Small Business Entrepreneurship

The Leadership Pipeline: How to Build the Leadership Powered by Ram Charan, Stephen Drotter, James Noel

By Ram Charan, Stephen Drotter, James Noel

Jointly, those authors have extra first-hand adventure in management improvement and succession making plans than you are prone to locate at any place else. And right here, they express businesses find out how to create a pipeline of expertise that may continually fill their management needs-needs they won't even but discover. The management Pipeline gives you a confirmed framework for priming destiny leaders via making plans for his or her improvement, training them, and measuring the result of these efforts. additionally, the ebook provides a mix leadership-development/succession-planning software that guarantees a gentle line-up of leaders for each serious place in the corporation. it really is an technique that bolsters the retention of highbrow capital because it removes the necessity to move open air for pricey "stars," who will most likely bounce send ahead of they succeed in their complete strength besides.

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Extra info for The Leadership Pipeline: How to Build the Leadership Powered Company

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This is really much more of a value and time-application issue 39 40 THE LEADERSHIP PIPELINE than a skill set. When managers believe that being approachable is crucial to their leadership role, they make themselves available, both physically and emotionally. Building Social Contracts The changes required here are primarily rooted in values. Although there is some skill necessary to build strong relationships with bosses, direct reports, customers, suppliers, and so on, the main issue has to do with a value transformation.

As a result, they clog the leadership pipeline because they hold first-line managers accountable for technical work rather than managerial work. Because they themselves skipped the first passage and still value individual contributions above managerial ones, they poison the managerial well. They help maintain and even instill the wrong values in those individuals who report to them. They choose high technical achievers for first-line managerial spots rather than true potential leaders; they are unable to differentiate between those who can do and those who can lead.

All this takes away from time spent on purely functional responsibilities, thus making it essential that functional managers delegate responsibility for overseeing many functional tasks to direct reports. This leadership passage requires an increase in managerial maturity. In one sense, maturity means thinking and acting like a func- Six Leadership Passages tional leader rather than a functional member. But it also means that managers need to adopt a broad, long-term perspective. Longterm strategy, such as state-of-the-art, futuristic thinking for their function, is usually what gives most managers trouble here.

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