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Leadership Pipeline

Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.

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Leadership Pipeline

  1. 1. Some Impressionistic Take away from the Book Dr.Ram Charan, Stephen J.Drotter, J.Noel Leadership Pipeline Ramki ramaddster@gmail.com Potential Employee Involved Senior Member Success
  2. 2. About the Authors Ram Charan is a highly sought after business advisor and speaker famous among senior executives for his uncanny ability to solve their toughest business problems. For more than thirty-five years, Dr. Charan has worked behind the scenes with top executives at some of the world's most successful companies, including GE, Verizon, Novartis, Dupont, Thomson Corporation, Honeywell, KLM, Bank of America, and MeadWestvaco. He has shared his insights with many others through teaching and writing. He earned an engineering degree in India and soon after took a job in Australia and then in Hawaii. He earned MBA and doctorate degrees from Harvard Business School, where he graduated with high distinction and was a Baker Scholar. After receiving his doctorate degree, he served on the Harvard Business School faculty. Stephen Drotter is the Chief Executive of M/s Drotter Human Resources, an executive succession planning, leadership performance and organization company design company serving a large company base. He has guided a number of leading companies all over the world in a period of four decades. Jim Noel is a leading consultant who has honed his skills from being in academics at the George Washington University, Washington D.C.
  3. 3.  Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or nonexistent.  This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations.  The Second edition is an improvement based on learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published.  The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated and executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.. Prelude
  4. 4.  How to use a proven model for identifying future leaders, assessing their competence, planning their development and measuring the results.  How to integrate your company’s leadership development process with a succession planning process to constantly renew leaders at all levels.  How to use diagnostics to identify problems and possibilities in your leadership pipeline.  Ways to improve performance by clarifying roles and creating performance standards.  How to challenge traditional notions of leadership to use the Leadership Pipeline approach effectively. Learning’s from the Book
  5. 5. Context
  6. 6.  This is an era in which the demand for leadership greatly exceeds the supply. Signs of this imbalance are everywhere.  Executive search firms are flourishing because of the demand for leadership talent. Just about every major organization is attempting to hire “stars,” offering enormous compensation to entice the best and the brightest.  These overly aggressive, sometimes desperate attempts to recruit outsiders suggest that the leadership pipeline is inadequate. Internal training, mentoring and other developmental programs aren’t keeping the pipeline full, making it necessary to look outside.  Everyone is fighting over a relatively small group of stars who, even when successfully recruited, tend to willingly move from company to company.  What’s needed is an approach that will allow organizations to keep their own leadership pipelines full and flowing.  This is easier said than done because the requirements of leadership have changed so dramatically, and most development models are ill-suited for these changing requirements.  However, the following approach that takes into account the different requirements at distinct leadership levels is viable Context
  7. 7. The Concept  Increasing number of Leaders are needed at more level of the Organization , they need to be developed from within the company rather than lateral recruitment from outside.  People can reinvent themselves by accumulating skills & experience
  8. 8. Getting the  Right People with the  Right Stuff in the  Right places at the  Right time Goal
  9. 9. 1 Six Leadership Passages An Overview
  10. 10.  This Chapter provides an overview of the “Six leadership passages “model with the discussion of the unique needs and varied skill requirements of the star performer vis a vis conventional performers of each passage with an understanding of the challenges faced by the organization.  The knowledge about each passage helps reveal “hidden “ leadership problems at every organizational layer and in establishing appropriate requirements of six leadership levels which could facilitate the succession planning exercises in the organizations.  A unique organizational architecture called ‘leadership passage ‘has been developed by the authors to demonstrate the usefulness in evolving a leadership powered organization that is sustained against all kinds of odds and challenges within and outside the organization over a number of years.  Though the model has been framed primarily to address the large scale enterprises, the model can be fitted to work for the requirements of small businesses as well. Chapter -1
  11. 11. 6 Leadership Passages Each passage represents a major change in job requirements that translates to new skill requirements, new time horizons and applications, and new work values.
  12. 12. Transition of Leaderships Passage-1 Passage-2 Passage-3 Passage-4 Passage-5 Passage-6
  13. 13. An Integrated Approach to Building Leadership Pipeline
  14. 14. 2 From Managing Self to Managing Others
  15. 15.  This Chapter lucidly brought out the first passage ‘from managing self to managing others ‘is lucidly. The growth of the star performer/leader to the other first line managers in terms of skills, time application and work values is made explicit. In articulating the leadership goals, it is important to go beyond the listed goals and requisite skills.  The rising power and expectations of individual contributors, achievement levels of first time Managers in terms of skills, time application and work values are vividly portrayed.  To unclog the pipe line problems, the tactics of preparations, monitoring and intervention are applied in the context of the well known “General Electric Leadership Matrix “.It identifies the responsibilities for training the first line managers with Managers of managers to be a star performer. Chapter -2
  16. 16.  Managing self is the position where we contribute to an organizations success by doing the assigned work in the given time frames in ways that meet the objectives.  The move is often more troublesome than anticipated.  The person often feels reluctant to let go of activities that made them successful.  Skills now required are those of helping others to perform successfully.  Others are often not willing to let the person make the change in role and encourage them. Passage 1- Managing Self to Managing Others
  17. 17. Passage-1 – First Time Management
  18. 18. Navigating the Transition  Organizations need to make sure that first-time Managers understand what is required of them.  Need to focus on Communication skill, Communicate effectively with their teams.  Written communication –Clarity & Clearly.  Making time to discuss with the team on concerns.  Know how to plan Short & long term goals, Define work objectives, Managing differences.  Focus on team members needs  Coaching new managers to practice management by walking around.  Stay in touch with people.  Encourage the team to speak their mind.  How to delegate effectively  They are responsible for other people.
  19. 19. 3 From Managing Others to Managing Managers
  20. 20.  This Chapter identifies the signs of misplaced managers of managers and further develops the third passage’ Managing Managers’.  The symptoms of a misplaced manager of managers are diagnosed along with a discussion on the essential skills that a manager should employ to upgrade the leadership passage and the organization.  It emphasizes on the accountability of first line managers and insists upon the efficient use of resources which would enhance organizational effectiveness.  It places emphasis on the appropriate measures for reaching the effectiveness levels which are important for the growth of the organization. A role model of a Manager of managers is developed in the process.. Chapter -3
  21. 21.  In this passage, managers are moving to pure managing in their work rather than a mix, therefore people need to divest themselves of individual tasks.  Often frequently ignored as a passage by companies.  Skills required include selecting people for passage one, assigning managerial and leadership work to them.  Many people who get in this position have skipped passage one. This can ‘clog up’ the pipeline.  Coaching support is very important for people in passage two. Passage 2- Managing Others to Managing Managers
  22. 22. Navigating the Transition  First, new managers at this level need to know how to hold level one managers accountable. This might include becoming a coach or mentor to help them develop, and providing appropriate training. Managers in level two are also responsible for training the managers in level one, so make sure that they're aware of available training resources, and ensure that they know how to develop effective training sessions.  At level one, new managers might know how to get people to work together to accomplish a goal. But, at level two, managers must have the knowledge and skills needed to build an effective team.  Finally, these managers need to know how to allocate resources to the people and teams below them. These resources could be money, technology, time, or support staff, and they need to know how to budget effectively. They must know how to identify teams or units that are wasting resources, as well as knowing where to apply additional resources to improve performance.
  23. 23. 4 From Managing Managers to Functional Managers
  24. 24.  This Chapter vividly portrays the fourth passage of Functional Manager and elaborates the necessity of having functional maturity for this executive.  It identifies the dysfunctional signs created by some executives who are not capable of managing themselves and other managers below them.  It insists upon emotional maturity as a prime requirement for the executive of this level.  The common flaws of new era functional managers are described and stresses on developing a strategic mind set and a holistic approach towards the organizational development for the manager of this layer.  It warns to the organizations about the dysfunctional symptoms that would affect the organization and emphasizes on developing a mature strategic manager is vital for organizational growth. Chapter -4
  25. 25.  This passage is much tougher transition than other two, because it requires an increase in Managerial maturity.  Communicating with the individual contributors can present a significant challenge.  It can involve leadership in areas that are out of their technical expertise.  Often the direct reports to this level are from different functional areas and therefore have to become skilled at a wide variety of functions.  They need to look at sustainable competitive advantage rather than an immediate but short term gain. Passage 3- Managing Managers to Functional Managers
  26. 26. Navigating the Transition  Functional Managers must learn how to think Strategically & Manage with the entire department, or function , in mind.  Think over the long-term- understand organizations long-term goals, their functional strategy aligns with these aims.  Coach new functional managers today up to date on trends, so that they can take advantage of new advances. Aware of technology and trends , adjust their strategy to enhance contribution towards competitive advantage.  Good listeners- Active listening skills , Skills towards reading body language  Ability avoid misinterpretations and spot untruths. 23
  27. 27. 5 From Functional Managers to Business Managers
  28. 28.  This Chapter - tremendous sense of ownership in brought in while discussing the fifth passage of Business Manager. The Value shift is to be built in valuing one’s own function to valuing all functions appropriately for the executive while managing complexities and learning to value all functions within the business unit.  A significant technique ‘the Alignment Triangle’ has been developed by the authors for evaluating the competencies and building up the competitive advantage and strategic direction for the business unit.  It addresses the challenges of E-Commerce business and warns about the signs of leadership transition troubles. It stresses upon the custodianship of the organizational culture for the executives of this layer. Chapter -5
  29. 29.  Often the most satisfying and the most challenging passage of a career. Business managers usually have much more autonomy.  It requires a shift in thinking and looking at decisions functionally (can we do this?) to a profit perspective (will it make money if we do this?)  There are more new and unfamiliar responsibilities here than at other levels  There is a skill need to work effectively with a wider variety of people.  Finding a balance between future goals and present needs Passage 4- Functional Manager to Business Manager
  30. 30. Navigating the Transition  New Business Managers have to adjust their thinking to focus on future growth in all areas of the organization. They need to understand each function of the organization and know how these functions interrelate. Without this understanding , business managers will likely only focus on one or two functions, which could damage the organization’s growth.  Encourage new business managers to get to know their functional managers well – Talking to them , taking them for important trips.  Need to know the organization’s core business processes and understanding where the Profit lies within these processes. Without this knowledge, business managers can make costly strategic mistakes.  Time Management skills. Maangers who lacks these skills won’t invest enough time on key projects or with key people, so make sure that this group knows how to focus on important, not just urgent challenges.
  31. 31. 6 From Business Managers to Group Managers
  32. 32.  This Chapter describes in the form of succeeding indirectly, developing the business managers and connecting the business unit to the bigger corporation the requirements of a Group Manager who manages the business managers are described.  The Group Managers must exercise restraint in managing the business in the same way he was doing when he was a business manager in terms of business strategies, pricing, consolidation exercises etc.  It insists on learning the measuring skills of evaluating multiple performance areas within an organization to enhance the overall effectiveness of an enterprise. Chapter -6
  33. 33.  This is the transition from running one business to running multiple businesses.  First, group managers must become proficient at evaluating strategy for capital allocation and deployment purposes.  Group managers need to know who among the function managers is ready to become business managers.  The third skill set has to do with portfolio strategy.  This is quite different from business strategy and demands a perceptual shift.  Group managers must become astute about assessing whether they have the right core capabilities to win. Passage 5- Business Manager to Group Manager
  34. 34. Navigating the Transition  Group Managers need the ability to value other’s success, and they must be humble enough to help others succeed. They need to learn how critique the business managers’ strategy formulation, and provide effective feedback.  Group Managers should know how to create the right mix of investments in their businesses to help the organization succeed. Resource allocation, market prediction and segmentation and global business etiquette are all important skills.  Need to stay on top of all the business to ensure that they are obeying the law, sticking to corporate policy, acting in a way that’s consistent with corporate strategy, enhancing the global brand, and making a robust profit.  Must know how to maintain good relationship with businesses, even if they are not getting the funding they want.  Analytical skills in order to balance what is good for their businesses, versus what is good for the organization.
  35. 35. 7 From Group Managers to Enterprise Managers
  36. 36.  This Chapter draws a transition to Enterprise Manager and Chief Executive officer (CEO) .The CEO has to meet several challenges while developing himself along with other group managers within the corporation.  These challenges are identified as delivering consistent results , setting enterprise direction, shaping soft side of the enterprise ,maintaining the edge in execution and managing the broader Global context of the enterprise .  The authors also insist that a star performer should be learning the core competencies of the business along with the functional diversity to reach the position and the experience for the CEO.  Thus the authors warn the organizations not to skip the levels of CEO development while selecting a CEO for the enterprise. The authors caution the organizations that appointing the external consultant as CEO who struggles and fail an organization being a cultural misfit, rather than being a success. Chapter -7
  37. 37.  These are the CEOs and Presidents of the companies. The transition during the sixth passage is much more focused on values than skills.  Enterprise leaders need to come to terms with the fact that their performance as a CEO will be based on three or four high-leverage decisions annually.  There's a subtle but fundamental shift in responsibility from strategic to visionary thinking and from an operations to a global perspective.  Enterprise leaders must let go of the pieces that is, the individual products and customers-and focus on the whole.  This is the only leadership position in the organization where inspiring the entire employee population through a variety of communication tools is essential. Passage 6- Group Manager to Enterprise Manager
  38. 38. Navigating the Transition  Future CEOs need to understand that once they ascend to this level, they are responsible for a number of different stakeholders groups & organization, such as Board, financial analysts, investors, partners, workforce, direct reports & local communities. Failing any of these groups means loss of credibility.  Make good & right decisions under an incredible amount of pressure. Make sure that potential leaders are familiar with a wide range of decision making techniques, and know how to think on their feet.  Last, risk taking is a given at the level, but future CEOs need the courage to take calculated risks, even when they face opposition from others. This requires character, integrity, decisiveness and inner strength.
  39. 39. 8 Diagnostics: Identifying Pipeline Problems & Possibilities
  40. 40.  This Chapter identifies the leadership pipeline problems and possibilities and develops early warning signals having elaborated all the passages as given above and the authors move on to prepare diagnostic tools.  An individual perspective as well as group perspective is vividly illustrated in furthering the thoughts and thus the authors establish the merits of the Pipeline model.  With a view to strengthen the enterprise growth, many organizations commit the mistake of the ‘high potential ‘performers who are given quick promotions and allowed to zoom through or bypass crucial leadership experiences and the authors alert the organizations not to do this practice. Chapter -8
  41. 41.  Just about every organization has people working at the wrong leadership levels. The problem can occur at any of the six levels, but it’s most common among first line managers who are spending most of their time doing individual contributor work, business managers who are doing functional work and group executives who are focusing on business manager work. Diagnostic Steps  The following steps will help you assess an individual quickly and accurately:  Identify the individual’s behaviors and work production through observing and talking to him. Look at his calendar to determine how he’s spending his time. Find out what work he’s producing and the major focus of his/ her efforts.  Discover his impact on others — direct reports, both past and present, as well as people in other units. Has he developed direct reports effectively for their current leadership levels?  Overlay this information on the Pipeline model. Analyze how an individual’s actions and attitudes align or misalign with a given level’s skills, time applications and values. Diagnostics-Identifying Pipeline Problems & Possibilities
  42. 42.  Determine the level at which someone is actually working versus the level at which he should be working.  When you do so, be specific in identifying the gaps between his operating level and his assigned level.  Create a development plan that is value-focused. Keep in mind that if people learn the right values, the right time applications and skills usually follow Group Perspective  Many times, the Pipeline diagnostic is used for different groups within an organization. Business teams can use it to figure out whether they’re working at the proper level, given their assignment and goals.  The following steps will help groups use the Pipeline diagnostic effectively:  Conduct individual assessments of leaders who are part of the group being assessed. Diagnostics-Identifying Pipeline Problems & Possibilities
  43. 43.  Look at the individual assessments cumulatively and determine whether the skills, time applications and work values match what is appropriate for the levelacross the group.  If they’re not appropriate, what are the specific gaps? Spell out what the misalignment consists of.  If you’re looking at the entire pipeline, analyze each level’s strengths and weaknesses. Where is the pipeline clogged? Can you pinpoint a particular level or levels where appropriate leadership is lacking? Diagnostics-Identifying Pipeline Problems & Possibilities
  44. 44. 9 Performance Improvements : Clarifying Roles & Creating Performance Standards
  45. 45.  This Chapter emphasis on role clarity and arriving at performance standards is discussed in this chapter.  The essential measures which define the standards for judging performance levels are elaborated.  A novel tool of four circles in the form of full performance, not yet full performance, exceptional performance and inappropriate performance are portrayed in the chapter to develop dynamic strategies for the growth of the organization. Chapter -9
  46. 46.  The Leadership Pipeline provides a fast and effective way to establish role clarity. By comparing what a leader does versus what is required at a given leadership level, as well as what his boss and subordinates do versus the model, you can sharpen role clarity. Because most development occurs on the job, it’s important to establish the right role requirements so a leader understands them and develops in the right direction.  Role clarity can be achieved by using the Pipeline model to identify the leadership level at which a given job is located; communicating to managers what this level is and the skills, time applications and work values demanded by this level; and making everyone up and down the pipeline aware of the potential gaps and overlaps between “adjacent” levels and taking action to correct the gaps and overlaps. Performance Improvement – Role Clarity
  47. 47. Certain leadership development strategies have proven to be very effective for companies attempting to improve the flow in their leadership pipeline. Here are four:  Strategy 1: Start with the boss and not the subordinate.  Bosses must ask themselves what they’re doing (or not doing) that’s impeding leadership development and performance of their subordinates.  Strategy 2. Search for evidence of an appropriate values shift.  The evidence of a values shift includes people willing to see their roles differently. They must be willing to reallocate their time, change the way they attack problems or change which aspect of the problem they tackle personally, and accept new skill building requirements. Strategies for getting to Full Performance
  48. 48.  Strategy 3. Use Action Learning as a primary vehicle for development.  Action Learning involves setting up teams of leaders who are all on the same leadership level and assigning them a highly challenging task related to a significant business objective. These are stretch assignments that demand that participants develop new skills, time applications and values in order to complete the assignments successfully.  Strategy 4. Address inappropriate performance immediately.  Leadership pipelines clog when performance gaps are allowed to exist for lengthy periods. Strategies for getting to Full Performance
  49. 49. 10 Succession Planning
  50. 50.  This Chapter identifies the clear standards to assess potentials for the executives in the form of turn potential, growth potential, mastery potential who are needed at for different stages of changes in the organization.  The authors work towards evolving a definition of succession planning in this chapter.  A novel five step plan to develop succession plan with the use of the Pipeline model is detailed.  While discussing the succession planning, the authors develop useful tools of Potential performance matrix, sustained performance levels using the above mentioned leadership potentials. Chapter -10
  51. 51. The following five-step plan will greatly facilitate your succession planning with Leadership Pipeline goals in mind:  Tailor the Leadership Pipeline model to fit your organization’s succession needs.  Add leadership levels if that better reflects how your company is set up.  Translate standards for performance & potential into your own language.  Clear, detailed, unambiguous standards will greatly enhance both your succession and development planning.  Document and communicate these standards throughout the organization.  When everyone is aware of the standards for judging potential and performance, they know what they have to do to move up a level and be qualified for a given leadership position.  Evaluate succession candidates through a combined potential- performance matrix.  This is a useful tool for gaining snapshots of a leadership layer. Succession Planning
  52. 52.  Review the plans and progress of the entire pipeline frequently and seriously.  Ideally, your organization will have at least one annual succession meeting that will focus on this performance-potential evaluation, and you’ll also schedule quarterly reviews and monthly action reporting.  In addition, the CEO and his or her direct reports should be privy to the performance ratings for the entire leadership pipeline. Each leadership level should be looking at the ratings for at least two levels beneath them.  Creating this two-level-down accountability and using the definitions and standards will greatly increase the odds of selecting the right people for key leadership positions and developing them properly. What is more important, it will help organizations achieve their ultimate goal of getting the right people in the right jobs with the right preparation while producing targeted results now and in the future. Succession Planning
  53. 53. 11 Identifying Potential Pipeline Failures
  54. 54.  This Chapter moves on to identify potential pipeline failures and takes steps to prevent the institutional failures.  While discussing the institutional failures, a framework for leadership, a language for discussing problems and standards for judging performance of executives are elaborated by the authors. Chapter -11
  55. 55.  In company after company, people who were counted on to assume key leadership positions don’t live up to expectations. Some fail in first-time manager positions and some as CEOs.  Although there are many reasons for failure and some can’t be completely avoided (such as abrupt changes in consumer preference), a significant percentage of them can be prevented or dealt with effectively.  Failure is something that needs to be addressed as part of this process. Here are the four most common causes of individual failure: selecting the wrong person, leaving poor performers in the job too long, not listening to or seeking feedback and defining jobs poorly. Identifying Potential Pipeline Failures
  56. 56. Three key ingredients can prevent institutional failure:  A framework for leadership.  The Leadership Pipeline model provides companies with a leadership framework. At the very least, it defines requirements by levels and makes clear distinctions between what is required from one level to the next.  Language for discussing problems.  Without appropriate language, organizations lack precision for diagnostics and solutions.  With the language of the Pipeline, people can talk about their leadership requirements by using the same categories (skills, time applications and work values) but define them according to their particular leadership positions.  Standards for judging performance.  Performance standards help leaders set goals and create true measures on which their performance is judged. How to Prevent Institutional Failure
  57. 57. 12 The Functional Career Passage
  58. 58.  This Chapter clarifies the needs and problems of Group functional managers who form an important element in the organizational structure.  It identifies the signs which would help finding out whether a Group Functional Manager is performing or not .It adds the distinctive skill requirements to the cerebral aspects of their jobs as part of the functional strategies of these executives.  The signs of a functional manager who is not performing up to the standards are observed at group level and the enterprise level. Chapter -12
  59. 59.  The Leadership Pipeline branches out in a second direction at the passage from functional manager to business manager.  Instead of moving from functional manager to business manager to group manager to enterprise manager, some managers move upward on a functional path.  For the majority of people who work in large companies, this is the relevant upward path since very few are selected to be business managers.  This functional offshoot is the one most people will follow.  This functional branch of the Pipeline becomes clogged as easily as the business leadership portion, and it’s important to use this model to understand requirements and prevent the clogs.  In fact, most organizations have a significant number of critical functional positions above Passage 4, and it’s crucial that a process be in place to help them go through their leadership passages successfully. The Functional Career Passage
  60. 60.  At this level, self-help is the norm. The CEO usually provides direction but it rarely suffices. The following suggestions are geared toward self-help because it’s the most realistic course of development action:  Obtain an early, expert assessment of the function.  Valuing expert opinion other than your own is a basic requirement.  Validate your game plan and goals with the CEO and with a cross-section of key leaders at every level.  Since everyone in the company relies on the services your function provides, obtain input and confirmation from all levels. Being aware of perceived versus actual value of your function is crucial.  Make time on your calendar for touching the enterprise at every level personally.  You require firsthand information from your internal customers and they need to hear your message directly. Schedule visits at least once per month on an ongoing basis.  Separate the important from the urgent.  Quick response to urgent problems is mandatory for functional leaders.  Successful managers at this high functional level aren’t seduced by short-term, highly satisfying victories.  They learn to value real progress toward sustainable long-term goals Developing Enterprising Functional Managers
  61. 61. 13 Coaching
  62. 62.  This Chapter highlights how coaching of the executives in the leadership pipeline to become future leaders is arduous task to be performed within the organization. It prepares a coaching framework and also emphasizes on how the company will benefit by all such efforts.  A clear, complete and compelling feedback on the coaching program for the managers is necessitated. Chapter -13
  63. 63.  The Pipeline is motivational from both a carrot & a stick perspective. In terms of the latter, it shocks managers into realizing they’re not operating at the right leadership level (given their position).  In terms of the former, it’s very specific in delineating the behaviors and attitudes they need to demonstrate to achieve specific career goals. The Leadership Continuum  The Pipeline also helps managers locate themselves on the leadership continuum.  In many ways, these leadership passages correspond to psychological developmental stages — the developmental stages of children, for instance.  They represent the progressive growth stages of a leader, and when they’re presented in that manner, people become much more coachable.  Finally, the Pipeline is a great coaching tool because of its clarity and simplicity. People “get it” right away. They realize that if they want to be successful at the manager of managers level, they need to let go of certain values and skills that made them successful at the first-time manager level. Coaching
  64. 64. 14 Benefits Up & Down the Line
  65. 65.  This Chapter is a concluding chapter and the substantial benefits up and down the leadership pipeline have been developed in this chapter.  The benefits of the model has been illustrated with the example of the best practices at the hotel giant Marriot International in its Leadership Talent Development Process.  The Marriot story been chronicled in detail in the discussions of this chapter It arrives at the leadership effectiveness through the process of combining the attributes with results.  This process makes organizational development actionable and understandable and provides the Board of Directors with insight and information which is critical.  The strength of the Pipeline model in assessing the enterprise and its ability to face the competitive market forces and evolving at a dynamic strategy for its holistic growth are characteristically qualified by the authors. Chapter -14
  66. 66.  There’s a war for talent going on now, and it’s only going to become more intense in the future.  The Leadership Pipeline model provides a way to win that war.  No matter what your position within an organization might be, you can use it to think, talk about and decide on actions to build your group’s talent.  In doing so, you may need to convince yourself and others that it’s worth adopting this Pipeline model. Some people will prefer buying stars; others will be reluctant to move from a traditional leadership development model. A Flexible Pipeline for Changing Organizations  The six leadership passages and the attendant skills, time applications and values aren’t set in stone. Some requirements might need to be tweaked to conform to specific environmental realities. Benefits Up & Down the Line
  67. 67.  Ultimately, the Leadership Pipeline’s greatest value may be that it provides a framework upon which new organizations can be built and old ones can reconfigure themselves.  In the future, the six passages may change. As e-commerce affects almost every company and as other major trends force companies to rethink what they are and what they must do, leadership passages will evolve.  Nonetheless, the Pipeline model will remain viable because its essential message is timeless: Leadership entails a series of passages that come with very specific values, skills and time requirements; leaders must not skip passages as they take on more responsibility and influence in an organization or they will end up working at the wrong level and will clog the pipeline.  With these principles in mind, any organization can develop its own talent to maximum leadership capacity now and in the future. Benefits Up & Down the Line
  68. 68.  There aren’t enough leaders to meet the demand for leadership.  Companies can develop future leaders by careful planning and execution.  Executives typically pass through six stages of career growth; each stage can help them develop leadership talents.  The stages begin with managing other workers and proceed to managing managers, functions, a business, a group of businesses and, finally, an enterprise.  Leadership requires developing new skills and a new attitude toward time use.  Leadership requires building new attitudes about what matters at work. Key Take Aways
  69. 69.  To develop a leadership pipeline, organizations need to make a real commitment.  Developing a leadership pipeline requires new behaviour at the top levels of the organization, and down the line.  Marriott has an exemplary leadership pipeline.  The greatest benefit of a leadership pipeline comes when organizations need to build or re-configure themselves. Key Take Aways
  70. 70. Thank you Your comments ramaddster@gmail.com