The Leadership Pipeline Developing Leaders in the Digital Age
"Leadership has become among the handful of most critical elements for business success in the knowledge era. Companies increasingly compete on the strength of their intellectual capital, those intangibles but priceless assets that reside in the people and processes of the firm. But even the st...
| Otros Autores: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
John Wiley & Sons, Inc
[2024]
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| Edición: | Third edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009815726806719 |
Tabla de Contenidos:
- Cover
- Title Page
- Copyright Page
- Contents
- Welcome
- Getting the Most out of This Book
- Who Should Read This Book
- How to Read This Book
- Introduction
- What This Update Offers
- Changing the Work of Leaders
- Digitization: Everyone Has the Data
- COVID-19: Everyone Who Can Works from Home
- Employee Leverage: They Tell You What They Want and You Better Listen
- Societal Pressure: More Than Profit Is Expected
- Geopolitical Uncertainty: Look at What Just Happened, What Should Be Done About It?
- New Business Models: Partners Needed
- The Independent Workforce: A New Balancing Act for Preserving the Culture
- New Organization Structures: Enabling Knowledge Worker Productivity
- Solving the Problems of Today and Tomorrow
- Applying the Leadership Pipeline Model
- Dispelling Myths About the Model
- Part I Why the Leadership Pipeline Matters
- 1 Leadership Pipeline Overview
- The Big Ideas
- The Core Leadership Passages
- Passage 1: Leading Others
- Passage 2: Leading Leaders
- Passage 3: Leading a Function
- Passage 4: Leading a Business
- Passage 5: Leading an Enterprise
- Defining the Job to Be Done
- Understanding the Transitions
- Work Values
- Time Application
- Skills
- Interdependency
- New Ways of Looking at Careers
- Going Forward
- 2 Leadership Pipeline Value Proposition
- Strengthening Your Weakest Link
- Reducing Your Soft Costs
- Universal Bank of Leaders Required
- A Model for Past, Present, and Future
- Case 1: Internationalization of the Business/Significant Change
- Case 2: Significant Improvement of the Gender Diversity of the Leadership Population
- Case 3: Redesign and Improve Efficiency in the Project Versus Line Organization
- Case 4: Speed Up the Execution of the Business Strategy
- How to Build Needed Architecture
- Part II Five Leadership Pipeline Passages.
- 3 Leading Others
- The Job to Be Done
- Leaders-of-Others Set the Direction for Their Team
- Leaders-of-Others Empower the Team
- Leaders-of-Others Develop Their Direct Reports
- Leaders-of-Others Follow Through on the Performance of Their Direct Reports
- Leaders-of-Others Select Their Team Members
- Leaders-of-Others Build Their Team
- Leaders-of-Others Integrate Upwards and Sideways
- The Transition to the Role
- Work Values
- Time Application
- Skills
- Typical Transition Issues
- Finding More Satisfaction in One's Own Contribution Than in Team Members' Contributions
- Micromanaging Instead of Delegating
- Competing with Direct Reports About "Knowing Best"
- Avoiding Tough Conversations with Direct Reports
- Considering Questions from Direct Reports a Disturbance Rather Than Opportunities to Coach and Develop Them
- Variations of the Role
- Store Managers (Retail)
- Supervisors (Manufacturing)
- Leaders-of-Others Who Are Also Specialists
- Project Leaders
- 4 Leading Leaders
- The Job to Be Done
- Leaders-of-Leaders Translate Strategy into Operating Plans
- Leaders-of-Leaders Develop Other Leaders
- Leaders-of-Leaders Follow Through on the Performance of Other Leaders
- Leaders-of-Leaders Select Leaders
- Leaders-of-Leaders Build a Diverse Organization
- Leaders-of-Leaders Lead Across the Organization
- The Transition to the Role
- Work Values
- Time Application
- Skills
- Typical Transition Issues
- Neglecting to Develop Direct Reports into Effective Leaders
- Neglecting to Explicitly Hold Direct Reports Accountable for Leadership Performance
- Failing to Truly Empower the Leaders Reporting to Them
- Focusing Mainly on Leading Downwards but Not Much on Leading Sideways and Upwards
- Struggling with the Combination of Individual Contributors and Leaders-of-Others as Direct Reports
- Variations of the Role.
- Leaders-of-Leaders in Technology
- Leaders-of-Leaders in Manufacturing
- Leaders-of-Leaders Can Be Section Leaders
- 5 Leading a Function
- The Definition of the Role
- The Job to Be Done
- Function Leaders Help the Business Team Succeed
- Function Leaders Develop and Execute Function Strategy
- Function Leaders Drive Function Excellence
- Function Leaders Build the Function
- Function Leaders Take Ownership of Developing Function Talent
- Function Leaders Develop Future Business Leaders
- Function Leaders Follow Through on the Performance of Leaders
- Function Leaders (Select Leaders-of-Leaders)
- The Transition to the Role
- Work Values
- Time Application
- Skills
- Typical Transition Issues
- Struggling to Balance Their Relationship with Both the Business Leader and the Group Function Head
- Failing to Integrate Own Function Agenda with Peer Function Agendas
- Prioritizing Well-Known Areas over Unfamiliar Areas
- Continuing Doing Operational Work Rather Than Strategic Work
- Preserving the Status Quo
- An Important Outcome
- 6 Leading a Business
- The Heft and Scope of the Role
- The Job to Be Done
- Business Leaders Deliver Short-Term and Long-Term Profit
- Business Leaders Develop Business Strategy
- Business Leaders Use Digitization to Achieve Organization Alignment
- Business Leaders Are Role Models for All Leaders
- Business Leaders Shape the Company's External Presence
- Business Leaders Set the Tone for Talent Management
- The Transition to the Role
- Work Values
- Time Application
- Skills
- Typical Transition Issues
- Failing to Let Go of the Function Leader Mindset
- Inability to Assemble a Strong Management Team
- Failing to Grasp How the Business Makes Money
- Neglecting the Soft Issues
- Failing to Grasp How Digitization and AI Will Affect the Business
- 7 Leading an Enterprise.
- The Job to Be Done
- Developing an Enterprise Mindset
- Enterprise Leaders Create an Enterprise Vision
- Enterprise Leaders Enable Sustained Profitability
- Enterprise Leaders Maintain Execution Excellence
- Enterprise Leaders Build Social Architecture
- Enterprise Leaders Lead Globally
- The Transition to the Role
- Work Values
- Time Application
- Skills
- Typical Transition Issues
- Failing to Connect with How the Enterprise Operates
- Focusing on External Activities
- Avoiding the Soft Side of the Enterprise
- Failing to Sufficiently Answer Board Members' Questions
- Refusing to Consider Other Business Models
- Leading the Business Instead of Leading the Business Leaders
- Part III Application
- 8 Strategies for Implementing the Leadership Pipeline Model
- Designing Leadership Portraits
- Choosing the Implementation Degree
- Situating the Leadership Pipeline Framework
- How Does the Framework Fit with Our Corporate Title Structure?
- How Does the Framework Fit with Our Job Classification Systems?
- How Does the Leadership Pipeline Framework Tie into Existing Skills or Competency Models?
- 9 Tips for Fine-Tuning the Implementation
- Universal Tips
- For Each Layer, Clarify the Differentiation in Accountability Between Layers/Roles
- Keep Things Simple
- Tips for Business Leaders
- Inspire Leadership Effort at the Lower Layers
- Make a Full and Flowing Leadership Pipeline Part of Your Business Strategy
- Run a Comprehensive Succession Planning Process
- Tips for HR Leaders
- Take a Step Back to Be Sure About What's Working and What Isn't
- Connect All the Elements on the Human Side of Your Business
- Tips for HR Business Partners
- Consolidate What You See, Hear, and Experience About the Leaders You Support
- Provide Support for Leaders Making Transitions
- Dance with Whoever Wants to Dance.
- Things Not to Do-By Anyone
- Don't Wait for an Edict
- Don't Confuse Your Title with Your Role
- Don't Arbitrarily Use the Language in This Book
- Tips for Unclogging the Pipeline
- Return to Their Previous Specialist or Professional Role Those Leaders Who Won't Make Time For or Can't Do Leadership Work
- Increase the Span-of-Control to Reduce Role Confusion
- Final Note
- 10 Meaningful Dialogues for Performance, Engagement, and Retention
- Where to Start
- What to Watch Out For
- Leaders Working at the Wrong Level
- Roles Remaining Undefined
- Using Leadership Pipeline Performance Circles
- Performance Gaps Will Always Emerge When Someone Is Appointed to a New Leadership Level
- Development Must Go on Until They Reach Full Performance
- Full Performers Should Be Tested for Excess Capacity-Then Promoted If They Demonstrate It
- Strategies for Getting to Full Performance
- Strategy 1: Start with the Manager, Not the Direct Report
- Strategy 2: Search for Evidence of an Appropriate Values Shift
- Strategy 3: Support Leaders in Their Transition
- Strategy 4: Address Inappropriate Performance Immediately
- The Retention-Development Connection
- 11 How the Leadership Pipeline Model Is Applied to Unique Roles
- Project Leader
- Scaled Agile Organizations Leader
- Squad Lead
- Chapter Lead
- Tribe Lead
- Leader of Contractors
- Section Leader
- Group Leader
- Challenges of the Role
- Benefits of the Role
- What Success in the Role Looks Like
- The Authors
- Index
- EULA.
