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E-BookEPUBePub WasserzeichenE-Book
Englisch
John Wiley & Sonserschienen am06.02.20243. Auflage
Set up your company for long-term success by building and reinforcing your leadership pipeline
In the newly revised third edition of The Leadership Pipeline, a team of veteran leadership practitioners delivers a practical and essential framework for identifying future leaders, assessing their competence, planning their development, nurturing their talents, and analyzing the results of your efforts. The work to be done, the required skills, time application, and the necessary work values for each leadership layer are clearly defined for the digital age. The book explains how to integrate your organization's leadership development process with a succession plan that provides your company with a ready supply of capable leaders.
You'll discover the tools and techniques you need to knit together your succession and leadership development programs and constantly renew your leadership pipeline. You'll also: Explore anecdotes and stories drawn from the authors' extensive experience with top companies that illustrate the principles discussed in the book
Find ways to eliminate bias and tunnel vision when identifying leadership candidates
Learn to objectively consider the efficacy of individual leadership candidates

A powerful resource for managers, executives, board members, and other business leaders at firms of all sizes, The Leadership Pipeline is an effective and insightful blueprint to future-proofing your company.


RAM CHARAN is an award-winning educator and consultant to senior business leaders and boards around the globe. He is one of the world's bestselling business book authors with over 2 million copies sold. His book with Honeywell CEO Larry Bossidy, Execution, spent 150 weeks on the New York Times bestseller list.
STEPHEN DROTTER is Chairman of the Leadership Pipeline Institute. For over 50 years he has been actively involved in succession planning, executive assessments and leadership development. His work provides the source material for his books, which include The Performance Pipeline, as well as co-authorship of The Success Pipeline and Pipeline to The Future.
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.
KENT JONASEN is CEO of the Leadership Pipeline Institute and works with large organizations on strategic succession planning and development for leaders and experts. Previous to this role, Kent was Deputy Head of Human Resources at Maersk and is the author of the bestselling book The Specialist Pipeline: Winning the War for Specialist Talent.mehr
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Produkt

KlappentextSet up your company for long-term success by building and reinforcing your leadership pipeline
In the newly revised third edition of The Leadership Pipeline, a team of veteran leadership practitioners delivers a practical and essential framework for identifying future leaders, assessing their competence, planning their development, nurturing their talents, and analyzing the results of your efforts. The work to be done, the required skills, time application, and the necessary work values for each leadership layer are clearly defined for the digital age. The book explains how to integrate your organization's leadership development process with a succession plan that provides your company with a ready supply of capable leaders.
You'll discover the tools and techniques you need to knit together your succession and leadership development programs and constantly renew your leadership pipeline. You'll also: Explore anecdotes and stories drawn from the authors' extensive experience with top companies that illustrate the principles discussed in the book
Find ways to eliminate bias and tunnel vision when identifying leadership candidates
Learn to objectively consider the efficacy of individual leadership candidates

A powerful resource for managers, executives, board members, and other business leaders at firms of all sizes, The Leadership Pipeline is an effective and insightful blueprint to future-proofing your company.


RAM CHARAN is an award-winning educator and consultant to senior business leaders and boards around the globe. He is one of the world's bestselling business book authors with over 2 million copies sold. His book with Honeywell CEO Larry Bossidy, Execution, spent 150 weeks on the New York Times bestseller list.
STEPHEN DROTTER is Chairman of the Leadership Pipeline Institute. For over 50 years he has been actively involved in succession planning, executive assessments and leadership development. His work provides the source material for his books, which include The Performance Pipeline, as well as co-authorship of The Success Pipeline and Pipeline to The Future.
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.
KENT JONASEN is CEO of the Leadership Pipeline Institute and works with large organizations on strategic succession planning and development for leaders and experts. Previous to this role, Kent was Deputy Head of Human Resources at Maersk and is the author of the bestselling book The Specialist Pipeline: Winning the War for Specialist Talent.
Details
Weitere ISBN/GTIN9781394160983
ProduktartE-Book
EinbandartE-Book
FormatEPUB
Format HinweisePub Wasserzeichen
FormatFormat mit automatischem Seitenumbruch (reflowable)
Erscheinungsjahr2024
Erscheinungsdatum06.02.2024
Auflage3. Auflage
SpracheEnglisch
Artikel-Nr.13573915
Rubriken
Genre9201

Inhalt/Kritik

Inhaltsverzeichnis
Welcome ix

Introduction 1

What This Update Offers 2

Changing the Work of Leaders 3

Solving the Problems of Today and Tomorrow 10

Applying the Leadership Pipeline Model 11

Dispelling Myths About the Model 12

Part I Why the Leadership Pipeline Matters 17

1 Leadership Pipeline Overview 19

The Big Ideas 19

The Core Leadership Passages 22

Defining the Job to Be Done 33

Understanding the Transitions 36

New Ways of Looking at Careers 41

Going Forward 43

2 Leadership Pipeline Value Proposition 45

Strengthening Your Weakest Link 46

Reducing Your Soft Costs 47

Universal Bank of Leaders Required 48

A Model for Past, Present, and Future 50

How to Build Needed Architecture 54

Part II Five Leadership Pipeline Passages 55

3 Leading Others 57

The Job to Be Done 58

The Transition to the Role 63

Typical Transition Issues 69

Variations of the Role 76

4 Leading Leaders 81

The Job to Be Done 82

The Transition to the Role 86

Typical Transition Issues 92

Variations of the Role 100

5 Leading a Function 103

The Definition of the Role 104

The Job to Be Done 106

The Transition to the Role 112

Typical Transition Issues 120

An Important Outcome 129

6 Leading a Business 133

The Heft and Scope of the Role 134

The Job to Be Done 135

The Transition to the Role 141

Typical Transition Issues 148

7 Leading an Enterprise 155

The Job to Be Done 158

Developing an Enterprise Mindset 160

The Transition to the Role 167

Typical Transition Issues 172

Part III Application 179

8 Strategies for Implementing the Leadership Pipeline Model 181

Designing Leadership Portraits 182

Choosing the Implementation Degree 186

Situating the Leadership Pipeline Framework 187

9 Tips for Fine- Tuning the Implementation 193

Universal Tips 195

Tips for Business Leaders 196

Tips for HR Leaders 198

Tips for HR Business Partners 200

Things Not to Do- By Anyone 203

Tips for Unclogging the Pipeline 204

Final Note 205

10 Meaningful Dialogues for Performance, Engagement, and Retention 207

Where to Start 208

What to Watch Out For 210

Using Leadership Pipeline Performance Circles 212

Strategies for Getting to Full Performance 218

The Retention- Development Connection 225

11 How the Leadership Pipeline Model Is Applied to Unique Roles 227

Project Leader 228

Scaled Agile Organizations Leader 232

Leader of Contractors 237

Section Leader 240

Group Leader 243

The Authors 249

Index 251mehr
Leseprobe

Welcome

We believe you will find this book helpful, clear, concise, and most of all useful-as many, many other people have.

Substantial benefits are derived from using the Leadership Pipeline framework. Chief executives have told us that using the Leadership Pipeline accomplishes many things:
Changes the dialogue at the executive table, focusing more on strategy and talent, not just revenue and profit
Helps push accountability down the organization in a coherent way; frees those at the top to focus more on the future while lower levels drive productivity and early operating results
Produces common standards for both performance and potential, differentiated by layer of leadership
Inspires better coaching, given the improved clarity of expectations for all involved
Provides a competitive advantage
Serves as an invaluable resource for developing leaders at all levels

Human resources leaders have told us they now can do important work better:
Focus coursework on the job to be done rather than on generic skills
Anchor succession planning on what potential means and what it looks like
Talk about people matters in a consistent way
Have a framework for assessing and developing our own leadership talent
Have leadership concepts that are enduring and simple enough that leaders at every level can quickly grasp what it means to be an effective leader

The overwhelmingly positive response to the first edition of The Leadership Pipeline (published in 2001) led to the second edition, published in 2011. Since the first edition, we have experienced an increasing interest in applying the Leadership Pipeline model. Our discussions with readers and our work as consultants have provided us with invaluable feedback about the model-feedback that has helped make this model even more effective in practice. We want to pass on the lessons we've learned so that companies can maximize the Pipeline's value.

Many of the best and most successful corporations in the world have adopted the Leadership Pipeline model as the core framework for their efforts on the human side of their businesses. CEOs and other senior executives at these leading companies tell us they have adopted the Leadership Pipeline because they believe it gives them the ability to stay ahead of their competition. Built on the common leadership passages, it helps organizations select, develop, and assess leaders based on specific responsibilities and the required work values, time application, and skills at each leadership level-what we call the transition triad.

Our approach to the third edition of the book has been to make it even easier for organizations to implement the model and harvest the same benefits as those organizations already using it. The Leadership Pipeline model itself is timeless, but the business environment is ever changing. Organizational structures and business models evolve, and the macro trends in the surrounding world pull organizations in new directions. In this book, we both capture what has changed over the past years and look ahead to outline how best to use the model in the future.
Getting the Most out of This Book

Words and ideas mean different things to different people, more than ever in current society. You will get the most out of this book if you understand our words and ideas in the spirit and intent in which they were written. Here we define a few of the critical ones that are central to our book.
Leading Versus Managing

Distinguishing between leadership and management has been the subject to endless debate involving academics and practitioners. We find that discussion somewhat fruitless. At the end of the day, there is a job to be done in each leadership role that requires both. One doesn't work without the other. The right set of work values, time application, and skills include leading and managing.

In the first and second editions we consistently applied the term manager. In this edition we instead consistently apply the term leader. We changed the term to make it more palatable and more translatable. Most of the many languages this book has been translated into don't have a word for manager; they only have a word for leader.

Our point is: don't let yourself get hung up on these two terms while reading the book. Focus on what the leaders must deliver in their jobs and what it takes to deliver.
Roles Versus Hierarchy

We discuss and display the Leadership Pipeline in levels or layers. We are not defining a hierarchy or status. We are defining roles, packages of work to be done. It is possible for an individual to have three different roles at the same time. A person who reports to the chief executive and runs a business is the business leader. That person may have other leaders reporting (we call this leading leaders) and have individual contributors reporting to them (called leading others). We think it is important for that person to understand the requirements from all three roles. The role identification for any leadership role comes from the highest order of responsibility, such as business leader in this example.
Agility Versus Rigidity

There have been many ways of approaching business or organization success. Total Quality Management (TQM), matrix, lean, design thinking, and now agile are examples. Each of these operating models offer meaningful ways to improve productivity and performance. Terrific benefits have been derived in some cases. None of them are enough by themselves to run the entire enterprise. All enterprises require a foundation of basic activities that must be mastered. People have to be hired and developed, decisions have to be made about direction and resource allocation, plans are needed to put work in sequence, and so on no matter what operating model is chosen. We are offering the cradle or architecture in which any operating model, including agile, can sit.
Competencies Versus Work to Be Done

We have been invited into many organizations who have implemented competency models. Some of the common goals for their competency programs have been to strengthen leadership performance, improve daily dialogues on leadership, enable more accurate assessment of good leadership, and more reliable succession planning. The reason for inviting us in is always the same. After full implementation and a couple of years of hard work, the results were not sufficient. Many realize later that competencies work fine for skills training purposes, but not for performance assessment, or succession planning, or building a leader-led development culture.

The difficulty with competency models is very simple. Competencies represent input to performance-not actual performance. Also, they usually aren't differentiated; they are the same for every position even though the work is very different. Don't get us wrong, we do believe that it is important to have leadership competencies when you are in a leadership role. However, it remains input to performance and needs to be supported by other equally critical elements. In addition to skills, leaders need the right work values and the right time application.

The Leadership Pipeline model focuses on the job to be done and differentiates by layer. It focuses on what results they must deliver and what to do to deliver them.

In this third edition we will make it much easier for you to implement the core of the Leadership Pipeline without a detour for competency models or other partial solutions. For those who already have competency models in place, we will explain and give examples of how you can integrate competence frameworks in the Leadership Pipeline model without much dilution of the benefits of the Leadership Pipeline model or your competencies.
Who Should Read This Book

... Anyone who isn't a leader now but would like to become a leader

... Leaders who want to improve their leadership performance

... Talent or leadership development specialists who want to implement an enduring leadership development architecture, something that doesn't have to change every six months when a new idea surfaces or a new CEO or CHRO is appointed

... CEOs who want to make leadership development a competitive advantage
How to Read This Book

This book is divided into three sections.

The first section introduces you to the Leadership Pipeline and makes the business case for using it.

The second section defines differentiated leadership roles, emphasizing the work values, time application, and skills required to be successful in the role. To keep the leadership pipeline full and flowing, it's crucial that you are aware of the specific requirements, the common problems leaders experience in making a full transition into their role, and behaviors or attitudes that identify someone as having difficulty transitioning into the role.

The third section addresses some uses and applications to help you get the most from the model.

The pipeline is a very flexible model that organizations can adapt to their own situations and needs. It's also a model designed with changing leadership accountabilities in mind. Some of the traditional notions of what a leader needs to be and do are no longer valid.

To use the Leadership Pipeline approach effectively, you need to challenge traditional notions of...
mehr

Autor

RAM CHARAN is an award-winning educator and consultant to senior business leaders and boards around the globe. He is one of the world's bestselling business book authors with over 2 million copies sold. His book with Honeywell CEO Larry Bossidy, Execution, spent 150 weeks on the New York Times bestseller list.

STEPHEN DROTTER is Chairman of the Leadership Pipeline Institute. For over 50 years he has been actively involved in succession planning, executive assessments and leadership development. His work provides the source material for his books, which include The Performance Pipeline, as well as co-authorship of The Success Pipeline and Pipeline to The Future.

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.

KENT JONASEN is CEO of the Leadership Pipeline Institute and works with large organizations on strategic succession planning and development for leaders and experts. Previous to this role, Kent was Deputy Head of Human Resources at Maersk and is the author of the bestselling book The Specialist Pipeline: Winning the War for Specialist Talent.
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