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Southern Glazer’s ‘Exceptional Leaders Program’ (ELP) prepares, trains, and educates future leaders for success and growth within the organization.
Through an elegant cocktail of courses, executive mentoring, and networking opportunities, the premier beverage distributor has built a curriculum that equips future leaders to collaborate, innovate, and lead with agility and influence.
Amy Kickham, Chief Human Resources Officer at Southern Glazer’s speaks to HR Grapevine to explore the inner workings of the ELP, alongside other development programs ‘EmpowHER’ and ‘NextGen Leadership’, and how the programs have become a powerful driver of retention.
Why does Southern Glazer’s invest so heavily in its future leaders?
Our people are our greatest asset. This belief is deeply rooted in our culture and how we operate at Southern Glazer’s. We do not own brands. We do not own products. It is through our people that we are able to build world-class brands for Moments that Matter.
How does the ELP prepare & train future leaders for success and growth? What curriculum is on offer?
Our Exceptional Leaders Program (ELP) is geared toward high-potential senior leaders identified for accelerated growth and ready to expand their strategic influence. The ELP curriculum is designed to focus on strategic thinking, collaboration, and innovative problem-solving. Throughout the journey, participants engage in advanced development experiences that strengthen their ability to lead with agility and influence across the business. In terms of process, each year, top performers from a diverse background of locations, functions, and tenures are selected for ELP.
Throughout the journey, participants engage in advanced development experiences that strengthen their ability to lead with agility and influence across the business
What impact has the ELP program had?
This program has transformed over the years and has had success, and we expect even greater success going forward. One area that we have been most proud of is alumni retention and, as a result, ROI. As of June 2025, we have retained 87% of ELP alumni, and more than 52% have had career moves since program inception. To us, these figures indicate a positive state for our company and suggest that alumni are engaged, feel valued, and are adding value to Southern Glazer’s.
How does the EmpowHer program support your commitment to inclusive leadership?
EmpowHER is geared toward high-performing leaders committed to inclusive leadership and personal growth. EmpowHER focuses on humility, empathy, accountability, and trust. Through coaching circles, ally engagement, and experiential learning, the program provides a safe space to build confidence, advocate for yourself, and support others. EmpowHER strengthens our leadership bench, fosters belonging, and helps shape the inclusive, high-performing culture we aspire to build at Southern Glazer’s. In terms of process, individuals are nominated by HR and or department leadership.
Have you seen a long-lasting impact here similar to the ELP?
Since we launched EmpowHER, we now have more than 270 alumni and counting. We will have more than 380 total alumni, including our cohorts this year. The program leaves such a lasting and often life-changing impact on participants that alumni stay connected with each other and new participants by sharing their stories with others—via what we call “Cocktail Conversations.” These pay-it-forward opportunities create an undeniable sense of community.
Each year, we review curriculums and refresh content based on insights from our expert Talent professionals, local knowledge from our HR professionals, and the feedback from participants
What is the NextGen Leadership program, and how does it create a future pipeline of leaders?
Our NextGen Leadership Program is an accelerated training geared toward recent college graduates. The goal is to develop and retain them as high-potential future leaders at Southern Glazer's. Participants benefit from immersive rotational assignments, intensive and ongoing training, leadership development, mentoring, and networking opportunities that meet the needs of the business. In terms of process, individuals are recruited and apply to the program, ultimately going through an interview and panel selection.
We are proud of our NextGen Leadership program—particularly as the inaugural cohort prepares to graduate after a two-year journey. These individuals have learned our business through hands-on cross-functional experiences that we expect to pay volumes for them and Southern Glazer’s. We are thrilled that all graduates have successfully landed positions in the company and will continue their journey with Southern Glazer’s.
How do you get staff engaged with the programs? Any other best practices you can share?
Engagement really centers around awareness and allowing those who are closest to the work to drive the creation of the programs. We also ensure that participants can share their voice about the program experience through qualitative and quantitative measures. Each year, we review curriculums and refresh content based on insights from our expert Talent professionals, local knowledge from our HR professionals, and the feedback from participants. It is a perfect combination and a nice cycle for us to push our programs to new levels, which benefits our people and our company.
Beyond formal leadership programs, what role does networking play in driving career growth for these leaders?
We are a relationship-driven business. Naturally, networking is very relationship-centric. Outside of formal leadership programs, we also offer opportunities for people to connect—whether through Speed Networking, Career Days, Shadow Days, Ride-Withs—we want an environment where people can come together and learn from one another. Those connections open so many doors and learning moments that can be mutually beneficial. This could lead to new careers, cross-functional knowledge share, or even friendships—all of which propel the business forward.
What leadership capabilities will be most important to Southern Glazer’s in the coming years?
Building leadership capabilities is one of the four strategic pillars for our HR department. We have tremendous focus on this area due to the significant responsibilities for someone who makes the choice to lead. The ability to lead and influence cross-functionally is table stakes now and in the years to come. Leaders must understand the interworkings of our business.
It is imperative for leaders to operate from a growth mindset and know how to inspire, trust, and empower others as well as invite others to be strategically creative and try new things. We often say, ‘What got you here, won’t get you there.’ So, while we expect leaders to appreciate legacy, we also expect leaders to work together to challenge the status quo and have some fun along the way. Those behaviors are contagious and make Southern Glazer’s the industry leader and a great place to work.
