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The Performance Pipeline: Getting the Right Performance At Every Level of Leadership by Stephen Drotter

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10

Enabling Layer Transitions

In company after company, throughout the world, I have observed leaders working at the wrong level. They aren't idle; they are delivering results, but not the results they should deliver. They have been promoted, moved up, received a pay raise, but aren't doing the new work. Instead, they are clinging to the work from their previous layer. The new leaders are not making the transition. They are not delivering the expected results; or just as disturbingly, the results are being delivered by their boss; in turn, their boss's boss must also drop down one layer to deliver results. This downward pull raises the cost of leadership (since leaders paid to work at level x are working at level x minus 1) and locks higher-level ...

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