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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 alternate Hardcover edition.
From Booklist
Copyright © American Library Association. All rights reserved --This text refers to an alternate Hardcover edition.
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Most helpful customer reviews
4.0 out of 5 stars
A Good Read!,
By
This review is from: The Leadership Pipeline: How to Build the Leadership-Powered Company (Hardcover)
Organizations need leaders, but natural leaders are at least as rare as natural athletes. And, even natural athletes need careful training and development - given that almost everyone is capable of developing some degree of athletic potential. Similarly, the right training and development program can help almost anyone cultivate some degree of leadership potential. In fact, it can help a few people develop extraordinary leadership abilities. Ignoring leadership development is foolish, but at many companies, short-term priorities eclipse the long-term thinking needed to develop a good leadership pipeline. This book's plain, sensible approach is simple without being simplistic. It is generally lucid and clear, and - somewhat to our surprise - it does not suffer from having three authors. If you are a leader or need to develop leaders for large corporations, this is a very useful volume.
1 of 1 people found the following review helpful
3.0 out of 5 stars
One Part of The leadership / Organizational Puzzle,
By Jennifer Burns (Chicago) - See all my reviews
This review is from: The Leadership Pipeline: How to Build the Leadership-Powered Company (Hardcover)
Many of us have been on a quest to better understand / codify work designand leadership at different levels of complexity !!!one of the early thinkers / researchers in this area was Walt Mahler. He past away in the last 18 months. His early work is the basis for leadership development at GE and the principles still hold today !!! A new book call the Leadership Pipeline - ISBN 0-7879-5172-2 by Ram Charan, Steve Drotter and James Noel captures many of the principles about multi level leadership that Walt under covered 20 years ago - he is referenced at the beginning For those trying to better understand work complexity , and select / develop leaders when making significant career changes - leading managers who lead others, leading multiple functions and process, leading stand alone / sustainable P&L business unit etc. Global CEO These descriptions here about how leading others changes are helpful . There are some problems with the books description of work at each Level of Complexity ! Some are at the wrong level based on the research of Jaques, Van Clieaf, Billis, Stamp and others and some leadership turns ( big career changes ) don't capture the real difference in work / competencies that make the difference to shareholder value. The authors dont describe what are the unique outputs / contribution at each level the way Van Clieaf's research does but focus more on how the managerial leadership role changes - which is important !! they don't really capture how the role of resource management changes at each leadership level nor how the interface with customer / stakeholders by complexity level. they also confuse the differences between e-process - level 3 complexity e-commerce - level 4 complexity e-business - level 5 complexity e-industry - level 6 complexity as it related to the internet. with that said this is a good contribution to undertanding how work, leadership and leadership development and selection changes at different complexity levels
3.0 out of 5 stars
Dated and poorly editted,
By A Customer
This review is from: The Leadership Pipeline: How to Build the Leadership-Powered Company (Hardcover)
I found the concepts described in this text to be dated and somewhat out of touch with the demands of today's flexible, high speed organization. While the concepts developed in the book are thought provoking, I found it very frustrating reading because each chapter is written independently and likely by different authors. The format and flow of each of the chapters describing the leadership transitions varies so much that it's hard to make comparisons from one level to the next. A compilation of the transitional indicators would have been valuable - there is one in the first chapter but not in any of the others. If you read it, plan on taking notes on each chapter so you can make sense of it in the end.
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