RAM CHARAN is an award-winning educator and consultant to senior business leaders and boards around the globe. He is one of the world's bestselling business book authors with over 2 million copies sold. His book with Honeywell CEO Larry Bossidy, Execution, spent 150 weeks on the New York Times bestseller list.
 
STEPHEN DROTTER is Chairman of the Leadership Pipeline Institute. For over 50 years he has been actively involved in succession planning, executive assessments and leadership development. His work provides the source material for his books, which include The Performance Pipeline, as well as co-authorship of The Success Pipeline and Pipeline to The Future.
 
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.
 
KENT JONASEN is CEO of the Leadership Pipeline Institute and works with large organizations on strategic succession planning and development for leaders and experts. Previous to this role, Kent was Deputy Head of Human Resources at Maersk and is the author of the bestselling book The Specialist Pipeline: Winning the War for Specialist Talent.

Welcome ix
 
Introduction 1
 
What This Update Offers 2
 
Changing the Work of Leaders 3
 
Solving the Problems of Today and Tomorrow 10
 
Applying the Leadership Pipeline Model 11
 
Dispelling Myths About the Model 12
 
Part I Why the Leadership Pipeline Matters 17
 
1 Leadership Pipeline Overview 19
 
The Big Ideas 19
 
The Core Leadership Passages 22
 
Defining the Job to Be Done 33
 
Understanding the Transitions 36
 
New Ways of Looking at Careers 41
 
Going Forward 43
 
2 Leadership Pipeline Value Proposition 45
 
Strengthening Your Weakest Link 46
 
Reducing Your Soft Costs 47
 
Universal Bank of Leaders Required 48
 
A Model for Past, Present, and Future 50
 
How to Build Needed Architecture 54
 
Part II Five Leadership Pipeline Passages 55
 
3 Leading Others 57
 
The Job to Be Done 58
 
The Transition to the Role 63
 
Typical Transition Issues 69
 
Variations of the Role 76
 
4 Leading Leaders 81
 
The Job to Be Done 82
 
The Transition to the Role 86
 
Typical Transition Issues 92
 
Variations of the Role 100
 
5 Leading a Function 103
 
The Definition of the Role 104
 
The Job to Be Done 106
 
The Transition to the Role 112
 
Typical Transition Issues 120
 
An Important Outcome 129
 
6 Leading a Business 133
 
The Heft and Scope of the Role 134
 
The Job to Be Done 135
 
The Transition to the Role 141
 
Typical Transition Issues 148
 
7 Leading an Enterprise 155
 
The Job to Be Done 158
 
Developing an Enterprise Mindset 160
 
The Transition to the Role 167
 
Typical Transition Issues 172
 
Part III Application 179
 
8 Strategies for Implementing the Leadership Pipeline Model 181
 
Designing Leadership Portraits 182
 
Choosing the Implementation Degree 186
 
Situating the Leadership Pipeline Framework 187
 
9 Tips for Fine- Tuning the Implementation 193
 
Universal Tips 195
 
Tips for Business Leaders 196
 
Tips for HR Leaders 198
 
Tips for HR Business Partners 200
 
Things Not to Do-- By Anyone 203
 
Tips for Unclogging the Pipeline 204
 
Final Note 205
 
10 Meaningful Dialogues for Performance, Engagement, and Retention 207
 
Where to Start 208
 
What to Watch Out For 210
 
Using Leadership Pipeline Performance Circles 212
 
Strategies for Getting to Full Performance 218
 
The Retention- Development Connection 225
 
11 How the Leadership Pipeline Model Is Applied to Unique Roles 227
 
Project Leader 228
 
Scaled Agile Organizations Leader 232
 
Leader of Contractors 237
 
Section Leader 240
 
Group Leader 243
 
The Authors 249
 
Index 251

Set up your company for long-term success by building and reinforcing your leadership pipeline
 
In the newly revised third edition of The Leadership Pipeline, a team of veteran leadership practitioners delivers a practical and essential framework for identifying future leaders, assessing their competence, planning their development, nurturing their talents, and analyzing the results of your efforts. The work to be done, the required skills, time application, and the necessary work values for each leadership layer are clearly defined for the digital age. The book explains how to integrate your organization's leadership development process with a succession plan that provides your company with a ready supply of capable leaders.
 
You'll discover the tools and techniques you need to knit together your succession and leadership development programs and constantly renew your leadership pipeline. You'll also:
* Explore anecdotes and stories drawn from the authors' extensive experience with top companies that illustrate the principles discussed in the book
* Find ways to eliminate bias and tunnel vision when identifying leadership candidates
* Learn to objectively consider the efficacy of individual leadership candidates
 
A powerful resource for managers, executives, board members, and other business leaders at firms of all sizes, The Leadership Pipeline is an effective and insightful blueprint to future-proofing your company.