Over the past decade there has been an increased interest in leadership development within companies. Organizations can’t be successful if all their top talent keeps moving on to other companies, and so there is a stronger focus on developing talent from within, providing ongoing growth opportunities and the promise of continued movement up through the organization. While this may seem obvious, developing a pipeline of leaders has not always been a top priority in the past.
A classic title on this subject is The Leadership Pipeline by Ram Charan, Stephen Drotter and James Noel. In this book the authors discuss the six critical passages a leader must navigate to fully develop their leadership skills.
Passage 1: From managing self to managing others.
Passage 2: From managing others to managing managers.
Passage 3: From managing mangers to functional manager.
Passage 4: From functional manager to business manager.
Passage 5: From business manager to group manager.
Passage 6: From group manager to enterprise manager.
But they also describe the assessments and leadership development that must take place at each passage, so that the leader builds the skills to continue growing.
Stephen Drotter has just written a follow-up to this book called The Performance Pipeline in which he looks at how the work flows from layer to layer in a company, and how top executives can measure the work of leaders at every level. Ram Charan has also built upon this work with Leaders At All Levels, describing what he calls The Apprenticeship Model of leadership development.
If you would like to pursue this topic further, I would also recommend our Executive Edge report Build a Pipeline of Leaders and this month’s Executive Insights video interview with John C. Marshall of J M & Company, Finding the Leaders Who Can Build Companies. You can access these additional resources with a Soundview Premium subscription. The summaries listed above are available individually.