Pipeline de liderança: O desenvolvimento de líderes como diferencial competitivo

by Ram Charan, Stephen Drotter, James Noël

EDIÇÃO REVISTA E AMPLIADA

Ter líderes capacitados em todos os níveis de uma organização é fundamental para o sucesso a longo prazo. Mesmo assim, em muitas empresas é comum que o pipeline de liderança – a arquitetura interna para o desenvolvimento de gestores – esteja comprometido ou nem sequer exista.

Nesta edição revista de Pipeline de liderança, Ram Charan, Stephen Drotter e James Noel ampliaram o conteúdo para incorporar os desafios do mundo de hoje.

Com base no trabalho realizado em mais de 100 empresas ao longo de 10 anos, eles compartilham o aprendizado obtido desde a publicação da primeira edição e oferecem seu modelo testado e comprovado para construir e desenvolver planos de carreira, planejar sucessões e formar líderes.

O livro inclui dúvidas dos leitores e novas histórias, com casos bem-sucedidos de transição e também as soluções para possíveis problemas na implantação das mudanças. E mostra como um pipeline obstruído pode comprometer toda a gestão de uma empresa, com impacto significativo na rotatividade e nos resultados.

"O modelo de pipeline de liderança é capaz de transformar uma empresa. Seus conceitos são duradouros e simples o bastante para que gestores em todos os níveis possam compreender o que significa ser um líder altamente eficaz. Os autores oferecem as melhores ideias para o desenvolvimento da próxima geração de líderes". –Abby Curnow-Chavez, sócia do TrispectiveGroup

Genres: Leadership, Business, Management, Nonfiction, Buisness, Personal Development, Self Help

291 pages, Kindle Edition

First published November 1, 2000

About the author

Ram Charan is an Indian-American business consultant, speaker, and writer resident in Dallas, Texas.

Reviews

[Alexandra · Rating 3 out of 5]

Definitely a reference book. Boils down to - if in times of crisis your employees do the work of their direct reports (ICs or managers) you have leadership issues.

"Output will be inappropriate unless the incumbent values the right work; unless there is a process in place to identify what the right work is for the right leadership position; and measures are in place to determine whether the right work is being done."

"A common organizational mindset is to view jobs as work to be done and not as developmental assignments."

"Skill requirements - the new capabilities required to execute new responsibilities.
Time applications - time frames that govern how one works.
Work values - what people believe is important and so become the focus of their effort."

"Ways you can keep tabs on whether a given manager is making a successful transition, including the following:
Observation: Sit in on a first line manager's interactions with their direct reports...
Sampling: 360 degree feedback that assess for [appropriate level attributes]
Gap analysis: Question first line managers about their perceptions of their skills, time applications, and values. Contrast their answers with information received from observation and sampling and make them aware of the gap between the two."

"There is a disturbing emerging trend: creating many manager of others positions with only a few direct reports as a reward for good performance. There isn't enough work to occupy this new manager's time. As a result, they don't really learn how to manage. They carry the manager title but don't learn to value or execute managerial work. Although they still expect to be promoted to the next layer, they aren't prepared for it."

"People decide how to fill their own work hours based on their own value systems, as well as the company's values. Contrary to popular belief time isn't allocated based on a boss's directives but as what the individual views as valuable work."

"Not addressing these gaps immediately when someone is promoted to a new leadership position lets everyone know that the organization doesn't deem leadership as particularly important."

"Potential means the work one can do in the future....
Turn potential: Should be able to do the work [at the next pipeline level] in the next 3-5 years
Growth potential: Able to do a bigger job at the same level in 3-5 years
Mastery: can continue to grow capability in the current or a similar position."

"1: Tell me about your career, your jobs, the work you did, your achievements, key challenges, and learning.
Purpose: locate the positions this person has held on the pipeline. Has she skipped a level? Has she mastered each level's skills, time applications, and values?
2: Talk about your current position. What are your issues challenges and achievements? What does your calendar look like? What skills do you rely on most to get the job done? What beliefs govern your work?
Purpose: Determine whether this person understands and is mastering the appropriate skills, time applications and values for his level or whether the person is just beginning to get there. Assess whether their are obvious developmental needs based responses and objective information such as a supervisor's perspective, 360 degree feedback and so on.
3: What are your career aspirations?
Purpose: Identify future development needs given this person's current state and the leadership level to which the person aspires. Suggest types of experiences that will help achieve this level. Based on the answers to one and two convey your sense of how realistic making the next leadership passage might be."

"Making the coachee feel better is not a valid outcome."

"right individuals in place to do the work, job well defined - first line managers, enterprise functional managers
individual contributors trained properly - first line managers
coaching and feedback improving performance, rewards appropriate and timely - first line managers taught by manager of managers
work properly connected between the function and the rest of the business - manager of managers
appropriate state of the art technology used as part of the strategy - functional manager
clear business strategy properly communicated for right motivation, appropriate resources available - business manager
likely future requirements of the function made clear - group functional managers
appropriate standards used, including role in immune system that protects the company - enterprise functional manager"

[Jonathan · Rating 5 out of 5]

One of my most favorite books on management. A bit dry at times, but I've read it after a very strong recommendation. It systematizes in a similar way many organizations' engineering ladders are designed for showing level appropriate work, and helping role changes be successful value transitions.

Very good for people starting as a manager of others, to manager of managers, on up. If you only read the levels from one above you down to the IC level, you will quickly gain insights and a framework to think about your day to day. Read the whole book for greater insight. Also pairs well with lots of conversation of others reading it in a book club. I'd likely re-read it if people are interested in discussing.

The levels (with 6 transitions between each level) top to bottom are:
- Enterprise Manager
- Group Manager
- Business Manager
- Functional Manager
- Manager of Managers
- First Line Manager
- Individual Contributors

[Stefan Bruun · Rating 5 out of 5]

I got the book recommended by someone I consider an expert on the field. For me, the book was an eye-opener for something that I probably should have thought more about. I can't wait to out this into use even though it isn't a shoo-in for smaller organisations.

I'd highly recommend this book for anyone looking to learn more about leadership development.

[Chris Munson · Rating 4 out of 5]

I have mixed feelings about "The Leadership Pipeline." On one side, I think this is a brilliant take on the different stages that leaders of all levels should step through in order to be their most effective. It also makes a compelling argument about what happens to companies that don't make sure their leaders are ready before they advance to the next level. The chapter on succession planning is highly valuable. On the other hand though...the ideas presented are too mechanical in nature. The temptation for a lazy organization would be to degenerate the framework presented here into an absurd checklist used to evaluate past achievements...but without evaluating skills. I worked in a company (Newmont Mining) that took this route...and frankly the results were poor. Great leaders weren't promoted because they didn't meet the "checklist" and incompetent leaders were moved up because they had something in their past that met the checklist. A fascinating and ground-breaking concept...but be very careful that you implement it correctly.

[Jowanza Joseph · Rating 3 out of 5]

This book has good advice in it but is a real snoozer.

[Tõnu Vahtra · Rating 4 out of 5]

The book gives a clear distinction of leadership levels in a bigger organization from individual contributor to CEO and how they differ in terms of work values, time application and skills. You can determine the current level by observing those three factors, one of the key ideas for me was that a values shift needs to take place when moving from one level to the next (i.e. when starting to manage others one's attitude should shift from tolerating management to valuing its importance and at later levels understanding if something makes sense from business perspective instead of just trying to get everything done efficiently). In the most common deficient situations we see higher-level managers having the values and time application/skills from lower levels due to which they are not focusing on their own role expectations and this is pushing the entire organization out of balance and is breaking the succession chain. Among the biggest challenges and most common mistakes of things not done is moving those leaders back to their previous level if they are shown not to be ready for the next or have skipped some levels/value shifts along the way... A successful leadership pipeline model implementation enables to fill almost all leadership positions internally.

I could not imagine the full-scale implementation of such model in today's rapidly transforming e-commerce organization but it's definitely valuable for correcting your perspective and focus as a leader and for noticing leadership deficiencies around you. The theory and descriptions was very interesting but the application part was not so thought provoking (that's why it's 5 stars). The Leadership Pipeline model was developed in General Electric in the 1970s.

The levels (with 6 transitions between each level) top to bottom are:
- Enterprise Manager
- Group Manager
- Business Manager
- Functional Manager
- Manager of Managers
- First Line Manager
- Individual Contributors

Transitions:
- Managing self to managing others
The first step involves the employees, with still relatively little leadership experience. The employees are generally equipped with technical and professional skills, but not necessarily enhanced personal skills in terms of leading or managing others. The aim of the step is to sharpen and broaden the individual skills, with the ability to understand and accept the company culture at the top list of the skills that need to be taught.
The skills employees should be taught during the first step include planning work, assigning work, the ability to motivate and coach others, and assessment of other employees. The emphasis is on the basic functions of management, such as reallocating time and other resources.
Since time management will increase in importance as the person progresses in leadership, the ability to allocate time efficiently is crucial for further development. But aside from the behavior changes, the step also emphasizes value-based changes. The employee attitude has to shift from tolerating management to valuing its importance.
The attention must shift from purely individual-focused mindset to understanding the value of control and team effort. While the job description of the first level managers still has individual responsibilities and tasks, they must slowly start shifting the mindset towards managing others, rather than just themselves.

- Managing others to leading managers
“is the level where a company’s management foundation is constructed; level-two managers select and develop the people who will eventually become the company’s leaders”.
The second-level manager must be able to divest him- or herself from the individual tasks, to purely managing others.
The focus in terms of skills will be on the ability to assess and select others for first-level roles, assigning and assisting them with managerial work, and measuring their progress in the new role. The first-level managers essentially become the mentors on stage two. In order for the leadership pipeline model to work, the second-level candidates have to be able to understand the value-based requirements of managers.
“one of the tough responsibilities of managers of managers is to return people to individual-contributor role if first-line managers don’t shift their behaviours and values”. The other major skill to focus on at the second-level deals with coaching. Coaching of first-line managers can often be rather limited and therefore, the managers of the second-level should be able to provide performance-feedback. The emphasis begins to shift slowly towards the importance of mentorship and away from purely focusing on processes.

- Leading managers to functional manager
The key to becoming a functional manager is developing the leader’s communication skills further.
Furthermore, functional managers are required to widen their understanding of the organization beyond just the tasks and performances they need to manage. Since the functional manager will be dealing with other managers, they must be good at understanding the different needs in a variety areas of the organization – in essence, the skill of “seeing the big picture” becomes increasingly important.
The main skills that need developing at this point are: the ability to be a part of the team (i.e. communication) and understanding the needs and concerns of others. The functional manager must be able to compete for resources, while maintaining the operational needs of the business at the centre. The development needs to start focusing more on the strategic abilities of the person and enhance his or her ability to delegate tasks to other managers and employees.
The emphasis becomes on focusing on long-term strategy AKA “managerial maturity”. This is described as an ability to create a functional strategy, which “enables them to do something better than the competition”. The functional manager is able to look beyond the current moment and devise strategies that give the organization a competitive edge in the long-term.

- Functional manager to business manager
A business manager will need to be able to perform under bigger pressure, as the autonomy to make decisions expands further. The fourth level is an important shift in the leadership pipeline model since the skills start shifting from being able to manage to being able to lead. The passage is not just about being able to think strategically and improving your ability to allocate time and resources. The step to becoming a business manager requires deeper understanding of functionality and its influence to profits.
The development focus should turn to improving the manager’s ability to work, inspire and control different teams. The manager must become skilled at understanding how different people operate and improve his or her abilities to understand employees at an emotional level. The ability to understand emotional intelligence should be at the heart of the development process. Furthermore, the focus should not be just on the ability to manage different people, the business manager must also understand how different functions operate together.
The emphasis must be on the strategic trade-off between future goals and the present needs of the organization. The manager can’t just ensure things are working smoothly, but he or she must be able to meet the financial requirements and needs. This means understanding how current functionality will influence the profits in the future.
Instead of allocating time and resources, the business manager will spend most of his or her time reflecting and analyzing the past, present and future performance. “business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.”

- Business manager to group manager
While a business manager will continue to focus on his or her team’s achievements, a group manager takes satisfaction from the success of others. The passage is about discovering those people who are able to support and encourage other managers to excel, instead of focusing on being perfect themselves.
The passage requires the development of the four skills. First, the emphasis should be on evaluation skills and devising strategy, which appropriately focuses on capital allocation and deployment. This is about the ability to analyze and identify the right data, as well as the application of the right corporate strategies in any given situation.
The second skill involves the development of other managers. Although mentoring is important in all the previous passages, the ability to identify and support the right talent becomes crucial at this part of the pipeline model. For the third skill, the group manager must be able to start looking at the broader business needs, in terms of expanding and growing the operational aspects of the business.
A group manager must be able to consider new ventures and the discarding of old operations if they aren’t supporting the profits of the organization. Finally, group managers must become better at self-actualization. Leadership becomes a holistic practice at this point. The holistic leader has to “evolve their perspective to the point that they see issues in the broadest possible terms”.

- Group manager to enterprise manager
The emphasis at this point becomes almost solely value- rather than skill-based. The leader’s abilities should already have been proven in terms of the technical abilities.
From now on, the leader must be able to highlight the values behind their leadership strategy and success. The role of an enterprise manager becomes more about the long-term vision, although there is still some need for maintaining the short-term functionality. Above all, the final passage leaders have to become outward looking in their approach to leadership.
The development of the final stage leaders must emphasize visionary rather than strategic thinking. At this level, leaders must be able to think big and see the road ahead, even when it hasn’t been made yet. The leader has to learn to focus on the whole, instead of the individual pieces that make up the organization. Micromanagement is not something an enterprise manager should be concerned with.
Since the leader in the final passage will be in charge of the whole organization, the ability to inspire and motivate are crucial. The leader has to be able to communicate the vision clearly.

BUILDING BLOCKS OF SUCCESSFUL LEADERSHIP PIPELINE

- A simple system with buy-in from the senior leadership team
- Focus on development
- Assess and identify potential
- Keep succession planning transparent

[Bridget · Rating 4 out of 5]

While somewhat dry, this book provides a useful explanation of how companies can cultivate and support leadership at all levels. While I'm not at the level where I would be designing such systems, it provided me with a solid understanding of what it takes to be a manager at different levels and what I should look out for in terms of leadership training in organizations I am thinking of joining.

[Subbu Allamaraju · Rating 4 out of 5]

My main takeaway is to consider career progression as a journey along a twisted and progressively narrowing pipeline as opposed to a ladder. People get clogged up along each bend in the people line for a variety of reasons like skill gaps, improper time allocation, not recognizing the values needed at the new level, or falling back to old strengths applicable for the previous level. I liked that metaphor. The book has good examples to illustrate the key points though the writing style is a bit long-winded.

[Daniela Solha · Rating 5 out of 5]

Fica a dica de livro para meus colegas aspirantes a líder! Aborda as seis passagens, incluindo análise das áreas foco (gerenciamento do tempo, habilidades e valores), métodos de diagnóstico dos gaps e por fim, o quão importante é a empresa investir em seus colaboradores internos almejando um pipeline contínuo e aderente com a estratégia.

[Mai Kijkul · Rating 3 out of 5]

3.5 stars. Really dry, but very relevant to my new role and the challenges I’m facing. Would recommend only to those working in or interested in people strategy and talent development (including your own).

[Barack Liu · Rating 4 out of 5]

112-The leadership pipeline-Ram Charan-Management-2000
Barack
2017/03/18
2020/05/03

—— "The best president can choose the best people to do what he wants to do, and he can maintain self-control and not interfere with them in the process."

"Leadership Echelon", first published in the United States in 2000. Management books. It introduces the six stages of leadership development ("6P") and analyzes the process from managing oneself to managing others.

Ram Charan was born in North India in 1939. He received an MBA (Master of Business Administration) degree from Harvard Business School and a DBA (Doctorate of Business Administration) degree from Harvard Business School. Representative works: "Leadership Echelon", "Execution", "CEO's Statement", etc.

Leadership refers to the ability to make full use of manpower and objective conditions within the scope of jurisdiction to accomplish what is needed at the lowest cost and improve the efficiency of the entire group.

Part of the catalog
1. Overview: The six stages of leadership development
2. From managing yourself to managing others
3. From managing others to managing managers
4. From management managers to management functions
5. From the management function to the general manager of the business department
6. From business department general manager to group executive
7. From group executives to CEOs
8. Problem diagnosis: identify problems and potential in the leadership echelon model
9. Performance improvement: clarify job responsibilities and establish performance standards
10. Succession planning

The environment in which humans live may be the fastest and most intricate environment on earth. To adapt to this environment, we need shortcuts. Therefore, we must always use the methods we have learned from experience and classify things according to their characteristics. Then, when a certain kind of trigger features are present, we will not falsely think to react accordingly.

People often say that someone can lead others by the nose or that someone is always inclined to evaluate or label others based on a thing or behavior. Essentially, it is because a certain behavior of someone else triggers our pattern response, or our subconscious mind automatically initiates a pattern response based on some information from the outside world, thus producing a predictable response or evaluation of people.

If you are such a person, you may not be able to refuse a request for help when someone compliments you a few words; then the act of compliment can be understood as a fuse, it is the pattern that leads to your willingness to help. reaction. In the same way, if you subconsciously think that a person is frivolous and unreliable because of a person's leg shaking movement, then next time you encounter this situation, you will most likely be subconscious immediately in a very short time. Tag this person.

Many psychologists are studying the nature of these pattern responses. In general, the factors that make us easy to fall into the pattern response may be the following:
1. Reciprocity
2. Commitment and consistency
3. Social recognition
4. Preferences
5. Authority
6. Shortage

The word "hui" has been mentioned several times in "The Analects". "Gentlemen benefit without expense", "Benefits are enough to make people". Thinking about it now, it's very simple. If it is not relying on compulsory administrative rights or rights granted by law, it is difficult for one person to willingly agree to another person's request or obey his leadership. It is through giving many small favors that the beneficiary cannot say "no" when facing the request of the beneficiary.

Although not everyone has the same promise as Jibu. But our social attributes make almost everyone more or less want to be able to realize their promise to keep their image consistency, the consistent image around for us to survive in the community a lot of good. Similarly, when you get a verbal promise or the other party personally writes something down for you, you have determined that the other party is likely to follow the promise or write down in the subsequent actions, even if you do not ask for it. To keep the consistency of its image.

One of our criteria for judging right and wrong is to see what others think, especially when we have to decide what is the right behavior. I didn’t understand why many sitcoms like to add the dubbing of laughter to the place where the laugh point is set, but now it seems to be suddenly bright.

Everyone has their preferences. You don’t need to fully conform to all the other’s preferences. When some of your characteristics overlap with the other’s good or bad images, the other party has evaluated in his mind.

The influence of authority is obvious, which is why we continue to mention "don't be superstitious in authority" and still "unanimously pass" when authority makes wrong decisions that everyone knows.

Because of our low self-esteem, we are afraid of losing. An item, if the chance of getting it is smaller or the possibility of losing it is greater, we are more likely to think that it is precious to us. The pain that loss brings us is greater than the happiness that gets us. This means that the pain of losing 100RMB may be greater than the happiness of getting 100RMB.

How to protect yourself from technical influences is very simple. There is a psychological principle that when you realize that it is a psychological principle, the psychological principle will no longer work for you. In other words, when someone compliments you next time, and you are aware that the compiler does not think so spontaneously, but may ask you, you are likely to refuse the other party's request after the compliment, and you will not fall into Hesitant to react to his mode.

The "Leadership Echelon Model" divides the management process from employees to CEOs into six leadership development stages, each stage must master specific leadership skills, time management capabilities, and work concepts. The first stage: from management From self to managing others, the focus is on the transformation of the work philosophy from doing things by yourself to leading the team to do things; the second stage: from managing others to managing managers, the key leadership skill is coach selection talents as first-line managers; third stage: from Managers who go to management functions need to learn new communication skills to communicate with employees across two levels.

The fourth stage: from the management function department to the general manager of the business department, the focus is to change the way of thinking, and evaluate plans and programs from the perspective of profitability and long-term development; the fifth stage: from the general manager of the business department to the group executives, the assessment must be made transfer of funds and staffing of strategic planning; sixth stage: from Group executives to the CEO, must have attention to the external perspective of the Ministry of relationships. "

"The first stage: From self-management to the management of others, the first few years of new employees are individual contributors. Whether they are engaged in sales, accounting, engineering, or marketing, the requirements for their abilities are mainly specialization and professionalism. .They make contributions by completing tasks within the planned time, and by continuously expanding and improving their skills, they can make greater contributions to their posts, thereby gaining organizational improvement. With the increase of working years, their learning content includes work Planning, schedule management, job content, job quality, and job reliability, the work values that need to be improved include company culture and professional standards. When they become outstanding and skilled individual contributors, especially when they can effectively When working with others, companies tend to increase their responsibilities. If they can do these tasks proficiently and follow the company’s values, then they will be promoted to first-line managers. "

"The second stage: from managing others to managing managers. Compared with the first stage, the second stage of leadership development is often overlooked. Although it is an important cornerstone of a company’s management foundation, it selects and cultivates all the company’s Future Leaders, but few companies do well in this part of the leadership echelon training system. The biggest difference from the first stage is that the second stage is pure management. In the first stage, managers still have to take on some personal Contribution. But in the second stage, they no longer need to make personal contributions directly. The key skills they must master include selecting talents to serve as frontline managers, assigning management tasks, evaluating subordinate managers, and coaching. At the same time, they must learn to go beyond departmental benefits Consider the overall strategic issues and actively support them. "

"The third stage: The transition from management managers to management functional departments is more difficult than expected. On the surface, the work of management managers and management functional departments is very similar, but there are some significant differences. The former is the department directors, the latter is the deputy general manager of the business department, and they are in charge of several related departments. They need to communicate with employees across two levels, so they need to develop new communication skills. They must also manage other tasks outside of their majors. , Which means that they must understand work outside of their profession, and they must also learn to evaluate its value. "

" Phase 4: From the management function to the general manager of the business department, this leadership stage usually brings the greatest satisfaction to managers, but also the most challenging. This work is very important to the company. The general manager of the business department usually gets A lot of empowerment, leaders with leadership talent often feel like a fish in the water. They know the relationship between their management work and market results. At the same time, this is also a huge career leap, mainly reflected in leadership skills, time management, and work philosophy is different. It is not a simple strategic, cross-departmental thinking problem (although it is very important to continue to improve these skills developed in the previous position). Now they are solely responsible for a business unit instead of just understanding and Just work with other functional supervisors. The change from the deputy general manager of the business department to the general manager of the business department is thousands of times. The general manager of the business department does not evaluate plans and suggestions from the perspective of the department but the perspective of profitability and long-term development. Comment estimate. to be successful, the general manager of the division has to change their previous way of thinking. "

" Phase 5: From the general manager of the division to the group executives, this leadership stage does not seem to be difficult. People always think that if you can successfully manage one business, you can also manage multiple businesses. This mistake of understanding stems from their lack of understanding of the difference between the two. The general manager of the business department pays attention to the success of the business he manages, while the group vice president who is in charge of multiple businesses at the same time pays attention to the success of the general manager of the business department. This is a major difference, because some leaders will be satisfied only when the success is largely attributed to them. It is conceivable that a group vice president cannot motivate and support the success of subordinate managers if he cannot focus on the success of others Perhaps his work will make him feel frustrated because he is convinced that he is better than any manager under him, but he cannot do it himself. In both cases, the company’s leadership process will be blocked. , The vice president either does not support the competent department or intervenes too much. ”

"The sixth stage: from group executives to CEOs. When the company’s senior leadership has problems, it will affect the entire company. If a CEO does not go through all stages of development, his work may not only affect him directly The work performance of subordinates will also affect the performance of all employees of the company. Not only can he not effectively train other managers, but also cannot be competent for the position of CEO. In the sixth stage of leadership development, its transformation is more concentrated in Business philosophy rather than management skills. The CEO must confirm his roles and responsibilities. As the top leader of an organization, he must be a thinker with lofty ambitions. At the same time, Shanqian establishes the company’s operating mechanism and promotes the company to Achieve each quarter's performance goals and ensure the realization of the company's long-term strategic goals. It is the daily homework of CEOs to weigh trade-offs. They must learn to adapt and master this art. Also, be keenly aware and proficient in dealing with external stakeholders Relationships, major external changes, and proactive responses to them are becoming more and more important. The CEO must have a perspective that values external relationships. "

"It takes a major change to succeed as a manager for the first time, that is, their work results are no longer obtained through their work, but through the efforts of subordinates and the team. Although they may have been keen They are fully aware of this necessary change, but from their behavior, they are still psychologically unsuitable. The typical performance is that they often directly intervene in the work of their subordinates because they are good at a certain job. For example, The manager of an investment bank may organize a complicated transaction himself, rather than supporting his subordinates to do it. He likes to show people his expertise in this area. Another situation is when they are dissatisfied with the working methods of their subordinates. They did it personally, which created competition with subordinates invisibly. At this stage, it is very difficult to give up the job and responsibilities that once won them the managerial position. "

[Lorraine · Rating 4 out of 5]

Great for transitioning professionals, helps you understand what to focus on and what to do less of.

[Sri Shivananda · Rating 4 out of 5]

This book was referred to me by a couple of colleagues at work. The book offers an understanding of the structured progression of leaders, competencies needed at each level and a common language and approach for companies to pursue in building the leadership pipeline. It also offers a good definition of potential and the types of potential. A good guide for career development, coaching, mentoring, planning and creating repeatability around cultivating leaders.

[Chris · Rating 5 out of 5]

This book was recommended to me by a co-worker I asked to mentor me. I’m glad she recommended this book and I wish I had read this book ten or twelve or even twenty years ago.

This is an excellent book for people at all levels within an organization and especially those that want to become managers or rise to the executive level within an organization.

I highly recommend this book.

[Sean Gilmore · Rating 3 out of 5]

I liked this book. It is a much more thoughtful approach to leadership and leadership development than similar books I have read or been exposed to. I also anticipate it will have re-read value as I progress through my career.

[Rodrigo Ramos · Rating 4 out of 5]

Ideia interesse de deixar de procurar 'estrelas' da gestão fora de casa e começar a formá-las através do pipeline de liderança. Interessante também a separação de habilidades, gestão do tempo e valores necessários para cada nível do pipeline.

[Anthony · Rating 4 out of 5]

Haven't read it yet but accidentally hit the rating button!

[Noel Delgado · Rating 4 out of 5]

This is a must read for anyone who would like to grow on the management ladder.

It shows the necesary steps from becoming a leader from the first time to C-suite possition.

[Paul Laughlin · Rating 5 out of 5]

How are you navigating the leadership pipeline?
By Paul Laughlin · July 29, 2014
It’s unusual for me to recommend a book that I don’t consider that well written, but Leadership Pipeline is such a book. The reason for my recommendation is this book effectively covers a key challenge for leaders & organisations. It also introduces a really useful model and set of tools.
My criticism is only the writing style. Perhaps I’ve spent too many years enjoying well crafted prose in fiction but I find the style used throughout this book to be a little wooden or clunky, certainly not a joy to read.
However, I would encourage you to persist as the rewards are worth it.
Understand where you are in the pipeline
The key benefit this book offers is its central model of how a pipeline of future senior leadership talent needs to develop in order to master different levels within an organisation.
In fact this model is also useful for those who will never reach the higher echelons but need to effectively take on a different level of management or leadership challenge.
What sets this model apart from many others is its focus on the extent of change needed by an individual to effectively move from one level to another. This is visualised by a pipeline that has ‘critical passages’ or zigzag like turns in the pipe.
Behaviour needed along leadership pipeline
The reason for such sharp turns is the extent to which mastery of a new level of leadership (say moving from managing yourself to managing others, or from managing managers to functional management) requires not just acquiring new skills but also letting go of skills they have served you well at the last level. Another plus is the book is packed with case study examples of leaders who fell into such traps.
#mastery of a new level of #leadership requires letting go of #skills that got you there Share on X
Each leadership level is described in-depth, together with both the new skills to be mastered and the ones that must be let go, to succeed at that level. Over the years many of these lessons have rung true to me and I’ve seen others benefit from advice to make these transitions.
Not just for general managers
It is a book focused on a general management leadership pipeline. The priorities and examples have that bias. However, lots of the lessons are also relevant to customer insight leaders and their teams.
Chapter 12 seeks to address some of this general management bias, through specialist advice for
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Book Reviews to cross post to Amazon & Goodreads
How are you navigating the leadership pipeline?
functional leaders. Some of this could be useful to those progressing toward the more senior Customer Insight Director or Chief Knowledge Officer roles now being created. For most customer insight leaders, I would recommend the chapters on transitions from Managing Self to Managing Others to Managing Managers to being a Functional Manager. They provide rich content for mentoring or performance reviews.
As with Time To Think, I will now return to chapter 13 on coaching with a fresh perspective (to inform my coaching work).

[Kelley · Rating 5 out of 5]

A true game-changer that refines leadership development

This book is a total game-changer, and ranks as the most important non-fiction work I read for both 2022 and 2023. After reading this, I will never look at leadership development the same way again. Charan, Drotter, and Noel have identified a 6-level leadership pipeline that addresses crucial needs most leaders face in their organizations. From a personal performance perspective, what are the skills and mindsets leaders needed for each level, and how do they we prepare themselves to take on a new level. From a senior leader perspective it addresses how to nurture an organization’s leadership pipeline in order to develop and train leadership for each new level of leadership. We don’t want to have a point where we have leadership positions to fill but can’t identify people who are qualified to take the roles. We don’t want that, but it happens, which is exactly why I read this book. Jim Collins writes extensively in his books (Good to Great; Built to Last; How the Mighty Fall) about how crucial it is for a company seeking long-term success, to have senior leaders come from within the company. The framework presented in this book, The Leadership Pipeline, shows the path about how to make that happen. I have adapted these strategies to develop a training series in our workplace, and we are benefitting from the difference it is yielding. This book is as powerful as they come. Read it and be amazed!

[Ignacio Ortiz · Rating 5 out of 5]

Este libro es un gran recurso para que las empresas puedan convertirse en un semillero de líderes desde sus entrañas. El liderazgo en las personas que la conforman es un requisito primordial no sólo para la supervivencia, sino para la transcendencia de las compañías.

Para las grandes empresas con presencia internacional, uno de los grandes retos es el desarrollo de líderes en todos los niveles mediante la evaluación de la confianza corporativa, la planeación de su desarrollo y la medición de resultados.

Si en tu vida productiva has tomado la decisión de trabajar para alguna de las grandes compañías globales, este libro te será bastante útil desde el punto de vista que te dará claridad respecto a cómo desarrollar habilidades y competencias para estar a la altura de las múltiples posiciones y responsabilidades que este tipo de compañías ofrecen.

Desde la perspectiva del empresario, el libro te permitirá ampliar la perspectiva respecto a cómo construir equipos de trabajo con líderes adecuados que te puedan ayudar a construir un negocio comercial rentable que funcione sin ti.

[Luciano Holanda · Rating 5 out of 5]

Not the easiest book to read. But the content deserves 5 stars.

The very concept of a pipeline with different turns is a great analogy and a great way to understand the different passages in our careers. The book provides a template a deep insights into the Skills, Time Applications and Values necessary for each different turn in a Leader's career. The template itself is very rich and is explained through stories and ways people fail to meet their responsibilities.

The template is not meant to fit perfectly into all companies, but to serve as a guide which each leader can adapt to their context. Once you do, you can start using it to Debug your organization and find the main way your pipeline might be clogged. The authors show how to do that by doing performance management based on the pipeline and diagnosing issues in your pipeline.

Overall the content is gold. Wish it was a bit easier to read.

[Robson De Araujo Gomes · Rating 4 out of 5]

Eu nunca curti muito ler esses livros com essa pegada de "passos" ou "níveis", porque acho que chega uma hora que o autor começa a enrolar pra dividir o assunto.
O livro traz muitos ensinamentos para quem deseja trilhar a carreira de liderança, destacando a importância de ter as competências certas para cada nível, sempre em torno do mantra de três áreas:
- habilidades necessárias
- gerenciamento do tempo
- valores profissionais

Em cada nível o autor destaca o que é esperado do líder nessas três áreas. A pipeline tem 7 níveis e vai de gerenciar a si mesmo até gerenciar uma corporação. Não sei se foi leseira minha, mas chegou um determinado momento do livro em que eu fiquei totalmente perdido com tanta informação, e muitas vezes as competências pareciam se sobrepor. Talvez valha a pena fazer uma leitura mais lenta, focando em um nível, por exemplo.

Minha conclusão é que é um bom livro de referência para gestores, que pode ser consultado frequentemente como uma referência.

[Irial O'Farrell · Rating 5 out of 5]

Whether you've just been promoted into front-line management or you're now heading up a function or a business, and you haven't read this book, stop everything and order a copy now. This book sets out how the role of management changes, as we move up the various ranks of management. It sets out how a manager's mindset needs to shift and, as a result, what tasks they should focus on and what skills are needed to succeed.

I have yet to come across an industry that doesn't promote based on being technically good at the job. Doing the job is very tangible. There are tasks to be done that lead to outputs that we can acknowledge. Then we move into "management", which is a lot fuzzier and intangible. This book brings a tangibility to each level of management and the related tasks, outputs and outcomes of management.

[Susan Wilson]

I found the potential signs of dysfunction at each leadership level particularly useful and will absolutely be referring back to these. I didn’t find the diagnostic tools and performance improvement chapters (ie. the second part of the book) as useful other than two good reminders (1) that while we are quick to insist people are accountable for their development, it is up to us to show them how to be accountable and (2) development and retention are closely linked as they are a tangible sign that organisations care for individual’s success. I was increasingly irritated by the use of exclusive language. Do the authors not realise women are leaders too?

[Gabriel · Rating 4 out of 5]

I was in doubt if I should rate this one with 3 or 4 stars. From a content perspective, you will find nothing new. It is the same aspects of leadership that many other books have touched, almost common sense. However I personally find the way it was told powerful and maybe because of the career stage I am now, it was quite relevant to me. Like Getting To Yes, 7 Habits and many others, there is no magic, but I would add this book in must read list for anyone moving to a leadership role or transitioning between seniority levels. That is why I gave 4 stars.

[Senthilkumar · Rating 4 out of 5]

Appears to be very clearly articulating how to differentiate and dwell in the complex corporate structure. This is my first leadership related book. So, I really don't have anything to compare against. I don't think, I could ingest everything in this book at one read. Sections of this book needs to be re-read when the reader reaches different passages of leadership. Becauses the text about other passages could be easily understandable but not relatable. This is worth for the read. Lacking continuum in few places and repetitiveness is reason to deprive of one star :)

[Mason Jones · Rating 3 out of 5]

This is a good example of a fairly interesting short book that feels a bit padded -- really it's a collection of concepts, which are useful, and chapters that expand them perhaps a bit more than necessary. It is however a good read in that it provides useful ways of thinking about leadership layers in a company and handy guidelines for understanding and objectively judging at which level a given person might be ready to operate. As a manager or leader in a company, this can offer solid advice for properly leveling and guiding/mentoring others.

[Dan Hendon · Rating 4 out of 5]

I thought that this book was great.
The only thing that kept me from giving it 5 stars was that the authors talked a lot about coaching, but it was clear that they don’t understand what professional coaching is.
Coaching is a different skill and process from training, mentoring, and managing.
As a professional coach, that was frustrating because they clearly had not worked with world class coaches but only people who called themselves coach and were more like mentor/trainers.

[Unoose Ayoob · Rating 5 out of 5]

A very valuable book for managers and leaders of all levels.

A great gift especially for manager of managers....since this gives amazing tools & tips to coach / mentor those reporting upto the manager of managers while also charting the future development path.

I am sure to be referring back to this book quite a few times in the near future.
One of those rare books that's both a theoretical treatise as well as a hands-on workbook : two in one