Synopses & Reviews
"What I see most often isleaders spending much of their time solving today's problems personally and not spending enough time anticipating and planning for the future or on developing their people."—from the Preface
From Stephen Drotter, coauthor of the bestselling book The Leadership Pipeline, comes the next-step resource designed to help leaders at every level succeed in an uncertain business environment. The Performance Pipeline is a groundbreaking book that is based on Stephen Drotter's forty years of in-depth work with more than 100 companies worldwide. The book defines how work flows from top to bottom and reveals what results each layer must produce and what each layer must pass down to make the layers below successful.
Filled with illustrative examples and personal experiences, the book shows how Performance Pipelines work in real-world organizations.The Performance Pipeline uses a frameworkthat is as easy to apply as it is to understandand addresses three critical business needs:
How to improve business performance by defining the unique purpose of each layer and providing clarity and focus on the results to be achieved
How to make all leaders successful by having leaders at every layer pass down to the layers below things they need to be successful
How to help leaders make the transition to a new layer and how to remove performance roadblocks so leaders deliver the results required at their new layer
Drotter's Performance Pipeline method wascreated to be flexible and can be adopted by companies of all sizes and in any industry.Using this book as a touchstone, profess-ionals will learn how to define and install their own Performance Pipeline to obtain the benefits of role clarity and to sharpen the focus of all their leaders at all levels. Leaders and professionals will learn how to measure the work of leaders at every level.
Synopsis
An all new book from the author team behind bestselling The Leadership PipelineFrom the co-author of The Leadership Pipeline, this timely and groundbreaking book helps leaders at every level succeed in an uncertain business environment. Based on forty years of in-depth work with over 100 companies, it defines the results and measurements required at each leadership layer to make the leader, the business and the enterprise successful. Companies of all sizes in any industry will learn how to define and install their own Performance Pipeline to obtain the benefits of role clarity and sharp focus for all leaders. Illustrated with personal experiences and examples of Performance Pipelines actually in use, the framework is easy to understand and apply.
- BUILT-IN AUDIENCE: An all new book from the author team that brought us The Leadership Pipeline. This book has broader appeal and will reach out to previous buyers
- MARKETING EFFORT: Drotter Human Resources will aggressively market and sell books globally to their networks of consultants and trainers
- UNIQUE, HIGH QUALITY CONTENT by the GO-TO EXPERTS on leadership. Similar to The Leadership Pipeline, this is in-depth, tried and tested material. It is the same formula of The Leadership Pipeline so readers will feel comfortable with the layout
Synopsis
The guide that defines the results required at each organizational level to sustain business successIt's not enough to build a company full of people with leadership skills. The Performance Pipeline digs deep into the real work of executing business results at each leadership layer.
- Filled with lessons and examples from the author's 40 years of experience
- Shows how to set performance standards, make sure the right work is being done, and remove performance barriers
- Illustrates how leaders can make the transition to the next level and achieve full performance
This book gives leaders in any industry an advantage over the competition.
Synopsis
Leaders who have developed and used performance standards, differentiated by layer as described in The Performance Pipeline, have this to say:
"The best solutions for the most difficult issues involve clarity yet rigor. The performance standards are just that, and underpin our transitionfrom a bureaucratic government-owned company to a modern privatesector corporation."—Lance Hockridge, chief executive officer, QR National
"As we evolve Newmont's leadership capability to be highly effective in addressing the challenges of our global business environment, the performance standards have provided focus and clarity on the critical changes needed from every leader."—Richard O'Brien, chief executive officer, Newmont Mining Corporation
"The performance standards gave us three great benefits. First, they created a common definition of performance and aligned 43,000 employees in 28 countries. Second, they helped us move from opinions to fact-based, more productive conversations about performance and how to help employees improve. Third, we are now clear about what to expect from each layer and have focused development activities on things that make a difference for each layer. The performance standards are now the central focus for all people-related processes and are included in business planning and business review sessions."—Bernard Kunerth, senior vice president and chief human resources officer, Coca-Cola Hellenic
"Performance management is the real differentiater of business success. The Performance Pipeline shows us how to institutionalize it for maximum impact at every level. This well tested and practical framework has helped many businesses improve their results." —Ram Charan, coauthor of the bestselling The Leadership Pipeline and Execution
About the Author
Stephen Drotter is CEO of Drotter Human Resources, a global company that specializesin CEO succession; executive assessment, selection, and development; and enterprise-level organization design. He was one of the original designers of GE's succession planning process and ran human resources at INA Corporation and Chase Manhattan. He has a degree in economics from Amherst College. He is coauthor of The Leadership Pipeline and The Succession Planning Handbook for the Chief Executive.
Table of Contents
Preface ix
Part One The Performance Pipeline Concept
Introduction Dealing with Pervasive Uncertainty 3
1 Defining Your Performance Pipeline 21
Part Two Expected Results at Every Level of Leadership
2 Enterprise Chief Executive Officer: Perpetuating the Enterprise 47
3 Group Managers: Portfolio of Businesses 71
4 Business Managers: Short-Term and Long-Term Profit 93
5 Function Managers: Competitive Advantage 113
6 Managers of Managers: Productivity 129
7 Managers of Others: The Enablers 147
8 Self-Managers: Delivering the Products and Services 175
Part Three Successful Implementation of the Performance Pipeline
9 Creating a Context for Performance 201
10 Enabling Layer Transitions 225
11 Implementing Your Performance Pipeline 245
Tool 1: Actual Performance Pipeline from Company E 261
Tool 2: Interview Questions 279
Acknowledgments 285
The Author 287
Index 289