The Leadership Pipeline: How to Build the Leadership-Powered Company.

The Leadership Pipeline: How to Build the Leadership-Powered Company Ram Charan, Stephen Drotter, and James Noel Jossey-Bass, 2001 248 pages; $28.50 Hard cover

Clearly the training process for managers never stops. However, there are so many leadership dimensions for managers to be conscious of that sometimes they cannot be certain of which ones to focus on. Part of the problem is that "at least 50 percent of the people in leadership positions are operating far below their assigned layer" in terms of performance.

This book clearly defines which topics are important based on the appropriate management level. "Few organizations are considering the leadership development needs of a first time manager versus those of a functional manager." They tend to focus on personal traits and technical competence. This book makes a strong point for use of the 360 degree performance appraisal that has been so successful with GE. This approach to the mentoring process changes the way we think about management development.

The purpose of the book is twofold. First it delineates six critical passages, or changes in responsibility, that managers make as they ascend the corporate ladder. In doing so, the authors explain the abilities associated with each level. Second, the process clearly spells out the reason for constant succession planning. It emphasizes the requirement for a constant stream of qualified managers flowing through the pipeline from first level supervisor to CEO. If the flow stops, management problems will occur above and below the pipeline which result in poor management quality and work taking longer to accomplish.

The book stresses the requirement for each "leadership passage as it illustrates the skills, time applications, and values that are required to make the passage successfully." The pipeline is not a straight one as it zig-zags through the various management positions along the way. Each turn is signaled by a need for new skills that must be acquired.

The first transition begins the journey from managing yourself to managing others. During the first few years managers should concentrate on developing their technical and professional skills as they adhere to the company's values. When they demonstrate they are able to produce results and are able to collaborate well with others, they enter what is called Passage One.

As the first line supervisor, the focus moves from "doing work to getting work done through others." The new manager must understand the responsibility of coaching and motivating others. The basic skills involve properly defining and assigning work to be done.