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The Leadership Pipeline: How to Build the Leadership-Powered Company Paperback – Large Print, December 20, 2000
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Written by three genuine experts in management development (one of them helped design GE's deservedly famous succession-development process), The Leadership Pipeline: How to Build the Leadership Powered Company finally shows organizations how to undo the knots and clogs in their in-house "leadership pipeline" so they can constantly groom the best people at every level to move up to the next rung of leadership. Not only do the authors identify the six transition phases, or "turns," of the pipeline--from self-manager (individual worker), first-line manager, and managers' manager to function manager, business manager, group manager and enterprise manager (the last essentially being a CEO)--they describe each with remarkable insight; these six levels of leadership growth, for example, exist at the base of every midsize or large organization regardless of how each structures its individual hierarchy. With each, they take care to point out both the new skills and values (there is a difference) one must acquire before making a turn, as well as how to measure whether someone has them before moving them along. They also show how to determine whether candidates are embodying those skills and values once they've made the transition, and how to groom them for the next level right from day one.
The result? Not just one potentially qualified in-house candidate for a top leadership position (the kind of dearth that forces companies to look outward for expensive and often short-lived leadership "stars"), but a whole generation of them, not to mention younger generations to succeed them.
The book includes sample scenarios (from both fictional and real-life organizations), definitions, checklists and charts that break down and illustrate its main points in every chapter. Though shrewd and straightforward on every page, The Leadership Pipeline isn't for anyone looking an easy, step-by-step, worksheet-guided quick fix to management development and succession planning. The authors stress that it takes some hard thinking for companies to determine what they really need from leaders at each level (and to figure out which individuals have the potential and desire to scale those levels). It requires serious homework to translate this book's excellent guidance into a plan for your own organization's pipeline.
That's a small price to pay, however, for a book with such uncommonly clear insight into what it takes to nurture and navigate the best leadership from right inside your own house. --Timothy Murphy --This text refers to an out of print or unavailable edition of this title.
Copyright © American Library Association. All rights reserved --This text refers to an out of print or unavailable edition of this title.
Top Customer Reviews
At a time when more and more companies are relying on headhunters to bring in leaders and management turnover is soaring among young talent, "growing your own" leaders is about to become a necessary core competence for the future. While almost everyone who is interested in the subject has read glossy articles about what General Electric does at its Crotonville facility, this book provides the core of the broader management process behind those articles.
The first part of the book focuses on six key transitions that help a leader develop. The second part shows you how to diagnose how individual leaders are doing, and how to help them make better progress.
The six transitions are:
from managing yourself to managing others
from managing others to managing managers
from managing managers to functional managing
from functional managing to business managing
from business managing to group managing
from group managing to enterprise managing.
At each transition, what the individual values and focuses on has to change dramatically. In organizations where this transition is not made explicit, you get almost all of the managers in the organization "stuck" doing things the wrong way, still looking from the perspective of their last job. That's the stuff that Dilbert and the Peter Principle are made of.Read more ›
You should buy this book if you are a senior manager, human resources executive, or board member in a company of any size who wants to understand the dynamics of leadership development/succession planning in a large company. The book outlines several transitions and the changes in skills and attitudes that are needed at each one, along with relevant pitfalls.
You should buy this book if you are a manager on an upward career trajectory and you want to learn what's ahead and what skills and attitudes you need to develop as well as what possible problems lie in wait. The chapter that describes your next transition will outline what you will have to do and what you will have to do better.
You should buy this book if you supervise other managers and you want some insight into analyzing performance issues and helping your people develop.
What are the negatives?
This book is written for people in big companies. With the exception of a couple of pages early in the book, managers in small to mid-sized businesses will need to figure out how this applies to them. This is not a big issue because of the range of material covered and the clarity of the presentation, but it still will be irritating to some readers.
The big company whose shadow falls across this book is General Electric. That's not a bad thing in itself. GE does a marvelous job of leadership development.Read more ›
It is this belief that I found to be somewhat irritating as I read through the book. The notion that an entry level worker based in sales with no degree could become a more qualified CEO than their more educated counterparts was a little hard for me to swallow. The Leadership Pipeline does not actually advocate replacing more educated workers with less educated ones, but it does continuously profess that the best way to groom a leader at any leadership level is to ensure that they have gained the experience necessary by following all of the steps of the leadership pipeline model which have come before it, and all of those steps should be taken within the same company. It seems almost as concerned with advocating the implementation of its own design as it does offering constructive criticism to better the current system of business management. The book also fails to take into account what happens to the worker who gets laid off due to corporate takeovers, mergers, etc.Read more ›
Most Recent Customer Reviews
I've read a lot of leadership books and this was definitely not at the top of the list.Published 13 months ago by New Mommy
A simple book to understand how to build the a leadership pipeline in a company. you dont have to start afresh to learn this as it explains way to implement in a running... Read morePublished on January 20, 2014 by Essa Jan Allawala
Interesting book which explains the various stages of one's corporate career. The skills required for each transition is very well explained. A must read for every onePublished on January 28, 2013 by rbdlion
This is the best leadership book I've ever read. It was very well written and the concepts were clear. Read morePublished on December 13, 2012 by *
Very turgid academic speak but the info in the book is spot on and I find myself re-reading it after each promotion. Well worth the effort!!Published on October 12, 2012 by Island Girl
While I bought this book as required reading for an advanced leadership class I was in, this book covered information that seemed to be the missing link in my own progression up... Read morePublished on November 23, 2010 by Janie
This book will give you a broad and mature perspective on organizational leadership. I found it particularly useful for understanding the different roles of managers and leaders in... Read morePublished on November 12, 2010 by luis
The books is thorough if not a bit repetitive. Basically, there are (one too many) stages of leadership, each with it's own unique skill set and value system. Read morePublished on June 12, 2010 by OnwardUpward