The Leadership Pipeline

Welcome ix Introduction 1 What This Update Offers 2 Changing the Work of Leaders 3 Solving the Problems of Today and Tomorrow 10 Applying the Leadership Pipeline Model 11 Dispelling Myths About the Model 12 Part I Why the Leadership Pipeline Matters 17 1 Leadership Pipeline Overview 19 The Big Ideas 19 The Core Leadership Passages 22 Defining the Job to Be Done 33 Understanding the Transitions 36 New Ways of Looking at Careers 41 Going Forward 43 2 Leadership Pipeline Value Proposition 45 Strengthening Your Weakest Link 46 Reducing Your Soft Costs 47 Universal Bank of Leaders Required 48 A Model for Past, Present, and Future 50 How to Build Needed Architecture 54 Part II Five Leadership Pipeline Passages 55 3 Leading Others 57 The Job to Be Done 58 The Transition to the Role 63 Typical Transition Issues 69 Variations of the Role 76 4 Leading Leaders 81 The Job to Be Done 82 The Transition to the Role 86 Typical Transition Issues 92 Variations of the Role 100 5 Leading a Function 103 The Definition of the Role 104 The Job to Be Done 106 The Transition to the Role 112 Typical Transition Issues 120 An Important Outcome 129 6 Leading a Business 133 The Heft and Scope of the Role 134 The Job to Be Done 135 The Transition to the Role 141 Typical Transition Issues 148 7 Leading an Enterprise 155 The Job to Be Done 158 Developing an Enterprise Mindset 160 The Transition to the Role 167 Typical Transition Issues 172 Part III Application 179 8 Strategies for Implementing the Leadership Pipeline Model 181 Designing Leadership Portraits 182 Choosing the Implementation Degree 186 Situating the Leadership Pipeline Framework 187 9 Tips for Fine- Tuning the Implementation 193 Universal Tips 195 Tips for Business Leaders 196 Tips for HR Leaders 198 Tips for HR Business Partners 200 Things Not to Do-- By Anyone 203 Tips for Unclogging the Pipeline 204 Final Note 205 10 Meaningful Dialogues for Performance, Engagement, and Retention 207 Where to Start 208 What to Watch Out For 210

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.