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The Leadership Pipeline: How To Build The Leadership-Powered Company, Second Edition(ISBN=9780470894569)书籍详细信息
- ISBN：9780470894569
- 作者：暂无作者
- 出版社：暂无出版社
- 出版时间：2010-12
- 页数：暂无页数
- 价格：204.60
- 纸张：胶版纸
- 装帧：精装
- 开本：16开
- 语言：未知
- 丛书：暂无丛书
- TAG：暂无
- 豆瓣评分：暂无豆瓣评分
内容简介：
An updated and revisedversionof the bestselling The Leadership
Pipeline – the critical resource for how companies can grow
leadersfrom the inside.
In business,leadership at every level is a requisite for company
survival. Yet the leadership pipeline –the internal strategy togrow
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 toupdate 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.
书籍目录：
Foreword.
Preface.
Introduction.
1 Six Leadership Passages: An Overview.
2 From Managing Self to Managing Others.
3 From Managing Others to Managing Managers.
4 From Managing Managers to Functional Manager.
5 From Functional Manager to Business Manager.
6 From Business Manager to Group Manager.
7 From Group Manager to Enterprise Manager.
8 Diagnostics: Identifying Pipeline Problems and
Possibilities.
9 Performance Improvement: Clarifying Roles and Creating
Performance Standards.
10 Succession Planning.
11 Identifying Potential Pipeline Failures.
12 The Functional Career Passage.
13 Coaching.
14 Benefits Up and Down the Line.
Acknowledgments.
About the Authors.
Index.
作者介绍：
Ram Charan is an advisor to many of the world's top CEOs and
corporate directors. He is author or coauthor of sixteen books
including the New York Times bestseller Execution. He has also
taught at Wharton, the Kellogg School of Management, and GE's
Leadership Center. He has degrees from Harvard Business School.
Stephen Drotter is CEO of Drotter Human Resources, a global
network that specializes in CEO succession; executive assessment,
selection, and development; and corporate-level organization
design. He was one of the original designers of GE's succession
planning process and ran Human Resources at INA Corporation and
Chase Manhattan. He has a degree in economics from Amherst
College.
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.
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编辑推荐
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 Company finally 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 Pipeline
isn'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
From Booklist
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 as High Flyers: Developing the Next Generation of
Leaders (1998) and Hidden Value: How Great Companies Achieve
Extraordinary 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
Copyright © American Library Association. All rights
reserved
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
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