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| The Leadership Pipeline: How to Build the Leadership Powered Company | 
 enlarge | Authors: Ram Charan, Stephen Drotter, James Noel
Publisher: Jossey-Bass
Category: Book
List Price: $29.95
Buy Used: $8.59
You Save: $21.36 (71%)
New (55) Used (32) Collectible (1) from $8.59
Avg. Customer Rating:  21 reviews
Sales Rank: 7301
Media: Hardcover
Edition: 1
Number Of Items: 1
Pages: 224
Shipping Weight (lbs): 1
Dimensions (in): 9.1 x 6.1 x 1.2
ISBN: 0787951722
Dewey Decimal Number: 658.4092
EAN: 9780787951726
ASIN: 0787951722
Publication Date: November 1, 2000
Availability: Usually ships in 1-2 business days
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| Customer Reviews:
 A "clone" book of ideas and no reference to others August 27, 2005
12 out of 14 found this review helpful
Reading this 'leadership pipeline' I became really astonished of seeing here all the ideas of Elliott Jaques and Gillian Stamp (Bioss International) just copied with no reference to them. I keep wondering how can that be done. Jaques and Gillian Stamp has written for so many years about human capability and seven levels of work complexity that are clearly repeated in this book withouth no comment to them. Even the general themes are there, for example managing other, leader of leader, managing a business unit, managing a group of business unit. If you don't beleive me, just read Requisite Organization (Jaques) and previous ones, for example, and you will learn that Jaques' ideas are being developed for more than 30 years. So, better learn with the real creative people that has really done researches around the theme.
 Great read for both leaders and HR/development folks August 20, 2005
A real inside look at leadership development from the folks who built GE's system. For leaders, there is insight from experienced executive coaches about what value each of the different levels of leadership brings to an organization and where leaders moving into each level often get stuck. Great to read when you are making a transition or for ideas on how to help those who work for you.
For HR and development folks, there are many concrete examples--how performance standards are defined, what the rating system for potential is, etc. that let you see what each piece of the GE system really looks like.
Book that builds leadership! August 20, 2005
This book explains how important it is to have a leadership powered company. Another book I have come in contact with is "The Wal-Mary Way" where this book is designed as an inspiration to managers of all companies.
Useful Guide to Key Skills Needed for Promotion August 11, 2005
Leadership Pipeline
by Ram Charan, Stephen Drotter and James Noel
The significant contribution of this book is to distinguish the changing target of responsibility as you go up the ladder. The authors define 7 levels of management, and identify what is required to successfully navigate the six transitions to the top. They also explain how the same principles can be applied to a smaller company with fewer layers.
The book is well laid out, logical, and the use of bullets and subheads make it easy to follow. Each level includes warning signs of someone not performing at the right level, as well as guidelines for appropriate management activities for their level. These features provide the opportunity to diagnose what's going well or going wrong. In between advice they present useful case studies to bring the examples to life.
For example, managers of managers "need to shift their accountability focus" from individual contributor to the quality of management that their managers provide to their staff. This is an extremely important distinction and one not frequently addressed by management resources. It is also extraordinarily refreshing to see them define an important responsibility of "silo buster."
While the goal of the book is ostensibly to help companies build capacity among their managers, the value is so broad it should be read by any senior level manager, not just someone who regards their responsibility to be succession planning.
Leading from Within via Humility & Developmental Mentoring March 30, 2005
2 out of 2 found this review helpful
Ram Charan, Stephen Drotter, and James Noel, seasoned business consultants and authors of The Leadership Pipeline, believe that many businesses grow their company's leadership base by incorrectly, leaning upon marketplace superstars instead of internally groomed leaders. They are convinced that developmental failure in raising leaders from within a company significantly hinders organizations from realizing growth potential. The leadership growth process, known as the leadership pipeline, provides a concrete, goal oriented, obtainable model for organizations seeking to build a leadership development culture within their organization.
Their vision for leadership development contains many merits. It is based on the accurate assumptions that people are trusted and competent leaders as they traverse through the pipeline and up the managerial structure of their organization. The model encourages a developmental, training posture towards people in leadership roles, offering hope that people can obtain skills in order to make next steps of influence with a company. The developmental process is largely an internal one, eschewing the frequent temptation to find the illusive celebrity CEO for internal leadership growth instead. Lastly, they helpfully recognize that different levels of leadership roles require varying degrees and types of expertise. This means that leaders need to embrace and press into the challenge of learning new and very different skills than previously required from former positions. Thus they argue that key character traits of a leader is to expand as a learner as one ascends to higher levels of organizational influence.
The Leadership Pipeline rightly points out that micromanaging people, interfering with the tasks assigned to those under one's leadership, and similar distracting meddling has the dual impact of retarding a leader's growth in their present position and undermining the growth of those beneath the leader, to the detriment of the whole organization. Instead, careful directive leadership helps people develop into self-sufficient leaders (i.e. not reliant upon the next level of leadership to attain to essential tasks.)
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