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

Book Description

Together, these authors have more first-hand experience in leadership development and succession planning than you're likely to find anywhere else. And here, they show companies how to create a pipeline of talent that will continuously fill their leadership needs-needs they may not even yet realize. The Leadership Pipeline delivers a proven framework for priming future leaders by planning for their development, coaching them, and measuring the results of those efforts. Moreover, the book presents a combination leadership-development/succession-planning program that ensures a steady line-up of leaders for every critical position within the company. It's an approach that bolsters the retention of intellectual capital as it eliminates the need to go outside for expensive "stars," who will probably jump ship before they reach their full potential anyway.

Table of Contents

  1. Copyright
  2. Preface
    1. Steve Drotter's Story
    2. Jim Noel's Story
    3. Ram Charan's Story
  3. Acknowledgments
  4. About the Authors
  5. 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. Making the Commitment to Fill the Leadership Pipeline
    5. Understanding the Passages and How to Use Them
  6. 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
  7. 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. Pipeline-Unclogging Tactics
    4. 2.4. Who Is Responsible?
  8. 3. From Managing Others to Managing Managers
    1. 3.1. Five Signs of a Misplaced Manager of Managers
    2. 3.2. What Managers of Managers Should Do
      1. 3.2.1. Selecting and Training First-Line Managers
      2. 3.2.2. Holding First-Line Managers Accountable for Managerial Work
      3. 3.2.3. Deploying Resources Among Units
      4. 3.2.4. Managing the Boundaries
    3. 3.3. How to Help Managers of Managers Through This Leadership Passage
  9. 4. From Managing Managers to Functional Manager
    1. 4.1. Maturing into a Functional Leader Role
    2. 4.2. A Strategic Mindset, a Holistic Approach
      1. 4.2.1. Functional Strategy
      2. 4.2.2. Managing the Whole Function
    3. 4.3. Valuing What You Don't Know
    4. 4.4. Identifying Dysfunctional Signs
    5. 4.5. Developing Mature, Strategic, Whole-Function Managers
  10. 5. From Functional Manager to Business Manager
    1. 5.1. Thinking Differently
    2. 5.2. Managing the Complexity
    3. 5.3. Learning to Value All Functions
    4. 5.4. Being Highly Visible
    5. 5.5. Addressing the Challenge of E-Commerce
    6. 5.6. Warning Signs of Leadership Transition Troubles
    7. 5.7. Development Options: Self-Learning, New Experiences, and Reflection
  11. 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. Warning Signs
    6. 6.6. Developing Group Executives: A Mix of Training, Measures, and Experience
  12. 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
  13. 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. Diagnostic Steps
      1. 8.3.1. Individual Perspective
      2. 8.3.2. Group Perspective
    4. 8.4. Skipping Levels: The Brightest Aren't Always the Best
  14. 9. Performance Improvement: Clarifying Roles and Creating Performance Standards
    1. 9.1. The Relevance of Role Clarity
    2. 9.2. Defining Performance Standards
    3. 9.3. Using Performance Standards to Develop Leaders
    4. 9.4. Strategies for Getting to Full Performance
    5. 9.5. Strategy One: Start with the Boss and Not the Subordinate
    6. 9.6. Strategy Two: Search for Evidence of an Appropriate Values Shift
    7. 9.7. Strategy Three: Use Action Learning as a Primary Vehicle for Development
    8. 9.8. Strategy Four: Address Inappropriate Performance Immediately
    9. 9.9. The Retention-Development Connection
  15. 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
  16. 11. Identifying Potential Pipeline Failures
    1. 11.1. Selecting the Wrong Person
    2. 11.2. Leaving the Wrong Person in the Job Too Long
    3. 11.3. Failure to Seek or Listen to Feedback
    4. 11.4. Defining Jobs Poorly
    5. 11.5. Institutional Failure
  17. 12. The Functional Career Passage
    1. 12.1. Group Functional Manager
    2. 12.2. Broad and Complex Requirements
    3. 12.3. Signs That a Group Functional Manager Is Not Performing
      1. 12.3.1. A First Sign: Acting Like a Politician
      2. 12.3.2. A Second Sign: Excessive Dabbling in the Functional Manager's Work
      3. 12.3.3. A Third Sign: Being Captured by the Group Executive
    4. 12.4. Enterprise Functional Managers
    5. 12.5. Distinctive Skill Requirements and Work Values
    6. 12.6. Signs That an Enterprise Functional Manager Is Working at the Wrong Level
    7. 12.7. Developing Enterprise Functional Managers
  18. 13. Coaching
    1. 13.1. Coaching Framework
    2. 13.2. Clear, Complete, Compelling Feedback
    3. 13.3. Letting Go
    4. 13.4. Redefining Coaching from a Leadership Development Perspective
  19. 14. Benefits Up and Down the Line
    1. 14.1. Making Development Actionable and Understandable
    2. 14.2. Providing Boards with Insight and Information
    3. 14.3. Enterprise Leaders
    4. 14.4. Group Executives
    5. 14.5. Business Managers
    6. 14.6. Functional Managers
    7. 14.7. Manager of Managers
    8. 14.8. First-Line Managers
    9. 14.9. A Flexible Pipeline for Changing Organizations