The Leadership Pipeline

Getting the right people with the right stuff in the right places at the right time

Goal

• Increasing number of leaders are needed at more level of the organization• They need to be developed from within the company rather than bringing

from outside • People can reinvent themselves by accumulating skills & experience

The Concept

Six Leadership Passages

• Passage One: Managing self to Managing others

• Passage Two: Managing Others to Managing managers

• Passage Three: Managing Managers to Functional manager

• Passage Four: Functional manager to Business manager

• Passage five: Business manager to Group Manager

• Passage Six: From Group Manager to Enterprise Manager

Passage One: Managing self to Managing others

Managing self is the position where we contribute to an organisations success by doing the assigned work in the given time frames in ways that meet the objectives.

• The move is often more troublesome than anticipated.• The person often feels reluctant to let go of activities that

made them successful.• Skills now required are those of helping others to perform

successfully.• Others are often not willing to let the person make the change

in role and encourage them.

Passage Two: Managing Others to Managing managers

In this passage, managers are moving to pure managing in their work rather than a mix, therefore people need to divest themselves of individual tasks.

• Often frequently ignored as a passage by companies.• Skills required include selecting people for passage one, assigning managerial and leadership

work to them.• Many people who get in this position have skipped passage one. This can ‘clog up’ the

pipeline.• Coaching support is very important for people in passage two.

Passage Three: Managing Managers to Functional manager

This passage is much tougher transition than other two, because it requires an increase in managerial maturity.

• Communicating with the individual contributors can present a significant challenge.

• It can involve leadership in areas that are out of their technical expertise.

• Often the direct reports to this level are from different functional areas and therefore have to become skilled at a wide variety of functions.

• They need to look at sustainable competitive advantage rather than an immediate but short term gain.

Passage Four: Functional manager to Business manager

Often the most satisfying and the most challenging passage of a career. Business managers usually have much more autonomy.

• It requires a shift in thinking and looking at decisions functionally (can we do this?) to a profit perspective (will it make money if we do this?)

• There are more new and unfamiliar responsibilities here than at other levels

• There is a skill need to work effectively with a wider variety of people.

• Finding a balance between future goals and present needs

Passage five: Business manager to Group Manager

This is the transition from running one business to running multiple businesses.

• First, group managers must become proficient at evaluating strategy for capital allocation and deployment purposes.

• Group managers need to know who among the function managers is ready to become business managers.

• The third skill set has to do with portfolio strategy. This is quite different from business strategy and demands a perceptual shift.

• Group managers must become astute about assessing whether they have the right core capabilities to win.

Passage Six: From Group Manager to Enterprise Manager

These are the CEOs and Presidents of the companies. The transition during the sixth passage is much more focused on values than skills.

• Enterprise leaders need to come to terms with the fact that their performance as a CEO will be based on three or four high-leverage decisions annually.

• There's a subtle but fundamental shift in responsibility from strategic to visionary thinking and from an operations to a global perspective.

• Enterprise leaders must let go of the pieces that is, the individual products and customers-and focus on the whole.

• This is the only leadership position in the organization where inspiring the entire employee population through a variety of communication tools is essential.

An Integrated Approach to Building the Leadership Pipeline

Workforce & Succession

PlanningCompetency Model

Recruitment, S

election, Hirin

g

Training & Development

Promotion & Career Mobility

Retention

Knowledge Management

Program Evaluation

Adapting the Model to Small Business

• This model was built primarily in large organizations, but this is also used successfully in medium - sized and small companies.

• Essentially, this model reflects the hierarchy of work that exists in any company.

• In a small company with fewer than twenty people, the only real leadership passage is a variation on our first one: from managing self to owner (instead of managing others).

The Leadership Performance Diagnosis

The leadership pipeline model provides a specific diagnosis test that helps in pin point level where leadership problems occur. This is important for three reasons:

• First, problems are common to first line managers who are at first level of leadership.• Second, the business managers end up doing more functional work.• Third, group executives focus more on the business manager work rather than the group of

business.

Pipeline Succession Planning

Succession planning involves certain rules that a company must observe.

• Performance should be the focus. • There must be a continuous flow in the leadership pipeline. • The pipeline turns and transitions must be fully understood. • Short term and long term plans must be simultaneously considered.

Pipeline Coaching

• In order to effectively address the leadership pipeline clogs, coaching is necessary. • From leaders perspective, coaching is simply helping people to achieve their full potential.• It is the process of providing a truthful assessment of the manager’s performance, and

effectively communicating the benefits to both the individual and the organization. • In coaching, a clear, complete, and compelling feedback process should be established.

Pipeline Conclusion

• The name of the game has been changed over the years. Today’s business compete more on the strength of their intellectual capital rather than financial capital.

• The new economy, globalization, and various new organizational perspective have all generated a new set of leadership problems.

• In order to address these problems, companies need to tap leaders who are capable of meeting organizational demands.

• With this pipeline model in mind, companies can develop their leadership capacity to achieve the organization’s goals.

Thank you.Have a nice day!

A S H I Q U R R A H M A N

Trainee EngineerEnvironment, Health & Safety (EHS)RFL Plastics LimitedPRAN Industrial Park, Bagpara, Palash, NarshingdiPhone: 01992660891