The Leadership Pipeline: How To Build The Leadership-Powered Company, Second Edition(ISBN=9780470894569) chm umd 阿里云 下载 夸克云 pdf azw3 kindle

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.

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.

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