Leadership Pipeline, 3rd Edition

Introduction

Since it was first published, The Leadership Pipeline has provided a well‐accepted set of principles and a framework for understanding the work of leaders. It defines the job to be done in key leadership roles and outlines the required skills to be applied, the appropriate allocation of their time, and the work they must value in order to be successful leaders.

The framework defines (1) how and why the work must be differentiated by role and (2) the requirements for transitioning from one role to the next. It has become a global standard for companies to use this framework to develop leaders and help them transition from one leadership role to another.

Hundreds of thousands of copies of the first and second edition of this book have been sold, and it has been printed in 12 different languages. Hundreds of organizations, for‐profit and not‐for‐profit, have adopted its principles. Consulting firms use it to help their customers. Leaders and HR professionals tell us they use it in their everyday work. Business schools use it as course material. It has proven to be a timeless tool, applicable in every industry and geography.

Whereas the leadership‐first principles in the Leadership Pipeline model stay the same, the leadership roles themselves are continuously influenced by external factors such as digitization, COVID‐19, increased employee leverage, and the global geopolitical uncertainty. Likewise, the leadership role is affected by adjusted business models and adjusted ...