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