The Leadership Pipeline: How to Build the Leadership Powered Company PDF
Preview The Leadership Pipeline: How to Build the Leadership Powered Company
Table of Contents Cover Table of Contents Half title page Title page Copyright page Foreword Preface to the Revised Edition: Observations from the Field Introduction 1 Six Leadership Passages Passage One: From Managing Self to Managing Others Passage Two: From Managing Others to Managing Managers Passage Three: From Managing Managers to Functional Manager Passage Four: From Functional Manager to Business Manager Passage Five: From Business Manager to Group Manager Passage Six: From Group Manager to Enterprise Manager Adapting the Model to Small Business Requirements Passages Through the Pipeline Frequently Asked Questions Observations from the Field 2 From Managing Self to Managing Others The Rising Power and Expectations of Individual Contributors Three Achievements of Terrific First-Time Managers Pipeline-Unclogging Tactics Who Is Responsible? Frequently Asked Questions Observations from the Field 3 From Managing Others to Managing Managers Five Signs of a Misplaced Manager of Managers What Managers of Managers Should Do How to Help Managers of Managers Through This Leadership Passage Frequently Asked Questions Observations from the Field 4 From Managing Managers to Functional Manager Maturing into a Functional Leader Role A Strategic Mind-Set, a Holistic Approach Valuing What You Don’t Know Identifying Dysfunctional Signs Developing Mature, Strategic, Whole-Functional Managers Frequently Asked Questions Observations from the Field 5 From Functional Manager to Business Manager Thinking Differently Managing the Complexity Learning to Value All Functions Being Highly Visible Addressing the Challenge of E-Commerce Warning Signs of Leadership Transition Troubles Development Options: Self-Learning, New Experiences, and Reflection Frequently Asked Questions Observations from the Field 6 From Business Manager to Group Manager Succeeding Indirectly Managing and Developing Business Managers Connecting the Business to the Corporation Managing the Uncovered Warning Signs Developing Group Executives: A Mix of Training, Measures, and Experience Frequently Asked Questions Observations from the Field 7 From Group Manager to Enterprise Manager Challenge One: Delivering Consistent, Predictable Top-and Bottom-Line Results Challenge Two: Setting Enterprise Direction Challenge Three: Shaping the Soft Side of the Enterprise Challenge Four: Maintaining an Edge in Execution Challenge Five: Managing the Enterprise in a Broader, Global Context A Significant Value Shift Signs That a CEO Is Struggling CEO Development: No Skipping Levels Allowed Don’t Set Up a CEO for Failure Frequently Asked Questions Observations from the Field 8 Diagnostics Three Good Reasons to Diagnose Early and Often A Tool to Look Beyond What Got Done Diagnostic Steps Skipping Levels: The Brightest Aren’t Always the Best Frequently Asked Questions Observations from the Field 9 Performance Improvement The Relevance of Role Clarity Defining Performance Standards Using Performance Standards to Develop Leaders Strategies for Getting to Full Performance The Retention-Development Connection Frequently Asked Questions Observations from the Field 10 Succession Planning Toward a Leadership Pipeline Definition of Succession Planning Transforming Potential from a Negative to a Positive Setting Clear Standards to Assess Potential How to Do Succession Planning That Fills the Pipeline Frequently Asked Questions Observations from the Field 11 Identifying Potential Pipeline Failures Selecting the Wrong Person Leaving the Wrong Person in the Job Too Long Failure to Seek or Listen to Feedback Defining Jobs Poorly Institutional Failure Frequently Asked Questions Observations from the Field 12 The Functional Career Passage Group Functional Manager Broad and Complex Requirements Signs That a Group Functional Manager Is Not Performing Enterprise Functional Managers Distinctive Skill Requirements and Work Values Signs That an Enterprise Functional Manager Is Working at the Wrong Level Developing Enterprise Functional Managers Frequently Asked Questions Observations from the Field 13 Coaching Coaching Framework Clear, Complete, Compelling Feedback Letting Go Redefining Coaching from a Leadership Development Perspective Frequently Asked Questions Observations from the Field 14 Benefits Up and Down the Line Making Development Actionable and Understandable Providing Boards with Insight and Information Enterprise Leaders Group Executives Business Managers Functional Managers Managers of Managers First-Line Managers A Flexible Pipeline for Changing Organizations Frequently Asked Questions Observations from the Field Acknowledgments The Authors Index THE LEADERSHIP PIPELINE
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