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The Leadership Pipeline: How to Build the Leadership Powered Company Hardcover – January 11, 2011
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From the Inside Flap
"Many of the best and most successful corporations in the world have adopted the Leadership Pipeline model as the core framework for their efforts on the human side of their businesses.
Built around the common leadership 'passages' all leaders go through, it helps organizations select, develop, and assess based on specific respon-sibilities and work values at each leadership level." from the Foreword
Strong leaders at all levels within an organization are a requisite for business success. Yet the leadership pipelinethe internal architecture for growing leadersis often broken or nonexistent. This updated edition of the best-selling The Leadership Pipeline has been revised to help address the challenges of today's business environment. Anchored in experience, it offers a tested model for planning leadership succession and development that has proven to get results.
The authors draw on their work at more than one hundred international companies to report on what has been learned in the ten years since the first edition of The Leadership Pipeline was published. They show how a company can develop leadership in each layer of their organization by defining the different skills required as leaders move from one level to the next. They explain how time should be applied differently, how work values required for success must change, and clearly illustrate what inappropriate leadership looks like at each step. In addition, the authors answer commonly asked questions and add new insights from their in-the-field research.
The Leadership Pipeline shows how today's companies can keep their leadership "pipeline" filled and flowing to ensure a steady supply of skilled leaders throughout the organization.
Top Customer Reviews
Many new managers prefer to spend time on their 'old' work, even as they take larger responsibilities. However, the pressure to spend less time on individual work and more on managing increases at each level. They must also learn to believe that making time for others, planning, coaching, etc. are necessary and their responsibility. The transition from managing others to managing managers takes the individual to where individual contributions are no longer part of their job description. Managers managing managers must also concern themselves with selecting people to become managers, coaching and empowering them in both goal pursuit and budget development, as well as themselves considering strategic issues that support the overall business. A common underlying rationale for problems in doing such is the organization having mistakenly choosen high technical achievers for first-line managerial spots rather than true potential leaders.Read more ›
I like Ram Charan's books. He is a clear thinker.
One thing I like about the book is it encourages organizations to look within for leaders. I do think it is good to have some outside talent but the culture of the organization is often best fostered by existing people. I think promoting from within also keeps knowledge within the company.
Leadership Pipeline talks of leadership mostly within larger organizations. This is not where my experience is.
The book talks about 6 passages of leadership.
1 - From managing self to others. Moving from technical proficiency to planning, delegation, coaching etc. There is a good table that lays out the changes/skills required in each phase.
2 - From managing others to managing managers
3 - From Managers to functional managers. At this stage, the leader needs to penetrate 2 levels of the company. I often call this the rule of 49. A good leader can manage 7 people who can manage 7 people. Beyond 49 people, style needs to change.
4 - From Functional managers to business leader. Interestingly, I started my career here. I started my business so was always responsible for the whole business. I grew through managing others in a few months. In a couple of years, I was managing managers. After that, it took me 8 or 9 years before I had to manage functional managers. I do not recall how many people I had in each year of our growth but I do recall sales numbers.Read more ›
Leadership Pipeline reminds readers of just that.
I was reading the book through the lens of 'how can the concept be applied to a non-profit/religious organization.' I came a way yes it could but it would have to be done in a simplified manner.
The one great take away, that was repeated often in the book, was "don't move a person to a higher leadership position just because they are great at their current position."
I would love to see the concept of Leadership Pipeline outlined for a volunteer based organization.
I give the book four stars for the concept and its potential help to my organization. I did get lost in some of the details that did not apply to my organization structure.
Most Recent Customer Reviews
It is very good reading for the starting managers as well as the individual contributors but the senior managers. Read morePublished 1 month ago by Amazon Customer
Good book. A little repetitive with some of the themes. This is a book that can change your perspective on how to get to the next step at work. Read morePublished 8 months ago by Jeremy
Book came in great condition. This book was for a Grad course. If you are in business or HR, this is a must read. Read morePublished 10 months ago by Rose
Leaders have to understand the diffrence from specialist. they have to change the working style and mind -set, almost every things. not step by step but dramaticallyPublished 11 months ago by SEONG KWON, SONG
Ordered this book for my manager (who recommends it to his peers).Published 11 months ago by Cherita Butler
Different strategy for the different levels of management. By applying special methods for special management problems, one can lead relatively bigger organizations also with ease.Published 14 months ago by Geza Nagy