Leadership Pipeline

RAM CHARAN is an award-winning educator and consultant to senior business leaders and boards around the globe. He is one of the world’s bestselling business book authors with over 2 million copies sold. His book with Honeywell CEO Larry Bossidy, Execution, spent 150 weeks on the New York Times bestseller list. STEPHEN DROTTER is Chairman of the Leadership Pipeline Institute. For over 50 years he has been actively involved in succession planning, executive assessments and leadership development. His work provides the source material for his books, which include The Performance Pipeline, as well as co-authorship of The Success Pipeline and Pipeline to The Future. JIM NOEL is a retired consultant and leadership coach who assisted companies in the selection, assessment, and development of key leadership teams. He is a former manager of Executive Education and Leadership Effectiveness at GE. KENT JONASEN is CEO of the Leadership Pipeline Institute and works with large organizations on strategic succession planning and development for leaders and experts. Previous to this role, Kent was Deputy Head of Human Resources at Maersk and is the author of the bestselling book The Specialist Pipeline: Winning the War for Specialist Talent.

• Welcome ixIntroduction 1What This Update Offers 2Changing the Work of Leaders 3Solving the Problems of Today and Tomorrow 10Applying the Leadership Pipeline Model 11Dispelling Myths About the Model 12Part I Why the Leadership Pipeline Matters 171 Leadership Pipeline Overview 19The Big Ideas 19The Core Leadership Passages 22Defining the Job to Be Done 33Understanding the Transitions 36New Ways of Looking at Careers 41Going Forward 432 Leadership Pipeline Value Proposition 45Strengthening Your Weakest Link 46Reducing Your Soft Costs 47Universal Bank of Leaders Required 48A Model for Past, Present, and Future 50How to Build Needed Architecture 54Part II Five Leadership Pipeline Passages 553 Leading Others 57The Job to Be Done 58The Transition to the Role 63Typical Transition Issues 69Variations of the Role 764 Leading Leaders 81The Job to Be Done 82The Transition to the Role 86Typical Transition Issues 92Variations of the Role 1005 Leading a Function 103The Definition of the Role 104The Job to Be Done 106The Transition to the Role 112Typical Transition Issues 120An Important Outcome 1296 Leading a Business 133The Heft and Scope of the Role 134The Job to Be Done 135The Transition to the Role 141Typical Transition Issues 1487 Leading an Enterprise 155The Job to Be Done 158Developing an Enterprise Mindset 160The Transition to the Role 167Typical Transition Issues 172Part III Application 1798 Strategies for Implementing the Leadership Pipeline Model 181Designing Leadership Portraits 182Choosing the Implementation Degree 186Situating the Leadership Pipeline Framework 1879 Tips for Fine- Tuning the Implementation 193Universal Tips 195Tips for Business Leaders 196Tips for HR Leaders 198Tips for HR Business Partners 200Things Not to Do— By Anyone 203Tips for Unclogging the Pipeline 204Final Note 20510 Meaningful Dialogues for Performance, Engagement, and Retention 207Where to Start 208What to Watch Out For 210Using Leadership Pipeline Performance Circles 212Strategies for Getting to Full Performance 218The Retention- Development Connection 22511 How the Leadership Pipeline Model Is Applied to Unique Roles 227Project Leader 228Scaled Agile Organizations Leader 232Leader of Contractors 237Section Leader 240Group Leader 243The Authors 249Index 251