Leadership Pipeline Explained
What is the leadership pipeline?
Brooding young blood from the organisation always helps a organisation more than employing outside talent. Though in exceptional and urgent cases that might be the only option. Keno Bank needs new managers within the next year,as it plots to overtake its nearest competitor. It thus has sufficient time to find leaders within. Charan,Drotter and Noel say that in the long run, management should have a leadership development plan within the company.For too long,organisations have promoted people based on just their personal traits, skills and technical aptitude. Its assumed that performance in one job will open up the likelihood of them performing well at the next one(Charan ,Drotter and Noel 2010)The scarcity of talent haunts such companies. The leadership pipeline helps unlock untapped leadership potential(Charan et al, 2010Every human being has the potential to achieve great heights. But to capitalise on this potential, the requirements needed to make the transition from one layer to the next have to be discerned.
To build a solid foundation for leadership,The passage starts from Managing self to managing others(Charan et al, 2010).The six turns are the milestones in the life of a leader in the organisation(Charan et al, 2010).They could also be classified as transitions. Ralph Waldo Emerson once rightly said “Not in his goals but in his transitions is man great. In case of Keno Bank, The passage stage that is being targeted is Passage One. When people become adept individual contributors good at churning out results,especially when they demonstrate an ability to collaborate with others, normally they are given additional responsibilities(Charan et al, 2010).When their performance shows that they can handle these responsibilities and abide by company values,they are promoted to first in line manager(Charan et al, 2010).The problem at this point is that people stumble at this point. The behaviour pattern that they were programmed to do as individual contributors continues, since this was the reason for their success in the first place. People are reluctant to change ,they make job transition from Individual contributor to manager without changing their value or behavioural compass(Charan et al, 2010).In fact they keep on doing the same things even more frantically. Time reallocation is a difficult requirement placed on first time managers as tyro managers prefer to spend time on old work instead of managing(Charan et al, 2010).A manager doing work of a lower employee is a waste of resources.A leader must help others do their work with dedication.Further these managers go up the passages,they will be inable to cope up, if they continue to maintain the same mindset. The leadership pipeline would thus be clogged and doomed to fail(Charan et al, 2010).
However the most difficult change involves values(Charan et al, 2010).First-line managers must believe that they are responsible for making time for others,planning,coaching and similar activities(Charan et al, 2010).Values changes will happen if upper management reinforces the necessity to shift beliefs and that realisation for people that they’re successful at their new jobs after the value shift(Charan et al, 2010). Managers must learn to derive job satisfaction from managing and leading others(Charan et al, 2010).
Brooding young blood from the organisation always helps a organisation more than employing outside talent. Though in exceptional and urgent cases that might be the only option. Keno Bank needs new managers within the next year,as it plots to overtake its nearest competitor. It thus has sufficient time to find leaders within. Charan,Drotter and Noel say that in the long run, management should have a leadership development plan within the company.For too long,organisations have promoted people based on just their personal traits, skills and technical aptitude. Its assumed that performance in one job will open up the likelihood of them performing well at the next one(Charan ,Drotter and Noel 2010)The scarcity of talent haunts such companies. The leadership pipeline helps unlock untapped leadership potential(Charan et al, 2010Every human being has the potential to achieve great heights. But to capitalise on this potential, the requirements needed to make the transition from one layer to the next have to be discerned.
To build a solid foundation for leadership,The passage starts from Managing self to managing others(Charan et al, 2010).The six turns are the milestones in the life of a leader in the organisation(Charan et al, 2010).They could also be classified as transitions. Ralph Waldo Emerson once rightly said “Not in his goals but in his transitions is man great. In case of Keno Bank, The passage stage that is being targeted is Passage One. When people become adept individual contributors good at churning out results,especially when they demonstrate an ability to collaborate with others, normally they are given additional responsibilities(Charan et al, 2010).When their performance shows that they can handle these responsibilities and abide by company values,they are promoted to first in line manager(Charan et al, 2010).The problem at this point is that people stumble at this point. The behaviour pattern that they were programmed to do as individual contributors continues, since this was the reason for their success in the first place. People are reluctant to change ,they make job transition from Individual contributor to manager without changing their value or behavioural compass(Charan et al, 2010).In fact they keep on doing the same things even more frantically. Time reallocation is a difficult requirement placed on first time managers as tyro managers prefer to spend time on old work instead of managing(Charan et al, 2010).A manager doing work of a lower employee is a waste of resources.A leader must help others do their work with dedication.Further these managers go up the passages,they will be inable to cope up, if they continue to maintain the same mindset. The leadership pipeline would thus be clogged and doomed to fail(Charan et al, 2010).
However the most difficult change involves values(Charan et al, 2010).First-line managers must believe that they are responsible for making time for others,planning,coaching and similar activities(Charan et al, 2010).Values changes will happen if upper management reinforces the necessity to shift beliefs and that realisation for people that they’re successful at their new jobs after the value shift(Charan et al, 2010). Managers must learn to derive job satisfaction from managing and leading others(Charan et al, 2010).
References
1.Charan, R., Drotter, S., & Noel, J. (2010). The leadership pipeline: How to build the leadership powered company (Vol. 391). Jossey-Bass.