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.
"A great book. The Leadership Pipeline is an invaluable resource for developing leaders at all levels in today's competitive business environment."—J.W. Marriott, Jr., chairman of the board and CEO, Marriott International
"These concepts have been tremendously influential in shaping my leadership approach and in building cohesive leadership teams at many levels."—Robert L. Nardelli, president and CEO, GE Power Systems
"People everywhere are talking about the war for talent. This book provides a framework for assessing and developing your own internal pipeline for leadership talent." —Norman C. Walker, head of human resources, Novartis International AG
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.
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.
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.