book

The Leadership Pipeline: How to Build the Leadership-Powered Company

Name: The Leadership Pipeline: How to Build the Leadership-Powered Company
ISBN: 9780787951726

by Ram Charan, Stephen Drotter, James Noel

November 2000

Intermediate to advanced

270 pages

5h 46m

English

Jossey-Bass

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Copyright
Preface
Steve Drotter's StoryJim Noel's StoryRam Charan's Story
Acknowledgments
About the Authors
Introduction
The Trouble with Finding and Developing Leaders: The New Economy, Globalization, and Organizational PerspectivesUntapped Leadership PotentialPassages Through the PipelineMaking the Commitment to Fill the Leadership PipelineUnderstanding the Passages and How to Use Them
1. Six Leadership Passages: An Overview
1.1. Passage One: From Managing Self to Managing Others1.2. Passage Two: From Managing Others to Managing Managers1.3. Passage Three: From Managing Managers to Functional Manager1.4. Passage Four: From Functional Manager to Business Manager1.5. Passage Five: From Business Manager to Group Manager1.6. Passage Six: From Group Manager to Enterprise Manager1.7. Adapting the Model to Small Business Requirements1.8. Passages Through the Pipeline
2. From Managing Self to Managing Others
2.1. The Rising Power and Expectations of Individual Contributors2.2. Three Achievements of Terrific First-Time Managers2.2.1. Defining and Assigning Work to Be Done2.2.2. Enabling Direct Reports to Do the Work2.2.3. Building Social Contracts2.3. Pipeline-Unclogging Tactics2.4. Who Is Responsible?
3. From Managing Others to Managing Managers
3.1. Five Signs of a Misplaced Manager of Managers3.2. What Managers of Managers Should Do3.2.1. Selecting and Training First-Line Managers3.2.2. Holding First-Line Managers Accountable for Managerial Work3.2.3. Deploying Resources Among Units3.2.4. Managing the Boundaries3.3. How to Help Managers of Managers Through This Leadership Passage
4. From Managing Managers to Functional Manager
4.1. Maturing into a Functional Leader Role4.2. A Strategic Mindset, a Holistic Approach4.2.1. Functional Strategy4.2.2. Managing the Whole Function4.3. Valuing What You Don't Know4.4. Identifying Dysfunctional Signs4.5. Developing Mature, Strategic, Whole-Function Managers
5. From Functional Manager to Business Manager
5.1. Thinking Differently5.2. Managing the Complexity5.3. Learning to Value All Functions5.4. Being Highly Visible5.5. Addressing the Challenge of E-Commerce5.6. Warning Signs of Leadership Transition Troubles5.7. Development Options: Self-Learning, New Experiences, and Reflection

6. From Business Manager to Group Manager
6.1. Succeeding Indirectly6.2. Managing and Developing Business Managers6.3. Connecting the Business to the Corporation6.4. Managing the Uncovered6.5. Warning Signs6.6. Developing Group Executives: A Mix of Training, Measures, and Experience
7. From Group Manager to Enterprise Manager
7.1. Challenge One: Delivering Consistent, Predictable Top and Bottom Line Results7.2. Challenge Two: Setting Enterprise Direction7.3. Challenge Three: Shaping the Soft Side of the Enterprise7.4. Challenge Four: Maintaining an Edge in Execution7.5. Challenge Five: Managing the Enterprise in a Broader, Global Context7.6. A Significant Value Shift7.7. Signs That a CEO Is Struggling7.8. CEO Development: No Skipping Levels Allowed7.9. Don't Set Up a CEO for Failure
8. Diagnostics: Identifying Pipeline Problems and Possibilities
8.1. Three Good Reasons to Diagnose Early and Often8.2. A Tool to Look Beyond What Got Done8.3. Diagnostic Steps8.3.1. Individual Perspective8.3.2. Group Perspective8.4. Skipping Levels: The Brightest Aren't Always the Best
9. Performance Improvement: Clarifying Roles and Creating Performance Standards
9.1. The Relevance of Role Clarity9.2. Defining Performance Standards9.3. Using Performance Standards to Develop Leaders9.4. Strategies for Getting to Full Performance9.5. Strategy One: Start with the Boss and Not the Subordinate9.6. Strategy Two: Search for Evidence of an Appropriate Values Shift9.7. Strategy Three: Use Action Learning as a Primary Vehicle for Development9.8. Strategy Four: Address Inappropriate Performance Immediately9.9. The Retention-Development Connection
10. Succession Planning
10.1. Toward a Leadership Pipeline Definition of Succession Planning10.2. Transforming Potential from a Negative to a Positive10.3. Setting Clear Standards to Assess Potential10.4. How to Do Succession Planning That Fills the Pipeline
11. Identifying Potential Pipeline Failures
11.1. Selecting the Wrong Person11.2. Leaving the Wrong Person in the Job Too Long11.3. Failure to Seek or Listen to Feedback11.4. Defining Jobs Poorly11.5. Institutional Failure
12. The Functional Career Passage
12.1. Group Functional Manager12.2. Broad and Complex Requirements12.3. Signs That a Group Functional Manager Is Not Performing12.3.1. A First Sign: Acting Like a Politician12.3.2. A Second Sign: Excessive Dabbling in the Functional Manager's Work12.3.3. A Third Sign: Being Captured by the Group Executive12.4. Enterprise Functional Managers12.5. Distinctive Skill Requirements and Work Values12.6. Signs That an Enterprise Functional Manager Is Working at the Wrong Level12.7. Developing Enterprise Functional Managers
13. Coaching
13.1. Coaching Framework13.2. Clear, Complete, Compelling Feedback13.3. Letting Go13.4. Redefining Coaching from a Leadership Development Perspective
14. Benefits Up and Down the Line
14.1. Making Development Actionable and Understandable14.2. Providing Boards with Insight and Information14.3. Enterprise Leaders14.4. Group Executives14.5. Business Managers14.6. Functional Managers14.7. Manager of Managers14.8. First-Line Managers14.9. A Flexible Pipeline for Changing Organizations

Overview

Together, these authors have more first-hand experience in leadership development and succession planning than you're likely to find anywhere else. And here, they show companies how to create a pipeline of talent that will continuously fill their leadership needs-needs they may not even yet realize. The Leadership Pipeline delivers a proven framework for priming future leaders by planning for their development, coaching them, and measuring the results of those efforts. Moreover, the book presents a combination leadership-development/succession-planning program that ensures a steady line-up of leaders for every critical position within the company. It's an approach that bolsters the retention of intellectual capital as it eliminates the need to go outside for expensive "stars," who will probably jump ship before they reach their full potential anyway.

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