BOOK SUMMARY 100 The Leadership Pipeline
·
Summary written by: Alison Spitzer
"The worst-case scenario for poor selection was
always thought to be hiring the wrong person. But today that is only the third
worst-case scenario. Two even more serious problems are (1) failing to
recognize and hire the right person, instead letting this ideal candidate sail
invisibly through the selection process, and (2) leaving the wrong person in
the job too long."
- The Leadership Pipelines, page xii
The
Leadership Pipeline is essentially divided into two
sections. The first section is defining and understanding the Leadership
Pipeline and the skills, time application, and values that are required at each
turn. The second half identifies keys areas that are required to use it in a
successful way; identifying problems, failures, and setting up applications for
successful movement.
There
are six defined passages in the Leadership Pipeline model starting at Managing
Self through to Enterprise Manager. The tricky part is that not all
organizations have all six passages as six distinct roles. Wherein that case
some positions, like a CEO for example, may act as the Enterprise Manager and
Group Manager functions together. At the end of each chapter are FAQ questions
that help bring these questions to light as you start to reflect on your own
organization. Each passage is reviewed under the three critical criteria:
·
Skill Requirement: are they capable to
fulfill their duties
·
Time Applications: framework on how one works
·
Work Values: What individuals believe it is
most important, and becomes their focus of work
The
most consistent underlying source of failure at any turn within the Leadership
Pipeline is due the fact that the manager sustained the same skills, time
applications, and work values that allowed them to be successful in their
previous role. Effectively they did not adapt. The descriptions of each passage
are simple and relatable across any organization. At first it seems almost too
simplistic. When you layer on the fact that most organizations struggle to
effectively or consistently define these passages, it is very clear where
things start to breakdown.
The
second half of the book is where reality sets in. The chapters focus on
diagnosing and pinpointing improvements, succession planning, performance
development and coaching. Each of these functions are vital to your pipeline
staying filled and successful. It’s where you will identify complexities and
the broader scope and impact of adopting this framework – you might even feel
overwhelmed. However, the model is built on such a clear and simple
fundamentals that you can start to easily identify areas of concern and what
you can do be better aligned.
The
authors are very upfront in the beginning that this book is not just for those
in HR, which I fully agree with. You can easily use their principles and model
for your own growth or just your individual team. If you are so bold as to
bring it to life within your entire organization, it is still extremely
relevant as well.
The Golden Egg
Do as I value, not as I say
"Contrary
to popular belief, time isn’t allocated based on a boss’s directives but on what
the individual views as valuable work. You’ll find that if you think and talk
about time applications and values in relation to each other, a clear picture
will emerge as to whether someone is meeting their requirements for a given
leadership level."- The Leadership Pipeline,
page 170
It is unrealistic to believe that you’re
going to build an entire organization or pipeline with all rising stars. With
increased competition for talent, organizations need to not only figure how to
successfully keep their rising stars but also build a strong reliable workforce
based on leadership. All employees should be and can be developed. When we
wonder why individuals who were successful in one role but then struggle in
their next position, or why good people move on for other growth opportunities
often can be attributed pipeline failures. As a leader at any level you need to
ask yourself first the appropriate questions about where you are at within the
leadership pipeline and are your behaviours and actions aligned with what you
truly value as most important. You can easily start with the following two
GEMs.
Gem #1
Am I getting the most out
of my team?
"Too
often, organizations don’t realize that their leaders aren’t performing at full
capacity because they aren’t holding them accountable for the right
things."- The Leadership Pipeline, page 30
Get people to be accountable for the actual
results you need. Focusing on output where there’s misalignment in job design
about what their results should be in that role and how to determine if it is
successful or not will only yield poor quality and dissatisfaction. Be clear in
understanding specifically what differentiates one passage in the pipeline from
the other. Remember, you need to be able to articulate this clearly for yourself
first before you can define this for your team; the problem may begin with you.
Gem #2
Am I coaching towards the
results that I want?
"In
many organizations, coaching ability isn’t rewarded (and the lack of it isn’t
penalized). It’s no wonder that relatively few managers view coaching as a
mission critical."- The Leadership Pipeline,
page 20
Inevitably when a person makes a turn in the
leadership pipeline to the next level there will be a performance gap (which is
okay). How you successfully close this gap is through coaching. Ensure that you
are spending enough time coaching your team towards the results that are
appropriate to their level (which you’ve clearly defined now based on the
above). Even if you think you spend time coaching now, you likely should spend
more. This can be challenging if this skill is not valued or recognized, so
start by evaluating your own position to ensure that it is. Coaching is best
done through managing and actionable learning as opposed to formal sessions. If
you don’t come by it naturally, start small and seek feedback. If you have a
mentor or role model this is a great topic to discuss with them on how to bring
this to life in your management style.
If you’re looking to re-haul your entire
organization’s job design or just wanting to better understand ways that you
build a stronger team, you can apply this model. In your current position do
you have a clear sense of what you’re accountable for and are there measures in
place to successfully determine that? Is what your time and output on aligned
to what is actually most valuable? You need to answer these questions first for
yourself and then start to include your team around you. You can easily start
to unlock not only your own but your team’s true ability.
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