Summary of Ram Charan, Stephen Drotter & James L. Noel's The Leadership Pipeline

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 This book will help you become familiar with the six turns in the pipeline, which are major leadership transitions. Each passage requires a certain set of skills, time applications, and work values, and each involves a different set of leadership challenges.
#2 The first leadership passage is Managing yourself -> Managing others -> Leading other team members -> Leading small groups. It’s a major transition where people often trip. The skills people should learn at this first leadership passage include planning work, filling jobs, assigning work, motivating, coaching, and measuring the work of others.
#3 The first leadership passage, Managing yourself -> Managing others -> Leading other team members -> Leading small groups, is the most difficult for managers to navigate. They must learn to value managerial work rather than just tolerate it, and they must believe that making time for others, planning, coaching, and measuring the work of others are necessary tasks.
#4 The first leadership passage, Managing yourself -> Managing others -> Leading other team members -> Leading small groups, is the most difficult for managers to navigate. It requires them to believe that making time for others, planning, coaching, and measuring the work of others are necessary tasks.

Sujets

• Management
• Business
• Economics
• Gestion et management

Informations

• Publié par: Everest Media LLC
• Date de parution: 11 octobre 2022
• Nombre de lectures: 0
• EAN13: 9798350039306
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Ram Charan and Stephen Drotter & James L. Noel's The Leadership Pipeline
Contents Insights from Chapter 1
Insights from Chapter 1

#1

This book will help you become familiar with the six turns in the pipeline, which are major leadership transitions. Each passage requires a certain set of skills, time applications, and work values, and each involves a different set of leadership challenges.

#2

The first leadership passage is Managing yourself -> Managing others -> Leading other team members -> Leading small groups. It’s a major transition where people often trip. The skills people should learn at this first leadership passage include planning work, filling jobs, assigning work, motivating, coaching, and measuring the work of others.

#3

The first leadership passage, Managing yourself -> Managing others -> Leading other team members -> Leading small groups, is the most difficult for managers to navigate. They must learn to value managerial work rather than just tolerate it, and they must believe that making time for others, planning, coaching, and measuring the work of others are necessary tasks.

#4

The first leadership passage, Managing yourself -> Managing others -> Leading other team members -> Leading small groups, is the most difficult for managers to navigate. It requires them to believe that making time for others, planning, coaching, and measuring the work of others are necessary tasks.

#5

The first leadership passage, Managing yourself -> Managing others -> Leading other team members -> Leading small groups, is the most difficult for managers to navigate. It requires them to believe that making time for others, planning, coaching, and measuring the work of others are necessary tasks.

#6

The six turns in the pipeline are: Managing yourself -> Managing others -> Leading other team members -> Leading small groups -> Planning work, filling jobs, assigning work, motivating, coaching, and measuring the work of others.

#7

The first leadership passage, Managing yourself -> Managing others -> Leading other team members -> Leading small groups, is the most difficult for managers to navigate. It requires them to believe that making time for others, planning, coaching, and measuring the work of others are necessary tasks.

#8

The first leadership passage, Managing yourself -> Managing others -> Leading other team members -> Leading small groups, is the most difficult for managers to navigate. It requires them to believe that making time for others, planning, coaching, and measuring the work of others are necessary tasks.

#9

The first leadership passage, Managing yourself -> Managing others -> Leading other team members -> Leading small groups, is the most difficult for managers to navigate. It requires them to believe that making time for others, planning, coaching, and measuring the work of others are necessary tasks.

#10

In small companies with fewer than twenty employees, the only real leadership passage is from managing others to owner.

#11

The six turns in the pipeline are: Managing yourself -> Managing others -> Leading other team members -> Leading small groups -> Planning work, filling jobs, assigning work, motivating, coaching, and measuring the work of others.

#12

The six turns in the pipeline are: Managing yourself -> Managing others -> Leading other team members -> Leading small groups -> Planning work, filling jobs, assigning work, motivating, coaching, and measuring the work of others.

#13

Competence models assume that you get promoted based on your ability to fill a pipe. This assumption is a problem for those who want to move up through the pipeline. The model instead assumes that you get promoted based on your ability to fill a role. This assumption is more appropriate for people who want to move up through the pipeline.

#14

The six turns in the pipeline are: Managing yourself -> Managing others -> Leading other team members -> Leading small groups -> Planning work, filling jobs, and assigning work -> Motivating and coaching others.

#15

The Leadership Pipeline is a model that identifies how companies promote individual contributors to leadership roles. It requires managers to believe that making time for others, planning, coaching, and measuring the work of others are necessary tasks.

#16

The six turns in the pipeline are: Managing yourself -> Managing others -> Leading small groups -> Planning work, filling jobs, and assigning work -> Motivating and coaching others.

#17

Frontline employees have unprecedented access to information, and they want to use it wisely. But they won’t do so unless first-line managers recognize that the day of the military manager has passed.

#18

What you can do right away is identify and fill the pipeline turns that you’ve identified as the most important to you. You can also identify and fill the turns that are most important to others in your team or group. -> The Leadership Pipeline is a model that identifies how companies promote individual contributors to leadership roles. It requires managers to believe that making time for others, planning, coaching, and measuring the work of others are necessary tasks.

#19

The Leadership Pipeline is a model that identifies how companies promote individual contributors to leadership roles. It requires managers to believe that making time for others, planning, coaching, and measuring the work of others are necessary tasks.

#20

as a new manager, you should identify and fill the most important turns in the pipeline for your team, and those of your direct reports.

#21

The six turns in the pipeline are: Managing yourself -> Managing others -> Leading small groups -> Planning work, filling jobs, and assigning work -> Motivating and coaching others.

#22

Frontline employees have unprecedented access to information, and they want to use it wisely. But they won’t do so unless first-line managers recognize that the day of the military manager has passed.

#23

Frontline employees have unprecedented access to information, and they want to use it wisely. But they won’t do so unless first-line managers recognize that the day of the military manager has passed.

#24

As a new manager, you should identify and fill the most important turns in the pipeline for your team, and those of your direct reports.

#25

Measure success by how many people you help get promoted. -> The Leadership Pipeline is a model that identifies how companies promote individual contributors to leadership roles. It requires managers to believe that making time for others, planning, coaching, and measuring the work of others are necessary tasks.

#26

Get to know your team and yourself.

#27

Frontline employees have unprecedented access to information, and they want to use it wisely. But they won’t do so unless first-line managers recognize that the day of the military manager has passed.

#28

Frontline employees have unprecedented access to information and want to use it wisely. But they won’t do so unless first-line managers recognize that the day of the military manager has passed.

#29

The most important thing for a new manager to do is to identify and fill the most important turns in the leadership pipeline for their team.

#30