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The Leadership Pipeline: How to Build the Leadership Powered Company, Second Edition

Book Description

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.

Table of Contents

  1. Copyright
  2. Foreword
  3. Preface to the Revised Edition: Observations from the Field
    1. Deep-Seated Development Errors
    2. Four External Pipeline Factors
      1. Outside Talent Hasn't Met Organizational Needs
      2. The Critical New Markets: China, India, and Other Emerging Markets
      3. Job Content Is Changing
      4. The Need for Role Clarity
    3. A Model for the Future as Well as the Present
  4. Introduction
    1. The Trouble with Finding and Developing Leaders: The New Economy, Globalization, and Organizational Perspectives
    2. Untapped Leadership Potential
    3. Passages Through the Pipeline
    4. Two Leadership Turns That Give Many People Trouble
    5. Making the Commitment to Fill the Leadership Pipeline
    6. Understanding the Passages and How to Use Them
  5. 1. Six Leadership Passages: An Overview
    1. 1.1. Passage One: From Managing Self to Managing Others
    2. 1.2. Passage Two: From Managing Others to Managing Managers
    3. 1.3. Passage Three: From Managing Managers to Functional Manager
    4. 1.4. Passage Four: From Functional Manager to Business Manager
    5. 1.5. Passage Five: From Business Manager to Group Manager
    6. 1.6. Passage Six: From Group Manager to Enterprise Manager
    7. 1.7. Adapting the Model to Small Business Requirements
    8. 1.8. Passages Through the Pipeline
    9. 1.9. Frequently Asked Questions
    10. 1.10. Observations from the Field
  6. 2. From Managing Self to Managing Others
    1. 2.1. The Rising Power and Expectations of Individual Contributors
    2. 2.2. Three Achievements of Terrific First-Time Managers
      1. 2.2.1. Defining and Assigning Work to Be Done
      2. 2.2.2. Enabling Direct Reports to Do the Work
      3. 2.2.3. Building Social Contracts
    3. 2.3. Two Examples of Transition Troubles
    4. 2.4. Pipeline-Unclogging Tactics
    5. 2.5. Who Is Responsible?
    6. 2.6. Frequently Asked Questions
    7. 2.7. Observations from the Field
  7. 3. From Managing Others to Managing Managers
    1. 3.1. A Failure to Empower First-Line Managers
    2. 3.2. Five Signs of a Misplaced Manager of Managers
    3. 3.3. What Managers of Managers Should Do
      1. 3.3.1. Selecting and Training Capable First-Line Managers
      2. 3.3.2. Holding First-Line Managers Accountable for Managerial Work
      3. 3.3.3. Deploying Resources Among Units
      4. 3.3.4. Managing the Boundaries
    4. 3.4. How to Help Managers of Managers Through This Leadership Passage
    5. 3.5. A Role Model for Managers of Managers
    6. 3.6. Frequently Asked Questions
    7. 3.7. Observations from the Field
  8. 4. From Managing Managers to Functional Manager
    1. 4.1. Maturing into a Functional Leader Role
    2. 4.2. A Common Flaw in New Functional Managers
    3. 4.3. A Strategic Mind-Set, a Holistic Approach
      1. 4.3.1. Functional Strategy
      2. 4.3.2. Managing the Whole Function
    4. 4.4. Valuing What You Don't Know
    5. 4.5. Ron's Story
    6. 4.6. Identifying Dysfunctional Signs
    7. 4.7. Developing Mature, Strategic, Whole-Functional Managers
    8. 4.8. Frequently Asked Questions
    9. 4.9. Observations from the Field
  9. 5. From Functional Manager to Business Manager
    1. 5.1. Super Performance Does Not Require Superwoman
    2. 5.2. Thinking Differently
    3. 5.3. Managing the Complexity
    4. 5.4. Learning to Value All Functions
    5. 5.5. Being Highly Visible
    6. 5.6. Addressing the Challenge of E-Commerce
    7. 5.7. Warning Signs of Leadership Transition Troubles
    8. 5.8. Development Options: Self-Learning, New Experiences, and Reflection
    9. 5.9. A Successful Transition: Letting Go of the Functional Mind-Set
    10. 5.10. Frequently Asked Questions
    11. 5.11. Observations from the Field
  10. 6. From Business Manager to Group Manager
    1. 6.1. Succeeding Indirectly
    2. 6.2. Managing and Developing Business Managers
    3. 6.3. Connecting the Business to the Corporation
    4. 6.4. Managing the Uncovered
    5. 6.5. A Business Manager Mentality in a Group Executive Body
    6. 6.6. Warning Signs
    7. 6.7. Developing Group Executives: A Mix of Training, Measures, and Experience
    8. 6.8. The Quintessential Group Executive
    9. 6.9. Frequently Asked Questions
    10. 6.10. Observations from the Field
  11. 7. From Group Manager to Enterprise Manager
    1. 7.1. Challenge One: Delivering Consistent, Predictable Top- and Bottom-Line Results
    2. 7.2. Challenge Two: Setting Enterprise Direction
    3. 7.3. Challenge Three: Shaping the Soft Side of the Enterprise
    4. 7.4. Challenge Four: Maintaining an Edge in Execution
    5. 7.5. Challenge Five: Managing the Enterprise in a Broader, Global Context
    6. 7.6. A Significant Value Shift
    7. 7.7. Signs That a CEO Is Struggling
    8. 7.8. CEO Development: No Skipping Levels Allowed
    9. 7.9. Don't Set Up a CEO for Failure
    10. 7.10. Frequently Asked Questions
    11. 7.11. Observations from the Field
  12. 8. Diagnostics: Identifying Pipeline Problems and Possibilities
    1. 8.1. Three Good Reasons to Diagnose Early and Often
    2. 8.2. A Tool to Look Beyond What Got Done
    3. 8.3. Mary and Charlie's Story
      1. 8.3.1. Leadership Skills
      2. 8.3.2. Time Application
      3. 8.3.3. Work Values
    4. 8.4. Diagnostic Steps
      1. 8.4.1. Individual Perspective
      2. 8.4.2. Group Perspective
    5. 8.5. Skipping Levels: The Brightest Aren't Always the Best
    6. 8.6. Frequently Asked Questions
    7. 8.7. Observations from the Field
  13. 9. Performance Improvement: Clarifying Roles and Creating Performance Standards
    1. 9.1. The Relevance of Role Clarity
      1. 9.1.1. Gaps
      2. 9.1.2. Overlaps
    2. 9.2. Defining Performance Standards
    3. 9.3. Using Performance Standards to Develop Leaders
    4. 9.4. Strategies for Getting to Full Performance
      1. 9.4.1. Strategy One: Start with the Boss and Not the Subordinate
      2. 9.4.2. Strategy Two: Search for Evidence of an Appropriate Values Shift
      3. 9.4.3. Strategy Three: Use Action Learning as a Primary Vehicle for Development
      4. 9.4.4. Strategy Four: Address Inappropriate Performance Immediately
    5. 9.5. The Retention-Development Connection
    6. 9.6. Frequently Asked Questions
    7. 9.7. Observations from the Field
  14. 10. Succession Planning
    1. 10.1. Toward a Leadership Pipeline Definition of Succession Planning
    2. 10.2. Transforming Potential from a Negative to a Positive
    3. 10.3. Setting Clear Standards to Assess Potential
    4. 10.4. How to Do Succession Planning That Fills the Pipeline
    5. 10.5. Frequently Asked Questions
    6. 10.6. Observations from the Field
  15. 11. Identifying Potential Pipeline Failures
    1. 11.1. Selecting the Wrong Person Jerry and Tim's Story
    2. 11.2. Leaving the Wrong Person in the Job Too Long
    3. 11.3. Jerry and Vince's Story
    4. 11.4. Failure to Seek or Listen to Feedback
    5. 11.5. Tom's Story
    6. 11.6. Defining Jobs Poorly
    7. 11.7. Institutional Failure
    8. 11.8. Frequently Asked Questions
    9. 11.9. Observations from the Field
  16. 12. The Functional Career Passage
    1. 12.1. Group Functional Manager
    2. 12.2. Broad and Complex Requirements
    3. 12.3. Jane's Story
    4. 12.4. Signs That a Group Functional Manager Is Not Performing
      1. 12.4.1. A First Sign: Acting Like a Politician
      2. 12.4.2. A Second Sign: Excessive Dabbling in the Functional Manager's Work
      3. 12.4.3. A Third Sign: Being Captured by the Group Executive
    5. 12.5. Enterprise Functional Managers
    6. 12.6. Distinctive Skill Requirements and Work Values
    7. 12.7. Signs That an Enterprise Functional Manager Is Working at the Wrong Level
    8. 12.8. Developing Enterprise Functional Managers
    9. 12.9. Frequently Asked Questions
    10. 12.10. Observations from the Field
  17. 13. Coaching
    1. 13.1. Coaching Framework
    2. 13.2. Sam and Linda's Story
    3. 13.3. Clear, Complete, Compelling Feedback
    4. 13.4. Bob and Martin's Story
    5. 13.5. Letting Go
    6. 13.6. Redefining Coaching from a Leadership Development Perspective
    7. 13.7. Tina's Story
    8. 13.8. Frequently Asked Questions
    9. 13.9. Observations from the Field
  18. 14. Benefits Up and Down the Line
    1. 14.1. Making Leadership Development a Core Competency: Best Practices at Marriott International
    2. 14.2. Making Development Actionable and Understandable
    3. 14.3. Providing Boards with Insight and Information
    4. 14.4. Enterprise Leaders
    5. 14.5. Group Executives
    6. 14.6. Business Managers
    7. 14.7. Functional Managers
    8. 14.8. Managers of Managers
    9. 14.9. First-Line Managers
    10. 14.10. A Flexible Pipeline for Changing Organizations
    11. 14.11. Frequently Asked Questions
    12. 14.12. Observations from the Field
  19. Acknowledgments
  20. The Authors