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.
About the Author
Ram Charan is an advisor to many of the world's top CEOs and corporate directors. He is author or coauthor of sixteen books including the New York Times bestseller Execution. He has also taught at Wharton, the Kellogg School of Management, and GE's Leadership Center. He has degrees from Harvard Business School.
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. He was one of the original designers of GE's succession planning process and ran Human Resources at INA Corporation and Chase Manhattan. He has a degree in economics from Amherst College.
Jim Noel is a retired consultant and leadership coach who assisted companies in the selection, assessment, and development of key leadership teams. He is a former manager of Executive Education and Leadership Effectiveness at GE.
Table of Contents
1 Six Leadership Passages: An Overview.
2 From Managing Self to Managing Others.
3 From Managing Others to Managing Managers.
4 From Managing Managers to Functional Manager.
5 From Functional Manager to Business Manager.
6 From Business Manager to Group Manager.
7 From Group Manager to Enterprise Manager.
8 Diagnostics: Identifying Pipeline Problems and Possibilities.
9 Performance Improvement: Clarifying Roles and Creating Performance Standards.
10 Succession Planning.
11 Identifying Potential Pipeline Failures.
12 The Functional Career Passage.
14 Benefits Up and Down the Line.
About the Authors.
Most Helpful Customer Reviews
the title should the backstabbers. Listen to Pink floyd song -which i know here all IIT (india institute of toilet or is it technology? I say it former) students listen and the words are simple - We dont need no thought control all in all you are just another brick. Also, take this thought of Roger waters/David gilmour next level- win a building we say 'the corner stone' So what it syas is biblically is Corner stone is like the person who is the back bone. In other words Leaders are big mouth people who are nothing but looters. With their words they are psyching people and hypnotizing the innocents and using them to wage war, introduce new products (4g/5g) and experimenting on them . harmful effect of radiation in cordless phones, mobile phones are all covered up. have u seen larry ellison or bil gates with cell phones? no they buy german/japan/italy sports cars. Because wall street D.c. don't want to lose these trillion dollar GDP 'leaders ' early to theharmful effects of the products they sell. About author India. the big mouth leaders starting with indira gandhi, PV (mr ten percent payment voucher) Rao have done so much atrocities and harassed innocent officials including a ISRO scientist Nambi narayan) using ugly cops. how they did this? by their leadership of intimidation. they must bepunished ten fold for nambi's and other such atrocous acts of violence. So be careful of these leaders. JAck welch has looted a billion dollars as his retirement benefit. GE's technical competency is not even tpop tn. they are acquiring French MNc's to keep their market share in aviation etc. He is a big fraud.
A must read for anyone needing to develop leaders at any level of an organization.
I have mixed feelings about "The Leadership Pipeline." On one side, I think this is a brilliant take on the different stages that leaders of all levels should step through in order to be their most effective. It also makes a compelling argument about what happens to companies that don't make sure their leaders are ready before they advance to the next level. The chapter on succession planning is highly valuable. On the other hand though...the ideas presented are too mechanical in nature. The temptation for a lazy organization would be to degenerate the framework presented here into an absurd checklist used to evaluate past achievements...but without evaluating skills. I worked in a company (Newmont Mining) that took this route...and frankly the results were poor. Great leaders weren't promoted because they didn't meet the "checklist" and incompetent leaders were moved up because they had something in their past that met the checklist. A fascinating and ground-breaking concept...but be very careful that you implement it correctly.
Organizations need leaders, but natural leaders are at least as rare as natural athletes. And, even natural athletes need careful training and development ¿ given that almost everyone is capable of developing some degree of athletic potential. Similarly, the right training and development program can help almost anyone cultivate some degree of leadership potential. In fact, it can help a few people develop extraordinary leadership abilities. Ignoring leadership development is foolish, but at many companies, short-term priorities eclipse the long-term thinking needed to develop a good leadership pipeline. This book¿s plain, sensible approach is simple without being simplistic. It is generally lucid and clear, and ¿ somewhat to our surprise ¿ it does not suffer from having three authors. If you are a leader or need to develop leaders for large corporations, this is a very useful volume.
What do General Electric, Citigroup, and Marriott International have in common? They have built on the original conceptual work by Walt Mahler at General Electric to establish sustainable methods to developing management breadth and depth. This valuable book outlines the key principles of that current best practice. At a time when more and more companies are relying on headhunters to bring in leaders and management turnover is soaring among young talent, 'growing your own' leaders is about to become a necessary core competence for the future. While almost everyone who is interested in the subject has read glossy articles about what General Electric does at its Crotonville facility, this book provides the core of the broader management process behind those articles. The first part of the book focuses on six key transitions that help a leader develop. The second part shows you how to diagnose how individual leaders are doing, and how to help them make better progress. The six transitions are: from managing yourself to managing others from managing others to managing managers from managing managers to functional managing from functional managing to business managing from business managing to group managing from group managing to enterprise managing. At each transition, what the individual values and focuses on has to change dramatically. In organizations where this transition is not made explicit, you get almost all of the managers in the organization 'stuck' doing things the wrong way, still looking from the perspective of their last job. That's the stuff that Dilbert and the Peter Principle are made of. Although the book takes a large organization's point of view, in various places the points are translated into a small organizational context. Based on my experience with leaders at all these levels, I certainly agree with the authors' points about the key challenges involved. I also think that their diagnostic methods are good. In most cases, the root cause for the problem lies further up in the organization with someone who is not focusing or working on helping managers develop. The key weakness of the book is that in some elements the reader with limited business experience will still not be sure what to do. For example, the step from a functional manager to a business manager requires integrating all of the functions and perspectives in order to be successful. That is an enormous leap in knowledge, expertise, and experience. Although business school cases will help those with that experience, most managers will find it impossible to make the transition unless the business is very undemanding -- something that seldom happens any more. My own experience suggests that basic learning has to be pursued throughout the organization that emphasizes skills like problem solving, locating and implementing the next generation of best practices, and developing a deep understanding of how to create superior business processes as the foundation for this kind of leadership development program. In advanced companies, you can add the concept of having people develop skills for innovating new business models. Then, this leadership development process can become truly powerful. However you decide to go about it, the examples of setbacks and progress outlined in this excellent book will improve your ability to think about improving leadership in your organization. I urge you to read, consider, and apply what you learn. After you have finished thinking about and using the book, I suggest that you also think about where else in your company you do not have a management process to do something important. For example, do you have a management process to keep you aligned with powerful trends beyond your control? Do you have a management process to create superior business models? Be all the leader you can be! Donald Mitchell, co-author of The Irresistible Growth Enterprise and The 2,000 Perce