- ISBN13: 9780787951726
- Condition: NEW
- Notes: Brand New from Publisher. No Remainder Mark.
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 effor… More >>
The Leadership Pipeline: How to Build the Leadership Powered Company
Tags: Build, Company, effor, hand experience, Leadership, leadership development, Pipeline, Powered, remainder mark, succession planning
#1 by Jennifer Burns on April 24, 2010 - 10:23 pm
Many of us have been on a quest to better understand / codify work designand leadership at different levels of complexity !!!
one of the early thinkers / researchers in this area was Walt Mahler. He past away in the last 18 months. His early work is the basis for leadership development at GE and the principles still hold today !!!
A new book call the Leadership Pipeline – ISBN 0-7879-5172-2 by Ram Charan, Steve Drotter and James Noel captures many of the principles about multi level leadership that Walt under covered 20 years ago – he is referenced at the beginning
For those trying to better understand work complexity , and select / develop leaders when making significant career changes –
leading managers who lead others, leading multiple functions and process, leading stand alone / sustainable P&L business unit etc. Global CEO
These descriptions here about how leading others changes are helpful .
There are some problems with the books description of work at each Level of Complexity ! Some are at the wrong level based on the research of Jaques, Van Clieaf, Billis, Stamp and others and some leadership turns ( big career changes ) don’t capture the real difference in work / competencies that make the difference to shareholder value.
The authors dont describe what are the unique outputs / contribution at each level the way Van Clieaf’s research does but focus more on how the managerial leadership role changes – which is important !!
they don’t really capture how the role of resource management changes at each leadership level nor how the interface with customer / stakeholders by complexity level.
they also confuse the differences between
e-process – level 3 complexity e-commerce – level 4 complexity e-business – level 5 complexity e-industry – level 6 complexity
as it related to the internet.
with that said this is a good contribution to undertanding how work, leadership and leadership development and selection changes at different complexity levels
Rating: 3 / 5
#2 by Justin Ingerham on April 25, 2010 - 1:00 am
In the book, The Leadership Pipeline, Ram Charan, Stephen Drotter, and James Noel discuss the complex notion of adequately and appropriately equipping current and future leaders as they progress up what the authors call the Leadership Pipeline. The authors explain, in detail, the progression of leaders up six passages from the role of an individual contributor to the role of an enterprise manager. “The challenge for organizations is to make sure that people in leadership positions are assigned to the level appropriate to their skills, time applications, and values.” As someone progresses up the Leadership Pipeline, the importance of being equipped for the current and next stage (or passage) of leadership is consistently stressed. Ultimately, I find this book to be difficult to get into, therefore hard to read. While it contains good, albeit familiar, information, its relevance to my situation and to the situation of the “typical church” is lacking.
Again, this was a very difficult text to read, for a couple of reasons. First, the authors are speaking directly to those who are currently working in the business market. Naturally, because the book is written to those currently in businesses, it directly applies to the business market, of which I am not a part-in other words, I struggled to find relevancy of this book to my situation. Second, the concept of effectively equipping current and future leaders with the knowledge, skills, and values needed to be successful in their current position as well as, equipping them so that they can progress to higher levels of leadership is not new information. If the authors truly believe that they have come up with some powerful, new strategy, they are incorrect, because the progressive equipping of leaders is not innovative.
Another difficulty of this source is its relevance to the normal church. Implementation of this concept at churches the size of Willow Creek Church in Illinois, Saddleback Church in California, or even Kensington Church in Michigan is possible, though with some necessary modification to definitions, roles, and responsibilities; however, it is important to state that churches of that size have 60+ staff members and cannot be considered the “norm” for churches in North America. That said, it becomes increasingly difficult to apply this model to most churches, which have two to six staff members. It is possible to apply the model, but it would require heavy modification of almost every aspect, essentially creating a new model. While applying this specific form of leadership development is incredibly difficult, integrating the “progressive equipping of leaders” thought could have the potential to dramatically change how many pastors do church. If most pastors would see their congregation not only as their “flock,” but as a collection of current and future leaders… the potential for growth would be amazing.
What the authors have very successfully done is package the progressive equipping of leaders notion in a different manner-one that is perhaps highly relevant or helpful to the business world. They have also more than adequately explained some of the important differences between the varying levels of leadership. This will be a beneficial source to offer to future congregants who work in business, because it is written for and geared towards those in the marketplace. The book also helps me to understand the growing complexity of the business market, which will aid me in understanding the struggles of many of my future congregants.
Rating: 3 / 5
#3 by William D. Tompkins on April 25, 2010 - 3:13 am
The authros present a pretty good set of guidelines with dos and donts for forming leaders in th workplace and recognizinf those thay wont cutit and how to dispose/retransition them.
Rating: 4 / 5
#4 by John Hartline on April 25, 2010 - 4:35 am
Charan, Drotter and Noel present an effective model to enhance the leadership potential of the business world. Although most of their model is tailored to larger organizations, there are conseptual strengths that could be translated to smaller companies and churches. Values that are emphasized include accountability,coaching and retraining or redirecting managers that are not producing at necessary levels. Their goal is to keep good leaders within their respective organizations and avoid inefficiency, micromanagement and high turnover.
Rating: 4 / 5
#5 by KGraham on April 25, 2010 - 6:01 am
The Leadership Pipeline is an excellent resource that can be applied to various situations. For example if this principle were applied to a local church setting. In a church setting this could be used in order to train people for various positions within the congregation, for example, Sunday school teaching. If a person who demonstrates to be very knowledgeable in scripture, and desires to become involved in a church will move from what the book calls “managing self to managing others.” This person may be put in charge of a small bible study or better yet training others to teach Sunday school class within the church setting. As time goes on this person may begin to train someone else to train others while he/she watches over the training that is done. This is stage two according to the book “from managing others to managing managers.” A great deal of coaching comes into play here as well, as one person becomes the overseer of all of the Sunday school training of teachers. After this a person moves to the next passage, which is “From managing managers to functional manager.” This person now begins to try to innovate the Sunday school curriculum with fresh and bright ideas. While at the same time communicating with the other trainers to make sure everything is going ok, and that his/her ideas are good and can be used. Not every step from the book needs to be implemented but the concept could work for any position in the church that requires some sort of training.
Rating: 5 / 5