The Leadership Pipeline

Praise for The Leadership Pipeline "Management Development 101—but only if you have read the book and understood and acted on the processes so clearly articulated. While these are first principles, it is very useful to have them set out.

The Leadership Pipeline

An updated and revised version of the bestselling The Leadership Pipeline – the critical resource for how companies can grow leaders from the inside. In business, leadership at every level is a requisite for company survival. Yet the leadership pipeline –the internal strategy to grow leaders – in many companies is dry or nonexistent. Drawing on their experiences at many Fortune 500 companies, the authors show how organizations can develop leadership at every level by identifying future leaders, assessing their corporate confidence, planning their development, and measuring their results. New to this edition is 65 pages of new material to update the model, share new stories and add new advice based on the ten more years of experience. The authors have also added a "Frequently Asked Questions" section to the end of each chapter.

The Leadership Pipeline

"The Leadership Pipeline" stellt ein Modell vor, mit dem man künftige Führungspersonen erkennen kann, ihre Kompetenz bewertet, ihre Entwicklung plant, sie ausbildet und trainiert und dann die Ergebnisse dieser Bemühungen ermittelt.

The Leadership Pipeline

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.

The Leadership Pipeline

Praise for The Leadership Pipeline "Management Development 101—but only if you have read the book and understood and acted on the processes so clearly articulated. While these are first principles, it is very useful to have them set out.

The Leadership Pipeline

An updated and revised version of the bestselling The Leadership Pipeline – the critical resource for how companies can grow leaders from the inside. In business, leadership at every level is a requisite for company survival. Yet the leadership pipeline –the internal strategy to grow leaders – in many companies is dry or nonexistent. Drawing on their experiences at many Fortune 500 companies, the authors show how organizations can develop leadership at every level by identifying future leaders, assessing their corporate confidence, planning their development, and measuring their results. New to this edition is 65 pages of new material to update the model, share new stories and add new advice based on the ten more years of experience. The authors have also added a "Frequently Asked Questions" section to the end of each chapter.

Filling the Leadership Pipeline

The purpose of this volume is to share what has been learned in the last few years of increased attention to the systematic and strategic cultivation of leadership talent.

Filling the Leadership Pipeline

Competition is fiercer today than ever before, and effective leadership represents a rare source of competitive advantage. With strong leadership and a richly stocked pool of future leaders, organizations prosper and endure. There is an easy case to make for the imperative of investing in tomorrow's leaders today. It's the law of supply and demand: more organizations in greater competition under increased pressure to perform put a premium on scarce talent. The labor economy has become a seller's market, and poaching or luring talent away from other organizations is a losing proposition. The alternative is to become good at developing your talented managers into great leaders and aggressively seeking out potential and developing it anywhere and everywhere you can find it across the organization. The purpose of this volume is to share what has been learned in the last few years of increased attention to the systematic and strategic cultivation of leadership talent. The time is ripe for leading practitioners to share key lessons about building and filling a leadership pipeline.

The Performance Pipeline

Filled with illustrative examples and personal experiences, the book shows how Performance Pipelines work in real-world organizations.The Performance Pipeline uses a frameworkthat is as easy to apply as it is to understandand addresses ...

The Performance Pipeline

The guide that defines the results required at each organizational level to sustain business success It's not enough to build a company full of people with leadership skills. The Performance Pipeline digs deep into the real work of executing business results at each leadership layer. Filled with lessons and examples from the author's 40 years of experience Shows how to set performance standards, make sure the right work is being done, and remove performance barriers Illustrates how leaders can make the transition to the next level and achieve full performance This book gives leaders in any industry an advantage over the competition.

Building the Leadership Pipeline

theLeadership. pipeline. Robert J. (Bob) Lavigna is senior manager for CPS Human Resource Services, a self supporting public agency that provides consulting services to government. Before joiningCPS, he was administratorofthe Wisconsin ...

Building the Leadership Pipeline

There are more than 80 million baby boomers in the United States today, and they account for almost 28 percent of our nation’s population. As these workers retire, the entire nation will face a workforce crisis. This crisis will hit government first because public sector workers are, on average, older than private sector workers. Moreover, most public servants can retire earlier than their private sector counterparts. To respond to this workforce crisis, public organizations need to build their leadership pipelines. There are two main approaches to developing the leadership pipeline: the traditional “just-in-time” approach and the “integrated” approach. These approaches can be viewed as the opposite ends of a continuum, with most organizations’ practices falling somewhere in between. Building the Leadership Pipeline presents case studies of practical and effective leadership development practices to help government build the next generation of leaders. These practices include integrating theory and practice through action learning and other “real-life” projects; succession planning; rotational and/or developmental assignments; internships; data-driven development (based on assessments, feedback, and other sources); senior leaders’ involvement; and structured relationship building.

Building a Leadership Pipeline for Deans in Business Schools

Leadership pipelines with clearly defined stages have been in use in the non-academic corporate sector for a while. This book presents research on the potential for business schools to rely on such pipelines.

Building a Leadership Pipeline for Deans in Business Schools

The management education industry is in flux. Industry trends, such as commercialisation, internationalisation, consolidation and intensifying competition, increase the level of adversity and the challenges that business school leaders face. Recurring crises aggravate the situation and challenge established solutions. A key question is therefore: How do we ensure that adequately qualified and highly motivated individuals rise to the upper echelons? In business schools, dynamics do not naturally encourage leadership development. Younger scholars must master research or teaching skills, none of which represent the core skill set needed to lead a business school. Leadership pipelines with clearly defined stages have been in use in the non-academic corporate sector for a while. This book presents research on the potential for business schools to rely on such pipelines. The proposed substantive grounded theory suggests a better depiction of the phenomenon analogy-wise as well as semantics-wise by proposing a leadership canal. Several fundamental assumptions diverge, such as leadership development for deans being less linear, less cumulative, less sequential, less one-directional, to name but a few features.

Feeding Your Leadership Pipeline

“Feeding Your Leadership Pipeline is the most comprehensive, practical, and inviting book on the fundamentals of leadership development that I have had the pleasure of reading. Tobin has done a masterful job of compiling all the tools, ...

Feeding Your Leadership Pipeline

No company is too small to plan for its leadership future. Feeding Your Leadership Pipeline provides a blueprint for leadership development that addresses the unique challenges of small to mid-sized companies. It helps busiess leaders identify high-potential talent, define key leadership competencies,build an affordable and effective leadership development program, harness the power of mentoring and coaching, evaluate program effectiveness, and calculate what it will cost.

Developing a Leadership Pipeline at Infosys

Infosys Limited, a global technology Services Company, was headquartered in Bangalore, India.

Developing a Leadership Pipeline at Infosys

Infosys Limited, a global technology Services Company, was headquartered in Bangalore, India. The founders of the company wanted to create an organization that had been 'built to last', and had the agility to manage ambiguity and uncertainty under all circumstances. From the dawn of the new millennium, the company had emphasized the development of leaders. The company had established the world's largest leadership development institute at Mysore. At Infosys, the Leadership model was framed as a seven pillar model. The model emphasized the types of leadership qualities the leaders had to possess to become an effective leader. The model was intended to groom leaders to gain knowledge on various situations and also to enhance their decision making skills. The company developed a three-tier pyramid for developing leaders at all levels of employees at Infosys and also established a robust process for identifying and including talents into different leadership tiers. The Infosys Leadership institute designed a 'Nine pillar model' to inculcate leadership based on the organization's requirements and the employee's area of interest. The case discusses the various leadership development initiatives at Infosys and also narrates how the company found itself in a leadership crisis in 2007 which further led to the company strengthening its leadership development initiatives. In early 2012, the company found itself with a new management team that had taken over from its more illustrious founders. Many senior leaders of Infosys were expected to retire in a period of ten years from 2011. In addition to reassuring their customers and investors who feared that the Infosys's new leadership might not be able to manage the future uncertain situations, the company had to quickly develop a pool of leaders.

Building a Leadership Pipeline for Deans in Business Schools

business school leadership pipeline; however, the follow-up is by and large still lacking. There are a few studies that point to the fragmented nature of the manners in which deans onboarded. For example, many deans mentioned that their ...

Building a Leadership Pipeline for Deans in Business Schools

The management education industry is in flux. Industry trends, such as commercialisation, internationalisation, consolidation and intensifying competition, increase the level of adversity and the challenges that business school leaders face. Recurring crises aggravate the situation and challenge established solutions. A key question is therefore: How do we ensure that adequately qualified and highly motivated individuals rise to the upper echelons? In business schools, dynamics do not naturally encourage leadership development. Younger scholars must master research or teaching skills, none of which represent the core skill set needed to lead a business school. Leadership pipelines with clearly defined stages have been in use in the non-academic corporate sector for a while. This book presents research on the potential for business schools to rely on such pipelines. The proposed substantive grounded theory suggests a better depiction of the phenomenon analogy-wise as well as semantics-wise by proposing a leadership canal. Several fundamental assumptions diverge, such as leadership development for deans being less linear, less cumulative, less sequential, less one-directional, to name but a few features.

The Multiplication Effect

In this book, Mac Lake will help you: Identify potential leaders using unique training modules Equip and disciple leaders at every level of their leadership journey Empower leaders to multiply themselves by developing other leaders Inspired ...

The Multiplication Effect

Most pastors say that the need to identify and develop leaders is critical to the health and growth of their church. Yet, most churches do not have an intentional plan for doing this. In this book, Mac Lake reveals a practical strategy for addressing this problem. How do you develop leaders in a church setting—good leaders, qualified leaders, leaders who are committed, who possess the DNA of the church, and leaders who produce results? The majority of churches have tried everything, but is what they are doing working? Unfortunately, in most cases, no. The Multiplication Effect is a proven, tested program, designed using unique training modules to help identify potential leaders, equip and disciple them at every level of their leadership journey, and empower them to multiply themselves by developing other leaders. Churches who use this plan will become “cultures” of leader development built into the structure and mission statement of the church and thus solve their leadership shortage.

Self management and Leadership Development

At the heart of these articles are arguments that there is a lack of talent, a lack of capabilities in the leadership pipeline, and a lack of good organizational selection and development practices. Concerns about the shortage of ...

Self management and Leadership Development

This book is based on a really important, timely and relevant idea to bring together sources on the self-management of leadership development. The book is important because almost all leadership development relies to a great degree on the leader s capability to manage his or her personal development. It is timely because there is currently no single volume that covers the topic; and it is relevant because leadership is such an extremely important issue for the success of our organizations, countries and society in general. The editors have done a thoroughly professional job in identifying top quality authors and combining their contributions into a very worthwhile volume. Ivan Robertson, University of Leeds, UK Self-Management and Leadership Development offers a unique perspective on how leaders and aspiring leaders can and should take personal responsibility for their own development. This distinguished book is differentiated from other books on this topic with its view on the instrumental role played by individuals in managing their own development, rather than depending on others, such as their organization, to guide them. Expert scholars in the area of leadership emphasize the importance of self-awareness as the critical starting point in the process. Explicit recommendations are provided on how individuals can manage their own self-assessment as a starting point to their development. The contributors present insights and practical recommendations on how individuals can actively self-manage through a number of typical leadership challenges. Business school faculty teaching electives in leadership, and managers who engage in leadership development for themselves or others, should not be without this important resource. Consulting firms and training institutions offering leadership development programs and participants in MBA and executive development programs will also find it invaluable.

Developing a Leadership Pipeline

MAIN STEPS IN BUILDING ATALENT PIPELINE Determine what skills are most needed as people retire or leave the organization. ... For that reason, organizations should begin developing pipelines of talent and leadership that will ensure ...

Developing a Leadership Pipeline

Is your organization ready to develop the leaders it needs? As the workforce continues to age, finding new leaders will become more and more challenging. You can prepare by cultivating high-potential employees now and creating a pipeline of leadership talent. This issue of TD at Work can help you grow leaders within your organization so they’re ready to take the reins when current leaders leave. In “Developing a Leadership Pipeline,” Annette Cremo and Tom Bux describe the challenges companies face when filling leadership positions, explain how to differentiate high potentials from high performers, and present an action plan for developing high-potential employees. This issue includes: · best practices for developing a leadership pipeline · effective learning activities for leadership candidates · a model mentoring training program · an organization development planning tool · an individual development plan.

Defining a Youth Leadership Pipeline for Egypt

This book is based on a qualitative study supported by quantitative data with a modified Delphi design with a purpose to explore, examine, and refine the leadership skills and competencies needed for young Egyptian leaders to determine how ...

Defining a Youth Leadership Pipeline for Egypt

Over the years, Egypt has suffered a lack of adequate opportunities for young adults to develop and practice leadership. There has also been an absence of information and understanding about the youth leadership competencies, processes, and evaluative tools needed to build effective leadership programs. Egypt needs to identify an effective path for creating and sustaining young leaders for a better tomorrow. After the 2011 uprising, it has become evident how important youth are and how they were neglected for many decades. This book is based on a qualitative study supported by quantitative data with a modified Delphi design with a purpose to explore, examine, and refine the leadership skills and competencies needed for young Egyptian leaders to determine how to develop multiple youth development and leadership opportunities for youth at ages 15-24 and to establish necessary effective evaluative methods.

The Seven Deadly Sins of Small Group Ministry

114 When the leadership pipeline dries up, small group momentum stops.We must make sure people get into the leadership development process so that leaders consistently come out the other end. In this section we show you how to keep your ...

The Seven Deadly Sins of Small Group Ministry

Assessment and solution for seven commonobstacles to building small groups.It’s one thing to start a small group ministry. It’s another tokeep the groups in your church healthy and headed in thesame direction. Whatever your church’s approach maybe—whether it is a church with groups or of groups—sooner or later, as a leader, you’ll need to do sometroubleshooting. That’s when the expert, to-the-pointguidance in this book will prove its worth.The beauty of this book lies in its unique diagnosticprocess. It allows you to assess, diagnose, and correctseven common “deadly sins” that can drain the life fromyour church’s small group ministry.In The Seven Deadly Sins of Small Group Ministry, whatwould take you years to learn through trial and error isdistilled into some of the most useful information you canfind. Drawing on the knowledge they’ve gleaned fromworking inside Willow Creek Community Church, fromconsulting with hundreds of churches, and fromconducting conferences and seminars worldwide, smallgroup experts Bill Donahue and Russ Robinson furnishyou with proven, real-life solutions to the toughestproblems in your small group ministry. This is not theory—it is hands-on material you can read and apply today.

Workforce Wake Up Call

competent and courageous leaders first will have a tremendous competitive advantage. ... THE GE LEADERSHIP PIPELINE: A BENCHMARK The lessons from GE are relevant for most twenty-first-century corporations: Zero-base your current ...

Workforce Wake Up Call

Praise for Workforce Wake-Up Call "Great questions + great thinkers = novel ideas. Workforce Wake-Up Call deals with the challenges of getting, revitalizing, treating (engaging), and leading talent in today's workplace. These talent issues are at the core of successful organizations. And the authors deal with these challenges as a marvelous mix of theory, research, and practice. This anthology offers practical insights that give hope for mastering the challenges of the new workforce." —David Ulrich, Professor, Ross School of Business University of Michigan and Partner, The RBL Group "In the near future, there will be dramatic shifts in workplace practices and a further evolution of employment relationships. The authors provide provocative insights that help business leaders better navigate the talent maze and workforce challenges." —J. Randall MacDonald, Senior Vice President of Human Resources, IBM "This book addresses the question that all companies need to answer: Are your talent management efforts competitively positioning the business? The global economy is leveling the playing field on many fronts, leaving talent as the one true area where your company can gain leverage in the marketplace. Change is proving to be a constant in the workplace, and the authors have created a great blueprint for handling these ever-present challenges in the recruitment and retention of your workforce. This book is a must-read for any executive serious about building a high-performing team and achieving sustainable advantage for both today and tomorrow." —Dennis Donovan, Executive Vice President of Human Resources, The Home Depot "The best ideas from the best minds on the workforce of the future!" —Marshall Goldsmith, author or coeditor of twenty books, including The Leader of the Future (a BusinessWeek bestseller) and Global Leadership: The Next Generation Contributors to Workforce Wake-Up Call include: * Max Bazerman, Harvard Business Schoolcoauthor of Predictable Surprises * Peter Cappelli, The Wharton School author of The New Deal at Work * Lynda Gratton, London Business School author of The Democratic Enterprise * Ed Lawler, University of Southern California author of Treat People Right! * Thomas Malone, MIT Sloan School of Management author of The Future of Work * N. R. Narayana Murthy, Chairman of Infosys Technologies Limited * Nigel Nicholson, London Business School author of Executive Instinct * Jeffrey Pfeffer, Stanford University author of The Human Equation * Matt Schuyler, Executive Vice President of Human Resources, Capital One * Ricardo Semler, President of Semco author of The Seven-Day Weekend * Noel Tichy, University of Michigan author of The Leadership Engine * Sheila Wellington, Stern School of Business author of Be Your Own Mentor