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The Performance Pipeline: Getting the Right Performance At Every Level of Leadership

Book Description

The guide that defines the results required at each organizational level to sustain business success

It's not enough to build a company full of people with leadership skills. The Performance Pipeline digs deep into the real work of executing business results at each leadership layer.

  • Filled with lessons and examples from the author's 40 years of experience

  • Shows how to set performance standards, make sure the right work is being done, and remove performance barriers

  • Illustrates how leaders can make the transition to the next level and achieve full performance

This book gives leaders in any industry an advantage over the competition.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright
  4. Dedication
  5. Contents
  6. Preface
  7. Part I: The Performance Pipeline Concept
    1. Introduction
      1. Dramatic Changes in the World Economy Make Matters Worse
      2. Four Imperatives
      3. The Performance Pipeline Concept
      4. How the Leadership Pipeline Produced the Performance Pipeline
      5. Business Case for the Performance Pipeline
      6. Leadership Development Frustrations … and Solutions
      7. What You Will Read
    2. 1: Defining Your Performance Pipeline
      1. Defining the Purpose
      2. Collecting Data
      3. Sorting and Codifying the Data
      4. Validating the Standards
      5. Allowing Some Flexibility
  8. Part II: Expected Results at Every Level of Leadership
    1. 2: Enterprise Chief Executive Officer
      1. What a CEO Must Produce
      2. Business Results
      3. Leadership Results
      4. Management Results
      5. Relationship Results
      6. Innovation Results
      7. What CEOs Must Not Produce
      8. Finding the Right Balance
    2. 3: Group Managers
      1. The Most Overlooked Results for Group Managers
      2. The Whole Job
      3. Management Results
      4. Relationship Results
      5. Results We Don't Want from Group Managers
      6. CEO Succession Candidates
    3. 4: Business Managers
      1. Critical Requirements for Building a Profit-Making Machine
      2. Summary of Critical Results
      3. The Whole Job and the Measurements
      4. Inappropriate Results for Business Managers
    4. 5: Function Managers
      1. Who Are the Function Managers?
      2. Critical Results That Underpin Strategy
      3. How Function Managers Hurt the Business
      4. Putting Results into Practice
    5. 6: Managers of Managers
      1. Who Is a Manager of Managers?
      2. Other Sources of Confusion About MOMs
      3. Critical Results Needed from MOMs
      4. Results We Don't Want
    6. 7: Managers of Others
      1. Critical Underlying Results
      2. A Unique Aspect of the Role
      3. The Whole Job
      4. Results We Don't Want
      5. No Individual Contribution Is Sufficient
    7. 8: Self-Managers
      1. The Purpose of the Self-Manager Layer
      2. What the Self-Manager Population Should Deliver
      3. The Whole Job
      4. Results We Don't Want
      5. Enabling Exceptional Performance: The Technical Performance Pipeline
      6. Benefits of a Technical Performance Pipeline
      7. Defining the Technical Performance Pipeline
  9. Part III: Successful Implementation of the Performance Pipeline
    1. 9: Creating a Context for Performance
      1. Test Yourself
      2. How Your Context Is Defined
      3. Cultural Requirements
      4. Other Cultural Elements
      5. Operating Model
      6. Organization Design
      7. Recommendations for Improving Your Context
    2. 10: Enabling Layer Transitions
      1. Creating Risk for the Person and the Business
      2. Figure Out What's Wrong
      3. Transitions and Neuroscience
      4. The MEALER Model
      5. Recommendations for the Boss
      6. Recommendations for the Individual
      7. Recommendations for Human Resources
      8. Tying It All Together
    3. 11: Implementing Your Performance Pipeline
      1. Getting Your Philosophy Right
      2. Building Your Own Tailored Pipeline
      3. Conducting Motivational Performance Discussions
      4. Engaging at All Levels
      5. Getting HR to Understand and Accept the Pipeline
      6. Pursuing Performance Improvement Relentlessly
      7. Conclusion
  10. Tool 1: Actual Performance Pipeline from Company E
  11. Tool 2: Interview Questions
  12. Acknowledgments
  13. The Author
  14. Index