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The Leadership Pipeline: How to Build the Leadership-Powered Companyby Ram Charan and Stephen Drotter and James Noel
Synopses & Reviews
Together, these authors have more first-hand experience in leadership development and succession planning than you're likely to find anywhere else. And here, they show companies how to create a pipeline of talent that will continuously fill their leadership needs-needs they may not even yet realize. The Leadership Pipeline delivers a proven framework for priming future leaders by planning for their development, coaching them, and measuring the results of those efforts. Moreover, the book presents a combination leadership-development/succession-planning program that ensures a steady line-up of leaders for every critical position within the company. It's an approach that bolsters the retention of intellectual capital as it eliminates the need to go outside for expensive "stars," who will probably jump ship before they reach their full potential anyway.
Book News Annotation:
Three business consultants explain how companies can develop leaders from their current pool of employees by developing a system that sorts out corporate roles, identifies potential, and plans development. They identify and explain six specific leadership levels that comprise their pipeline. They do not provide a bibliography.
Annotation c. Book News, Inc., Portland, OR (booknews.com)
Leadership has a requirement for business success in the knowledge era. This book presents a framework for identifying future leaders, assessing competence, planning development, coaching them, and then evaluating the results of those efforts.
This book shows today's knowledge-driven companies how to keep their leadership "pipeline" filled to ensure a steady supply of skilled leaders throughout the organization.
Table of Contents
About the Authors.
Six Leadership Passages: An Overview.
From Managing Self to Managing Others.
From Managing Others to Managing Managers.
From Managing Mangers to Functional Manager.
From Functional Manager to Business Manager.
From Business Manager to Group Manager.
From Group Manager to Enterprise Manager.
Diagnostics: Identifying Pipeline Problems and Possibilities.
Performance Improvement: Clarifying Roles and Creating Performance Standards.
Identifying Potential Pipeline Failures.
The Functional Career Passage.
Benefits Up and Down the Line.
What Our Readers Are Saying
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