The Leadership Pipeline: How to Build the Leadership Powered Company
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品牌: Ram Charan
基本信息·出版社：Jossey Bass
·页码：224 页
·出版日期：2000年
·ISBN：0787951722
·条形码：9780787951726
·装帧：平装
·正文语种：英语
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内容简介Together, these authors have more first-hand experience in leadership development and succession planning than you're likely to find anywhere else. And here, they show companies how to create a pipeline of talent that will continuously fill their leadership needs-needs they may not even yet realize. The Leadership Pipeline delivers a proven framework for priming future leaders by planning for their development, coaching them, and measuring the results of those efforts. Moreover, the book presents a combination leadership-development/succession-planning program that ensures a steady line-up of leaders for every critical position within the company. It's an approach that bolsters the retention of intellectual capital as it eliminates the need to go outside for expensive "stars," who will probably jump ship before they reach their full potential anyway.
作者简介Ram Charan is a leadership coach and a past faculty member of Harvard Business School and the Kellogg School of Business at Northwestern University. He is author of Boards at Work and coauthor of Every Business is a Growth Business. He lives in Dallas, Texas. Steve Drotter is chief executive of Drotter Human Resources, Inc. He lives in Berwyn, Pennsylvania. Jim Noel is an executive consultant and formerly vice president of Executive Development at Citibank and lives in New York City.
编辑推荐Amazon.com Review
For every organization that's ever reached beyond its own borders for top leadership only to have those high-profile, high-salary top leaders bungle and exit as abruptly as they appeared, this smart, substantive, and clear-eyed book is a godsend.Written by three genuine experts in management development (one of them helped design GE's deservedly famous succession-development process),The Leadership Pipeline: How to Build the Leadership Powered Companyfinally shows organizations how to undo the knots and clogs in their in-house "leadership pipeline" so they can constantly groom the best people at every level to move up to the next rung of leadership. Not only do the authors identify the six transition phases, or "turns," of the pipeline--from self-manager (individual worker), first-line manager, and managers' manager to function manager, business manager, group manager and enterprise manager (the last essentially being a CEO)--they describe each with remarkable insight; these six levels of leadership growth, for example, exist at the base of every midsize or large organization regardless of how each structures its individual hierarchy. With each, they take care to point out both the new skills and values (there is a difference) one must acquire before making a turn, as well as how to measure whether someone has them before moving them along. They also show how to determine whether candidates are embodying those skills and values once they've made the transition, and how to groom them for the next level right from day one.The result? Not just one potentially qualified in-house candidate for a top leadership position (the kind of dearth that forces companies to look outward for expensive and often short-lived leadership "stars"), but a whole generation of them, not to mention younger generations to succeed them.The book includes sample scenarios (from both fictional and real-life organizations), definitions, checklists and charts that break down and illustrate its main points in every chapter. Though shrewd and straightforward on every page,The Leadership Pipelineisn't for anyone looking an easy, step-by-step, worksheet-guided quick fix to management development and succession planning. The authors stress that it takes some hard thinking for companies to determine what they really need from leaders at each level (and to figure out which individuals have the potential and desire to scale those levels). It requires serious homework to translate this book's excellent guidance into a plan for your own organization's pipeline.That's a small price to pay, however, for a book with such uncommonly clear insight into what it takes to nurture and navigate the best leadership from right inside your own house. --Timothy Murphy
FromBooklist
One of management's biggest challenges is finding new leaders, and one of the questions that arises in this quest is whether to bring in "new blood" and fresh ideas or take advantage of "home-grown" experts already acclimated to an organization's corporate culture. The current labor shortage and a greater willingness by younger workers to change jobs have only added to this challenge. Recent books such asHigh Flyers: Developing the Next Generation of Leaders (1998) andHidden Value: How Great Companies AchieveExtraordinary Results with Ordinary People [BKL Ag 00] have weighed in on the side of "growing your own," and now Charan and his coauthors add their support. Charan is a "leadership coach" and has written extensively for academic and popular business journals. He and two fellow consultants describe the natural hierarchy of work that exists in most organizations, which takes the form of six career passages that the authors call the "leadership pipeline." For leaders to progress, they must be working within each passage at a level appropriate to their skills, values, and use of time.David Rouse
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Review
"A great book. The Leadership Pipeline is an invaluable resource for developing leaders at all levels in today's competitive business environment."—J.W. Marriott, Jr., chairman of the board and CEO, Marriott International"These concepts have been tremendously influential in shaping my leadership approach and in building cohesive leadership teams at many levels."—Robert L. Nardelli, president and CEO, GE Power Systems"People everywhere are talking about the war for talent. This book provides a framework for assessing and developing your own internal pipeline for leadership talent." —Norman C. Walker, head of human resources, Novartis International AG
