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The Leadership Pipeline: How to Build the Leadership Powered Company Hardcover – January 11, 2011

4.5 out of 5 stars 50 customer reviews

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Editorial Reviews

Review

offers an updated model for selecting strong leaders at all levels of a business. (Finance & Management Faculty, January 2011).

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 pipeline—the internal architecture for growing leaders—is 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.

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Product Details

  • Hardcover: 352 pages
  • Publisher: Jossey-Bass; 2 edition (January 11, 2011)
  • Language: English
  • ISBN-10: 0470894563
  • ISBN-13: 978-0470894569
  • Product Dimensions: 6.3 x 1.2 x 9.3 inches
  • Shipping Weight: 14.4 ounces (View shipping rates and policies)
  • Average Customer Review: 4.5 out of 5 stars  See all reviews (50 customer reviews)
  • Amazon Best Sellers Rank: #12,674 in Books (See Top 100 in Books)

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Top Customer Reviews

Format: Hardcover
I have mixed feelings about "The Leadership Pipeline." On one side, I think this is a brilliant take on the different stages that leaders of all levels should step through in order to be their most effective. It also makes a compelling argument about what happens to companies that don't make sure their leaders are ready before they advance to the next level. The chapter on succession planning is highly valuable. On the other hand though...the ideas presented are too mechanical in nature. The temptation for a lazy organization would be to degenerate the framework presented here into an absurd checklist used to evaluate past achievements...but without evaluating skills. I worked in a company (Newmont Mining) that took this route...and frankly the results were poor. Great leaders weren't promoted because they didn't meet the "checklist" and incompetent leaders were moved up because they had something in their past that met the checklist. A fascinating and ground-breaking concept...but be very careful that you implement it correctly.
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Format: Hardcover
The beauty of this book is that the authors' conclusions are based on their work at over 100 international companies and show how a company can develop leadership in each layer by recognizing the different skills required at each one. They contend that in a large, decentralized business (other than highly technical or professional) there are six career passages, each requiring different leadership skills. Unfortunately, many manages often cling to skills appropriate to prior levels (eg. managing others, in Level One) even though they're now at Level Two - managing managers, or still relying on skills managing themselves after being promoted to group manager. Some companies, such as G.E. and Citigroup, provide management development programs tailored specifically to varying levels; most, unfortunately, don't.

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.
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Format: Hardcover
The Leadership Pipeline - How to Build the Leadership Powered Company by Ram Charan, Steve Drotter and Jim Noel was awesome. It is a must read for any aspiring leader at any level. And of course every HR dept needs multiple copies. (and check my reviews, I don't often say this or give 5 stars)

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.
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Format: Kindle Edition Verified Purchase
Every organization at some point seems to struggle with having leaders in the right place, knowing what is expected of them and holding them accountable for meeting these expectations.

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.
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