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

Fb2 The Leadership Pipeline: How to Build the Leadership Powered Company ePub

by Stephen Drotter,James Noel,Ram Charan

Category: Management and Leadership
Subcategory: Business and Work
Author: Stephen Drotter,James Noel,Ram Charan
ISBN: 0470894563
ISBN13: 978-0470894569
Language: English
Publisher: Jossey-Bass; 2 edition (January 11, 2011)
Pages: 352
Fb2 eBook: 1642 kb
ePub eBook: 1673 kb
Digital formats: txt lit lrf doc

They are convinced that developmental failure in raising leaders from within a company significantly hinders organizations from realizing growth potential

The Leadership Pipeline is about how to build that architecture.

I. Drotter, Stephen J. II. Noel, James . 1943- III. Title. The Leadership Pipeline is about how to build that architecture. More so now than ever before, the architecture described in The Leadership Pipeline must be understood and used by leaders at all levels-not only those who lead the human resources department. Understanding and using the architecture will make leaders more effective, especially if they are a leader of leaders.

Leadership Pipeline reminds readers of just that. I would love to see the concept of Leadership Pipeline outlined for a volunteer based organization. I was reading the book through the lens of 'how can the concept be applied to a organization. I came a way yes it could but it would have to be done in a simplified manner. The one great take away, that was repeated often in the book, was "don't move a person to a higher leadership position just because they are great at their current position.

They are convinced that developmental failure in raising leaders from within a company significantly hinders organizations from realizing growth potential

In business, leadership at every level is a requisite for company survival

In business, leadership at every level is a requisite for company survival. Yet the leadership pipeline –the internal strategy to grow leaders – in many companies is dry or nonexistent. Drawing on their experiences at many Fortune 500 companies, the authors show how organizations can develop leadership at every level by identifying future leaders, assessing their corporate confidence, planning their development, and measuring their results. Stephen Drotter is CEO of Drotter Human Resources, a global network that specializes in CEO succession; executive assessment, selection, and development; and corporate-level organization design.

Author: Ram Charan, Stephen Drotter, and James Noel Publisher: John .

Author: Ram Charan, Stephen Drotter, and James Noel Publisher: John Wiley & Sons, Inc. Date of Publication: 2001 ISBN: 0-7879-5172-2 Number of Pages: 242 pages. The Big Idea Ram Charan Ram Charan is an adviser, author, and teacher who has worked behind the scenes at some of the world's most successful companies, including GE, Verizon, Novartis, KLM, and Home Depot. This book sheds light into this concern by introducing the leadership pipeline model the series of levels leaders go through in every organization.

The Leadership Pipeline: How to Build the Leadership Powered Company. In business, leadership at every level is a requisite for company survival. Yet the leadership pipeline –the internal strategy to grow leaders – in many companies is dry or nonexistent

The Leadership Pipeline: How to Build the Leadership Powered Company. by Ram Charan, Stephen Drotter, and James Noel.

by Ram Charan · Stephen Drotter · James Noel.

The Leadership Pipeline: How to Build the Leadership-Powered Company. by Ram Charan · Stephen Drotter · James Noel. How often have you heard someone wit. The Attacker's Advantage: Turning Uncertainty into Breakthrough Opportunities.

How to Build the Leadership-Powered Company. Ram Charan, Stephen Drotter and Jim Noel. Built around the common leadership ‘passages’ all leaders go through, it helps organizations select, develop, and assess based on specific responsibilities and work values at each leadership level. Strong leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline-the internal architecture for growing leaders-is often broken or nonexistent.

In The Leadership Pipeline, Charan et al. (2001) clearly articulate the importance of gaining certain skills before moving on to the next level of the organization. They point out how leaders who are promoted without obtaining the necessary skills essentially block the pipeline for others and stunt the development of the organization's leadership. A leader being placed in a new crossfunctional assignment, for example, needs to have a direct report team that is both strong and stable so that the new leader can learn from them.

An updated and revised version of the bestselling The Leadership Pipeline – the critical resource for how companies can grow leaders from the inside. 

 In business, leadership at every level is a requisite for company survival. Yet the leadership pipeline –the internal strategy to grow leaders – in many companies is dry or nonexistent. Drawing on their experiences at many Fortune 500 companies, the authors show how organizations can develop leadership at every level by identifying future leaders, assessing their corporate confidence, planning their development, and measuring their results.

New to this edition is 65 pages of new material to update the model, share new stories and add new advice based on the ten more years of experience. The authors have also added a "Frequently Asked Questions" section to the end of each chapter. Q&A with Co-Author Steve Drotter What is the single thing that has changed the most in leadership since The Leadership Pipeline was first publish in 2000? Since communication is such a central requirement for leaders, the changes in electronic communication have to be at the top of the list of impactful changes. Hand-held devices, social media and speed of access combine to bombard every employee--leader or individual contributors alike--with messaging. What is good about that is very good--instant availability of people and information. What is bad about that is very bad--everything is "urgent" and everyone is distracted. Leaders have lost control of the agenda in meetings, in offices and in peoples’ minds. A critical task for all leaders is to provide clarity of purpose and focus on the right outcomes. This has never been so important! There are a lot of books on leadership, what sets The Leadership Pipeline apart? The The Leadership Pipeline isn't theory. It is based on structured observation through over 1200 in depth executive assessments of very successful people--contenders for CEO, CFO, Group Executive and Business General Manager. The Leadership Pipeline isn't about fads or the latest new thing. It based first on principles developed over 30 years. The Leadership Pipeline isn't based on one industry or one culture. Work in 100 companies spread through 40 countries provided the base data. It provides real differentiation between the layers of leadership so the company or business has a way to keep leaders from working on the wrong level and failing to produce all the required leadership results. What is a common misconception about what a leader should or should not be working on? There are two common misconceptions about what leaders should or shouldn't do. The first comes from the time horizon and the second comes from the uniqueness required of each layer. The higher up a leadership position sits, the further out into the future the leader should focus. This time horizon difference starts very early in the leadership chain. An individual contributor should focus on the task at hand and its deadlines. Her boss, the first line manager, should focus on annual plans. Her boss, the manager of managers should focus on a two year time horizon. The time horizon extends for each layer above. Each layer has a unique purpose that defines the contribution needed. Individual contributors deliver the product or service. Their boss, the first line manager, enables delivery by defining requirements, training, coaching, giving feedback, and rewarding. Their boss, the manager of managers, drives productivity by making sure the first line manager actually manages. The next layer up, function managers, deliver competitive advantage. The next layer, business managers, deliver short and long term profit. Does this approach work for all companies, all sizes? We have seen these concepts work with companies as small as 20 people and with global giants with several hundred thousand employees in 100 countries. The principles are exactly the same. Each layer has a unique purpose, each layer works in a different time horizon, and each layer must be differentiated from the layer below. The leaders must provide clarity and focus no matter what the size of the company because the communication revolution affects and distracts everyone. What are the central issues leaders must face in the next five to ten years? The global financial crisis has resulted in pervasive uncertainty about markets, capital availability, solvency of customers and suppliers, investment strategies, etc. Competition will be fierce from developing countries. Leaders at every level will have to focus more sharply on performance than ever before. Waste, false steps, tolerance for mediocre performance or performers, bad investment decisions, out dated processes, lack of empowerment, and the like will lead more quickly to business failure. Leaders will have to provide real clarity of desired outcomes for every employee, differentiated by layer, and enable focus on obtaining those outcomes by everyone in order for their business to survive.

Comments to eBook The Leadership Pipeline: How to Build the Leadership Powered Company
Tiv
Want to be a better leader? Struggle with knowing what you should be focused on at your level? Sometimes feel like you have been promoted and still doing what you did in your previous role? Want to know what it takes to get yourself to the next level?

Read this wonderfully insightful book. I use this with practically all of my executive coaching clients. Leaders often fail or falter because the organization rarely provides them with a playbook of specific expectations for their role, beginning with the first level of supervisory to the c-suite role.

I have assigned this to many of my leader clients (and HR sponsors) and found that the insights gained provide us some meaty places to work in the coaching and development of the leader. It's as if someone finally turned the lights on.

The authors of this book do an amazing job of laying out an adaptive model that can help to clear away the fog that comes from lacking expectations for each level within an organization.

If you're looking for your next great read, this will become your handbook for leadership now and into the future.

As an executive coach, I highly recommend this read for leaders, executive coaches, and HR professionals.
Windbearer
What a great, detailed and thorough examination of delegation at each leadership or management level of the organization. Any established or emerging manager can save him or her self time, energy and many headaches by reading and acting on this book. It would not be an exaggeration to say thousands of leaders - perhaps millions - could benefit from reading and acting on this book.
Qumenalu
This book was suggested to me as it would outline some of the management challenges I was facing. It was a very insightful read. This book helped me understand what I need to stop doing, and although I already had an idea it was helpful to see it clearly in black and white.

The book outlines six promotional steps (the book calls them leadership passages) between managing self (i.e. being a worker) to Enterprise manager (e.g.CEO). It gives signs to look for showing what's working and what's not in subordinates and your own new role as well as pointers on how to address them.

I recommend it to anyone who has recently been promoted as it highlights some of the things you have to learn to do and some of the things that you need to stop doing as your role changes. These include the way you work, what you value and how you manage your subordinates.
Valawye
Ram Charan, Stephen Drotter, and James Noel, seasoned business consultants and authors of The Leadership Pipeline, believe that many businesses grow their company's leadership base by incorrectly, leaning upon marketplace superstars instead of internally groomed leaders. They are convinced that developmental failure in raising leaders from within a company significantly hinders organizations from realizing growth potential. The leadership growth process, known as the leadership pipeline, provides a concrete, goal oriented, obtainable model for organizations seeking to build a leadership development culture within their organization.

Their vision for leadership development contains many merits. It is based on the accurate assumptions that people are trusted and competent leaders as they traverse through the pipeline and up the managerial structure of their organization. The model encourages a developmental, training posture towards people in leadership roles, offering hope that people can obtain skills in order to make next steps of influence with a company. The developmental process is largely an internal one, eschewing the frequent temptation to find the illusive celebrity CEO for internal leadership growth instead. Lastly, they helpfully recognize that different levels of leadership roles require varying degrees and types of expertise. This means that leaders need to embrace and press into the challenge of learning new and very different skills than previously required from former positions. Thus they argue that key character traits of a leader is to expand as a learner as one ascends to higher levels of organizational influence.

The Leadership Pipeline rightly points out that micromanaging people, interfering with the tasks assigned to those under one's leadership, and similar distracting meddling has the dual impact of retarding a leader's growth in their present position and undermining the growth of those beneath the leader, to the detriment of the whole organization. Instead, careful directive leadership helps people develop into self-sufficient leaders (i.e. not reliant upon the next level of leadership to attain to essential tasks.)
Stan
The books is thorough if not a bit repetitive. Basically, there are (one too many) stages of leadership, each with it's own unique skill set and value system. When a manager moves up without recognizing the shifts in skills or values needed, misery ensues. This is all very true and it hurts a little to read how things can go wrong at every level.

It may be best to keep the book around during your professional life and check in every once in a while to make sure you are leveraging the right skills and valuing the right work. I would recommend this book but since only one section is relevant at a time, I would say buy and keep for the long term or borrow from a friend.
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