Collaborating for Value, and tools unique to the
process. This workshop outlines CBP which integrates collective insights, resources, and
capabilities to build strategic, win-win growth plans for customers, Coca-Cola, and its
Bottlers. The program relies on a combination of instructor led, and eLearning modules to
achieve learning objectives.

34 LEADERSHIP DEVELOPMENT GUIDE | Sales Effectiveness

HOW WE SELL

CFV IMPACT SALES TRAINING

OBJECTIVE TARGET AUDIENCE TIME TRAINING
Facilitator-Led
• Participating in a RED Account Developers, 2.5 Days
market visit. Account Developer Relief

• Communicating effectively SUPPORT TEAMMATES
to improve business District Sales Managers. Area Sales
relationships. Manager, Director of Retail Sales

• Developing action
plans to improve account
performance and increase
volume.

• Utilizing the six-step
selling process.

• Understanding basic
selling/financial acumen.

• Understanding the
customer’s operating
model and financial terms.

• Uncovering customers’
needs for sales solutions.

• Effectively selling key
initiatives.

This workshop focuses on customer engagement, communication skills, and relationship
building while using real-world role play scenarios. Account Developers walk outlets and
observe Look of Success and Commercial Plan opportunities.

OBJECTIVE CFV 2.0 FSOP TIME TRAINING
Applying CFV concepts
to core job priorities, and TARGET AUDIENCE 2.5 Days Facilitator-Led
customer facing situations. FSOP Specific Roles:
OPSR, Senior OPSR, Area
Sales Manager, Customer
Development Manager

SUPPORT TEAMMATES
Customer Care Center Sales Manager,
FSOP Marketing, Sr. Directors

This workshop is designed to teach learners how to apply Collaborating for Value (CFV)
principles, concepts, and strategies to the Food Service On-Premise (FSOP) sales role. The
workshop uses scenario-driven group activities focusing on new business development, and
relationship growth for current business. This workshop extends capabilities in the
following areas:

• Effective Planning • Business Tools

• Prospecting • Business/Financial Acumen

• New Business Developm ent • Negotiations

Sales Effectiveness | LEADERSHIP DEVELOPMENT GUIDE 35

HOW WE SELL

CFV 2.0 MU SALES

OBJECTIVE TARGET AUDIENCE TIME TRAINING
Applying Collaborating for MU Sales Specific Roles: 2 Days Facilitator-Led
Value (CFV) concepts to core District Sales Managers,
job priorities and customer Sales Supervisors, Area
facing situations: Sales Manager

• Right Execution Daily (RED) – SUPPORT TEAMMATES
Coach Teach Train • Basic Selling Directors of Retail Sales, Market
Unit Vice President
• CFV
• Business/Financial Acumen
• Presentation, Facilitation skill
• Business Tools
• Time Management
• Understand Commercial

Plan Strategy

This workshop applies Collaborating for Value (CFV) principles to core job responsibilities.
The workshop relies on group activities and high impact role play scenarios that extend
teammate capabilities.

CLUB COKE 2.0

OBJECTIVE TARGET AUDIENCE TIME TRAINING
Applying and using Club Coke MU Sales Specific Roles: 3 Days Facilitator-Led
tool to plan, sell, and grow District Sales Managers,
independent convenience Sales Supervisors, Area
retail business. The key Sales Manager
concepts include:
SUPPORT TEAMMATES
• Productive Planning Directors of Retail Sales, Market
• Internal Collaboration Unit Vice President
• Commercial Strategy
• Effective Meetings
• Effective Presentations
• Execution and Follow-up

Workshop incorporating RED market visits, Club Coke tool reinforcement, and sales training
in order to grow sales effectiveness and capability of Club Coke Account Manager while
reinforcing commercial strategy and execution priorities, using key CFV principals.

New Club Coke, and Local Chain Account Managers will be offered a week long basic
Immersion training that relies on Subject Matter Experts to provide critical role specific
content. These workshops will be scheduled based on need communicated by leadership.

36 LEADERSHIP DEVELOPMENT GUIDE | Sales Effectiveness

HOW WE SELL

CFV KEY CUSTOMERS

OBJECTIVE TARGET AUDIENCE TIME TRAINING
Local Chain Account 2 Days Facilitator-Led
• Identifying the customer’s Managers, Customer
operating model, Development Managers,
and strategies. Customer Management
Directors, Directors of
• Identifying stakeholders, Retail Sales, On-Premise
and needs. Customer Development
Managers, FSOP Directors
• Understanding and
nideeendtsif/yginapgsc. ustomer SUPPORT TEAMMATES
Market Unit Vice President,
• Developing joint value Customer Management Vice
creation solutions. President, Sr. Directors FSOP

• Assessing and calculating
the value of the solution
for the customer, and Coke.

• Building an influential
presentation plan.

• Creating and communicing
execution plans.

This workshop focuses on strategic selling, advancing customer relationships, and
demonstrating the value of customer partnerships.

CFV NEGOTIATIONS

*CFV KEY CUSTOMERS OR CFV 2.0 FSOP IS A PRE-REQUISITE FOR THIS WORKSHOP.

OBJECTIVE TARGET AUDIENCE TIME TRAINING
On-Premise Sales 2 Days Facilitator-Led
• Completing each of the Representatives, Area
sections of a Negotiation Sales Managers, Club
Planner for an upcoming Coke Area Managers,
negotiation with Directors of Retail
a customer. Sales, Local Chain Area
Managers, Customer
• Conducting a negotiation Development Managers,
using each of the four On Premise Customer
steps of a successful Development Managers,
negotiation. FSOP Directors

• Recognizing, using, SUPPORT TEAMMATES
and defending against Revenue Growth Management,
negotiation tactics that are Space Planning, Market Unit Vice
common with customers. President, Customer Management
Vice President
• Using a range of
negotiating styles
appropriate for more
competitive or
collaborative situations to
create value and strengthen
our customer relationships.

This workshop enhances negotiation skills by focusing on customer relationships,
conducting negotiations, and effective planning. The workshop relies on high-impact
negotiation scenarios, and role play. Sales Effectiveness | LEADERSHIP DEVELOPMENT GUIDE 37

WHAT WE SELL

WHAT WE SELL - eLearning

Coca-Cola Commitment 101
The Power of Branding
Revenue Growth Management
Digitization
Optimal Execution

CLASS PRIORITY BY ROLE

Priority 1 (P1) = start your learning journey here
Priority 2 (P2) = recommended after completion of Priority 1
Priority 3 (P3) = recommended after completion of Priority 2

SELLING ROLE CFV CFV CFV CFV Club CFV Key CFV Collaborative
Impact MU FSOP Coke* Customer Negotiations Business
Sales
Planning (CBP)

Home Market

Account Developer* P1 BY
REQUEST

District Sales Manager RECOMMENDED P1 P2 P3

Area Sales Manager RECOMMENDED P1 P2 P3
RECOMMENDED P3 P1 P2
Club Coke RECOMMENDED P1 P2
Account Manager P2
P1
Local Chain
Account Manager

Director Retail Sales

FSOP

On-Premise Sales Rep P1 P2
SR On Premise P1 P2
Sales Rep P1 P3 P2
FSOP Area P1 P3 P2
Sales Manager

FSOP Directors

On-Premise CDM P1 P2 P3
P3
Customer P1 P2
Management P1 P2

Customer
Development Mgr.

Director

Sr Directors P1 P2 P3

Sales Support Teams

Marketing P1 P2 P3

Space Management P1 P2 P3

RGM P1 P2 P3

Category Management P1 P2 P3

ENROLLMENT AVAILABLE THROUGH PERFORM

38 LEADERSHIP DEVELOPMENT GUIDE | Sales Effectiveness

CREATIVE/LEARNING SERVICES

Delivering innovative, high-impact graphics, videos, and
instructional design materials that extend the capabilities

of our teammates and drive business performance.

CreativTea/lLeenatrDnienvgelSoeprmviceenst | LEADERSHIP DEVELOPMENT GUIDE 39

VIDEO, GRAPHIC DESIGN, INSTRUCTIONAL
DESIGN AND TALENT MANAGEMENT SOLUTIONS

VIDEO GRAPHIC DESIGN
• Green screen studio: Teleprompter, tripods, • Corporate Design (Logos/Icons)
• Editorial Design
cameras, mics, lights • Job Aids
• Animation • Info-graphics (Illustrations)
• Field ready cameras, lights, shades, tripods, etc.
• Editing and production

INSTRUCTIONAL DESIGN TALENT MANAGEMENT SOLUTIONS
• Software simulations • Learning Management
• Role-based training
• Onboarding - Dynamic and manual training assignments
• Computer Based Training - Creation of Instructor Led Training (ILT)
• Scripting; Video, PDF, PPT outputs
• Micro-Learning events and sessions
• Interactive Learning - Acknowledgments
- Analytics
- Customer Solutions • Performance Management
- Video - Creation and deployment of reviews for
- Print
Coke Consolidated, Red Classic, and
Data Ventures
- Analytics
• Succession Management
- Talent Review Process
- Analytics
- Reporting

Our team of experienced video, graphic, and instructional designers offer design and
creative services.
We have a controlled green screen studio for professional interviews and executive addresses,
travel to field locations to capture video on location, and produce high quality graphics and
animations to engage the workforce.
We also create system simulations that allow teammates to train within a software program,
complete with click-prompts and instructions.

40 LEADERSHIP DEVELOPMENT GUIDE | CReredaCtivlaes/sLicearning Services

RED CLASSIC

As a Red Classic teammate, this section
describes offerings specific to your business,
from onboarding to role-specific opportunities.

Red Classic | LEADERSHIP DEVELOPMENT GUIDE 41

RED CLASSIC

OBJECTIVE AUDIENCE TRAINING
• Introducing individuals to All Red Classic • Leading Effective Meetings
teammates. • Email and Phone Etiquette
Red Classic while learning our • Train the Trainer
Purpose, Values, and Culture. • Excel
• Learning critical information • Continuous Improvement
about how our business • Interviewing Skills
operates and how teammates • Project Management
will contribute to its success. • Book Club
• Performance Management
• Table Talks

At Red Classic, investing in our people has been a top priority to ensure continued growth
in our organization. By participating in these diverse opportunities, you can enhance your
professional development and create a path to flourish within your teams and
our organization.

42 LEADERSHIP DEVELOPMENT GUIDE | Red Classic

2018 Teammate Development Guide