Leaders, from the up-and-comer to the seasoned veteran, are the life-blood of an organization. Building and developing them is of paramount importance. Therefore, understanding what makes them more likely to succeed or fail is crucial. Kevin Wilde, CLO of General Mills explains how General Mills identified the common denominators among leaders that led to success or failure and how they are working to minimize the failures and maximize the successes.
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Kevin Wilde is responsible for world-wide people growth at General Mills, including talent management, executive development and the Leadership Institute. Since joining the company in 1998, the organization has been consistently recognized for its innovative development work, highlighted by Fortune's #6 ranking as one of the best companies in the world at leadership development and Training magazine's #5 designation as a top company for employee development. In 2007, Chief Learning Officer magazine selected Kevin as CLO of the year.
Kevin is a columnist for Talent Management magazine and serves on the editorial board for a number of professional journals. His work has been published in over a dozen books, including Coaching For Leadership and the Pfieffer Annual on Leadership Development. He has been quoted by Business Week, the Financial Times and Time magazine.
Before joining General Mills, he spent 17 years at General Electric in a variety of human resources positions in the healthcare and capital divisions, as well as corporate assignments at GE's renown Crotonville management development center. While at GE, he also held positions in manufacturing, marketing and six sigma quality.
He received a bachelor's degree in marketing and education from the University of Wisconsin at Stout in 1980 and a master's degree in administrative leadership and adult education from the University of Wisconsin at Milwaukee in 1981.