The Leadership Pipeline: How to Build the Leadership Powered Company
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- Create Date：2021-09-02 09:55:19
- Update Date：2025-09-06
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- Author：Ram Charan
- ISBN：0470894563
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Summary
An updated and revised version of the bestselling The Leadership Pipeline - the critical resource for how companies can grow leaders from the inside。 In business， leadership at every level is a requisite for company survival。 Yet the leadership pipeline -the internal strategy to grow leaders - in many companies is dry or nonexistent。 Drawing on their experiences at many Fortune 500 companies， the authors show how organizations can develop leadership at every level by identifying future leaders， assessing their corporate confidence， planning their development， and measuring their results。
New to this edition is 65 pages of new material to update the model， share new stories and add new advice based on the ten more years of experience。 The authors have also added a Frequently Asked Questions section to the end of each chapter。
New to this edition is 65 pages of new material to update the model， share new stories and add new advice based on the ten more years of experience。 The authors have also added a Frequently Asked Questions section to the end of each chapter。
Reviews
Luciano Holanda
，
Not the easiest book to read。 But the content deserves 5 stars。The very concept of a pipeline with different turns is a great analogy and a great way to understand the different passages in our careers。 The book provides a template a deep insights into the Skills， Time Applications and Values necessary for each different turn in a Leader's career。 The template itself is very rich and is explained through stories and ways people fail to meet their responsibilities。The template is not meant to fit Not the easiest book to read。 But the content deserves 5 stars。The very concept of a pipeline with different turns is a great analogy and a great way to understand the different passages in our careers。 The book provides a template a deep insights into the Skills， Time Applications and Values necessary for each different turn in a Leader's career。 The template itself is very rich and is explained through stories and ways people fail to meet their responsibilities。The template is not meant to fit perfectly into all companies， but to serve as a guide which each leader can adapt to their context。 Once you do， you can start using it to Debug your organization and find the main way your pipeline might be clogged。 The authors show how to do that by doing performance management based on the pipeline and diagnosing issues in your pipeline。Overall the content is gold。 Wish it was a bit easier to read。 。。。more
Becka
，
Audiobook
Diego Pacheco
，
Good Book。 Call out the need for leaders to put PEOPLE first and deliver problems later。 Also， call out to forget about roles and focus on a Pipeline to Builder leader in ALL levels。 Call out the IMPORTANCE OF COACHING（Despite being seeing a scan in Brazil） Great Book。
Susan Wilson
，
I found the potential signs of dysfunction at each leadership level particularly useful and will absolutely be referring back to these。 I didn’t find the diagnostic tools and performance improvement chapters （ie。 the second part of the book） as useful other than two good reminders （1） that while we are quick to insist people are accountable for their development， it is up to us to show them how to be accountable and （2） development and retention are closely linked as they are a tangible sign tha I found the potential signs of dysfunction at each leadership level particularly useful and will absolutely be referring back to these。 I didn’t find the diagnostic tools and performance improvement chapters （ie。 the second part of the book） as useful other than two good reminders （1） that while we are quick to insist people are accountable for their development， it is up to us to show them how to be accountable and （2） development and retention are closely linked as they are a tangible sign that organisations care for individual’s success。 I was increasingly irritated by the use of exclusive language。 Do the authors not realise women are leaders too？ 。。。more
Siddharth
，
One of the best management books I have ever read。 Very informative and practical。 Relevant for anyone who wants to climb up the corporate ladder。
Alexandra
，
Definitely a reference book。 Boils down to - if in times of crisis your employees do the work of their direct reports （ICs or managers） you have leadership issues。 "Output will be inappropriate unless the incumbent values the right work; unless there is a process in place to identify what the right work is for the right leadership position; and measures are in place to determine whether the right work is being done。""A common organizational mindset is to view jobs as work to be done and not as d Definitely a reference book。 Boils down to - if in times of crisis your employees do the work of their direct reports （ICs or managers） you have leadership issues。 "Output will be inappropriate unless the incumbent values the right work; unless there is a process in place to identify what the right work is for the right leadership position; and measures are in place to determine whether the right work is being done。""A common organizational mindset is to view jobs as work to be done and not as developmental assignments。""Skill requirements - the new capabilities required to execute new responsibilities。Time applications - time frames that govern how one works。Work values - what people believe is important and so become the focus of their effort。""Ways you can keep tabs on whether a given manager is making a successful transition， including the following:Observation: Sit in on a first line manager's interactions with their direct reports。。。Sampling: 360 degree feedback that assess for [appropriate level attributes]Gap analysis: Question first line managers about their perceptions of their skills， time applications， and values。 Contrast their answers with information received from observation and sampling and make them aware of the gap between the two。""There is a disturbing emerging trend: creating many manager of others positions with only a few direct reports as a reward for good performance。 There isn't enough work to occupy this new manager's time。 As a result， they don't really learn how to manage。 They carry the manager title but don't learn to value or execute managerial work。 Although they still expect to be promoted to the next layer， they aren't prepared for it。""People decide how to fill their own work hours based on their own value systems， as well as the company's values。 Contrary to popular belief time isn't allocated based on a boss's directives but as what the individual views as valuable work。""Not addressing these gaps immediately when someone is promoted to a new leadership position lets everyone know that the organization doesn't deem leadership as particularly important。""Potential means the work one can do in the future。。。。Turn potential: Should be able to do the work [at the next pipeline level] in the next 3-5 yearsGrowth potential: Able to do a bigger job at the same level in 3-5 yearsMastery: can continue to grow capability in the current or a similar position。""1: Tell me about your career， your jobs， the work you did， your achievements， key challenges， and learning。Purpose: locate the positions this person has held on the pipeline。 Has she skipped a level？ Has she mastered each level's skills， time applications， and values？2: Talk about your current position。 What are your issues challenges and achievements？ What does your calendar look like？ What skills do you rely on most to get the job done？ What beliefs govern your work？ Purpose: Determine whether this person understands and is mastering the appropriate skills， time applications and values for his level or whether the person is just beginning to get there。 Assess whether their are obvious developmental needs based responses and objective information such as a supervisor's perspective， 360 degree feedback and so on。3: What are your career aspirations？ Purpose: Identify future development needs given this person's current state and the leadership level to which the person aspires。 Suggest types of experiences that will help achieve this level。 Based on the answers to one and two convey your sense of how realistic making the next leadership passage might be。""Making the coachee feel better is not a valid outcome。""right individuals in place to do the work， job well defined - first line managers， enterprise functional managersindividual contributors trained properly - first line managerscoaching and feedback improving performance， rewards appropriate and timely - first line managers taught by manager of managerswork properly connected between the function and the rest of the business - manager of managersappropriate state of the art technology used as part of the strategy - functional managerclear business strategy properly communicated for right motivation， appropriate resources available - business managerlikely future requirements of the function made clear - group functional managersappropriate standards used， including role in immune system that protects the company - enterprise functional manager" 。。。more
Irial O'Farrell
，
Whether you've just been promoted into front-line management or you're now heading up a function or a business， and you haven't read this book， stop everything and order a copy now。 This book sets out how the role of management changes， as we move up the various ranks of management。 It sets out how a manager's mindset needs to shift and， as a result， what tasks they should focus on and what skills are needed to succeed。 I have yet to come across an industry that doesn't promote based on being te Whether you've just been promoted into front-line management or you're now heading up a function or a business， and you haven't read this book， stop everything and order a copy now。 This book sets out how the role of management changes， as we move up the various ranks of management。 It sets out how a manager's mindset needs to shift and， as a result， what tasks they should focus on and what skills are needed to succeed。 I have yet to come across an industry that doesn't promote based on being technically good at the job。 Doing the job is very tangible。 There are tasks to be done that lead to outputs that we can acknowledge。 Then we move into "management"， which is a lot fuzzier and intangible。 This book brings a tangibility to each level of management and the related tasks， outputs and outcomes of management。 。。。more
Neesa
，
The book was recommended to me by a friend and I can't thank him enough for this suggestion。 This has to be a Bible for anyone who wants to grow in their career from an individual contributor to a manager of people， manager of managers and so forth。 The book is a bit dry but it has such an immense amount of advice and tactics that it is just invaluable for literally anyone。 The book was recommended to me by a friend and I can't thank him enough for this suggestion。 This has to be a Bible for anyone who wants to grow in their career from an individual contributor to a manager of people， manager of managers and so forth。 The book is a bit dry but it has such an immense amount of advice and tactics that it is just invaluable for literally anyone。 。。。more
CatReader
，
This is a 20-year-old book yet doesn't come across as dated （except for the repeated references to "the emerging e-commerce business"）。 It presents leadership levels in hierarchical organizations in ways I hadn't thought of before。 This is a 20-year-old book yet doesn't come across as dated （except for the repeated references to "the emerging e-commerce business"）。 It presents leadership levels in hierarchical organizations in ways I hadn't thought of before。 。。。more
David
，
Possibly the best leadership/management book I've read to date， The Leadership Pipeline provides a clear framework for thinking about the differences in management roles， from managing others to leading a function to lead a business or group of businesses。 Possibly the best leadership/management book I've read to date， The Leadership Pipeline provides a clear framework for thinking about the differences in management roles， from managing others to leading a function to lead a business or group of businesses。 。。。more
Chris
，
This book was recommended to me by a co-worker I asked to mentor me。 I’m glad she recommended this book and I wish I had read this book ten or twelve or even twenty years ago。 This is an excellent book for people at all levels within an organization and especially those that want to become managers or rise to the executive level within an organization。 I highly recommend this book。
Barack Liu
，
112-The leadership pipeline-Ram Charan-Management-2000Barack2017/03/182020/05/03—— "The best president can choose the best people to do what he wants to do， and he can maintain self-control and not interfere with them in the process。""Leadership Echelon"， first published in the United States in 2000。 Management books。 It introduces the six stages of leadership development （"6P"） and analyzes the process from managing oneself to managing others。Ram Charan was born in North India in 1939。 He re 112-The leadership pipeline-Ram Charan-Management-2000Barack2017/03/182020/05/03—— "The best president can choose the best people to do what he wants to do， and he can maintain self-control and not interfere with them in the process。""Leadership Echelon"， first published in the United States in 2000。 Management books。 It introduces the six stages of leadership development （"6P"） and analyzes the process from managing oneself to managing others。Ram Charan was born in North India in 1939。 He received an MBA （Master of Business Administration） degree from Harvard Business School and a DBA （Doctorate of Business Administration） degree from Harvard Business School。 Representative works: "Leadership Echelon"， "Execution"， "CEO's Statement"， etc。Leadership refers to the ability to make full use of manpower and objective conditions within the scope of jurisdiction to accomplish what is needed at the lowest cost and improve the efficiency of the entire group。Part of the catalog1。 Overview: The six stages of leadership development2。 From managing yourself to managing others3。 From managing others to managing managers4。 From management managers to management functions5。 From the management function to the general manager of the business department6。 From business department general manager to group executive7。 From group executives to CEOs8。 Problem diagnosis: identify problems and potential in the leadership echelon model9。 Performance improvement: clarify job responsibilities and establish performance standards10。 Succession planningThe environment in which humans live may be the fastest and most intricate environment on earth。 To adapt to this environment， we need shortcuts。 Therefore， we must always use the methods we have learned from experience and classify things according to their characteristics。 Then， when a certain kind of trigger features are present， we will not falsely think to react accordingly。People often say that someone can lead others by the nose or that someone is always inclined to evaluate or label others based on a thing or behavior。 Essentially， it is because a certain behavior of someone else triggers our pattern response， or our subconscious mind automatically initiates a pattern response based on some information from the outside world， thus producing a predictable response or evaluation of people。If you are such a person， you may not be able to refuse a request for help when someone compliments you a few words; then the act of compliment can be understood as a fuse， it is the pattern that leads to your willingness to help。 reaction。 In the same way， if you subconsciously think that a person is frivolous and unreliable because of a person's leg shaking movement， then next time you encounter this situation， you will most likely be subconscious immediately in a very short time。 Tag this person。Many psychologists are studying the nature of these pattern responses。 In general， the factors that make us easy to fall into the pattern response may be the following:1。 Reciprocity2。 Commitment and consistency3。 Social recognition4。 Preferences5。 Authority6。 ShortageThe word "hui" has been mentioned several times in "The Analects"。 "Gentlemen benefit without expense"， "Benefits are enough to make people"。 Thinking about it now， it's very simple。 If it is not relying on compulsory administrative rights or rights granted by law， it is difficult for one person to willingly agree to another person's request or obey his leadership。 It is through giving many small favors that the beneficiary cannot say "no" when facing the request of the beneficiary。Although not everyone has the same promise as Jibu。 But our social attributes make almost everyone more or less want to be able to realize their promise to keep their image consistency， the consistent image around for us to survive in the community a lot of good。 Similarly， when you get a verbal promise or the other party personally writes something down for you， you have determined that the other party is likely to follow the promise or write down in the subsequent actions， even if you do not ask for it。 To keep the consistency of its image。One of our criteria for judging right and wrong is to see what others think， especially when we have to decide what is the right behavior。 I didn’t understand why many sitcoms like to add the dubbing of laughter to the place where the laugh point is set， but now it seems to be suddenly bright。Everyone has their preferences。 You don’t need to fully conform to all the other’s preferences。 When some of your characteristics overlap with the other’s good or bad images， the other party has evaluated in his mind。The influence of authority is obvious， which is why we continue to mention "don't be superstitious in authority" and still "unanimously pass" when authority makes wrong decisions that everyone knows。Because of our low self-esteem， we are afraid of losing。 An item， if the chance of getting it is smaller or the possibility of losing it is greater， we are more likely to think that it is precious to us。 The pain that loss brings us is greater than the happiness that gets us。 This means that the pain of losing 100RMB may be greater than the happiness of getting 100RMB。How to protect yourself from technical influences is very simple。 There is a psychological principle that when you realize that it is a psychological principle， the psychological principle will no longer work for you。 In other words， when someone compliments you next time， and you are aware that the compiler does not think so spontaneously， but may ask you， you are likely to refuse the other party's request after the compliment， and you will not fall into Hesitant to react to his mode。The "Leadership Echelon Model" divides the management process from employees to CEOs into six leadership development stages， each stage must master specific leadership skills， time management capabilities， and work concepts。 The first stage: from management From self to managing others， the focus is on the transformation of the work philosophy from doing things by yourself to leading the team to do things; the second stage: from managing others to managing managers， the key leadership skill is coach selection talents as first-line managers; third stage: from Managers who go to management functions need to learn new communication skills to communicate with employees across two levels。The fourth stage: from the management function department to the general manager of the business department， the focus is to change the way of thinking， and evaluate plans and programs from the perspective of profitability and long-term development; the fifth stage: from the general manager of the business department to the group executives， the assessment must be made transfer of funds and staffing of strategic planning; sixth stage: from Group executives to the CEO， must have attention to the external perspective of the Ministry of relationships。 ""The first stage: From self-management to the management of others， the first few years of new employees are individual contributors。 Whether they are engaged in sales， accounting， engineering， or marketing， the requirements for their abilities are mainly specialization and professionalism。 。They make contributions by completing tasks within the planned time， and by continuously expanding and improving their skills， they can make greater contributions to their posts， thereby gaining organizational improvement。 With the increase of working years， their learning content includes work Planning， schedule management， job content， job quality， and job reliability， the work values that need to be improved include company culture and professional standards。 When they become outstanding and skilled individual contributors， especially when they can effectively When working with others， companies tend to increase their responsibilities。 If they can do these tasks proficiently and follow the company’s values， then they will be promoted to first-line managers。 ""The second stage: from managing others to managing managers。 Compared with the first stage， the second stage of leadership development is often overlooked。 Although it is an important cornerstone of a company’s management foundation， it selects and cultivates all the company’s Future Leaders， but few companies do well in this part of the leadership echelon training system。 The biggest difference from the first stage is that the second stage is pure management。 In the first stage， managers still have to take on some personal Contribution。 But in the second stage， they no longer need to make personal contributions directly。 The key skills they must master include selecting talents to serve as frontline managers， assigning management tasks， evaluating subordinate managers， and coaching。 At the same time， they must learn to go beyond departmental benefits Consider the overall strategic issues and actively support them。 ""The third stage: The transition from management managers to management functional departments is more difficult than expected。 On the surface， the work of management managers and management functional departments is very similar， but there are some significant differences。 The former is the department directors， the latter is the deputy general manager of the business department， and they are in charge of several related departments。 They need to communicate with employees across two levels， so they need to develop new communication skills。 They must also manage other tasks outside of their majors。 ， Which means that they must understand work outside of their profession， and they must also learn to evaluate its value。 "" Phase 4: From the management function to the general manager of the business department， this leadership stage usually brings the greatest satisfaction to managers， but also the most challenging。 This work is very important to the company。 The general manager of the business department usually gets A lot of empowerment， leaders with leadership talent often feel like a fish in the water。 They know the relationship between their management work and market results。 At the same time， this is also a huge career leap， mainly reflected in leadership skills， time management， and work philosophy is different。 It is not a simple strategic， cross-departmental thinking problem （although it is very important to continue to improve these skills developed in the previous position）。 Now they are solely responsible for a business unit instead of just understanding and Just work with other functional supervisors。 The change from the deputy general manager of the business department to the general manager of the business department is thousands of times。 The general manager of the business department does not evaluate plans and suggestions from the perspective of the department but the perspective of profitability and long-term development。 Comment estimate。 to be successful， the general manager of the division has to change their previous way of thinking。 "" Phase 5: From the general manager of the division to the group executives， this leadership stage does not seem to be difficult。 People always think that if you can successfully manage one business， you can also manage multiple businesses。 This mistake of understanding stems from their lack of understanding of the difference between the two。 The general manager of the business department pays attention to the success of the business he manages， while the group vice president who is in charge of multiple businesses at the same time pays attention to the success of the general manager of the business department。 This is a major difference， because some leaders will be satisfied only when the success is largely attributed to them。 It is conceivable that a group vice president cannot motivate and support the success of subordinate managers if he cannot focus on the success of others Perhaps his work will make him feel frustrated because he is convinced that he is better than any manager under him， but he cannot do it himself。 In both cases， the company’s leadership process will be blocked。 ， The vice president either does not support the competent department or intervenes too much。 ”"The sixth stage: from group executives to CEOs。 When the company’s senior leadership has problems， it will affect the entire company。 If a CEO does not go through all stages of development， his work may not only affect him directly The work performance of subordinates will also affect the performance of all employees of the company。 Not only can he not effectively train other managers， but also cannot be competent for the position of CEO。 In the sixth stage of leadership development， its transformation is more concentrated in Business philosophy rather than management skills。 The CEO must confirm his roles and responsibilities。 As the top leader of an organization， he must be a thinker with lofty ambitions。 At the same time， Shanqian establishes the company’s operating mechanism and promotes the company to Achieve each quarter's performance goals and ensure the realization of the company's long-term strategic goals。 It is the daily homework of CEOs to weigh trade-offs。 They must learn to adapt and master this art。 Also， be keenly aware and proficient in dealing with external stakeholders Relationships， major external changes， and proactive responses to them are becoming more and more important。 The CEO must have a perspective that values external relationships。 ""It takes a major change to succeed as a manager for the first time， that is， their work results are no longer obtained through their work， but through the efforts of subordinates and the team。 Although they may have been keen They are fully aware of this necessary change， but from their behavior， they are still psychologically unsuitable。 The typical performance is that they often directly intervene in the work of their subordinates because they are good at a certain job。 For example， The manager of an investment bank may organize a complicated transaction himself， rather than supporting his subordinates to do it。 He likes to show people his expertise in this area。 Another situation is when they are dissatisfied with the working methods of their subordinates。 They did it personally， which created competition with subordinates invisibly。 At this stage， it is very difficult to give up the job and responsibilities that once won them the managerial position。 " 。。。more
Stefan Bruun
，
I got the book recommended by someone I consider an expert on the field。 For me， the book was an eye-opener for something that I probably should have thought more about。 I can't wait to out this into use even though it isn't a shoo-in for smaller organisations。I'd highly recommend this book for anyone looking to learn more about leadership development。 I got the book recommended by someone I consider an expert on the field。 For me， the book was an eye-opener for something that I probably should have thought more about。 I can't wait to out this into use even though it isn't a shoo-in for smaller organisations。I'd highly recommend this book for anyone looking to learn more about leadership development。 。。。more
Justinas Rastenis
，
Great book providing foundation on thinking and theorizing leadership。 However， I have missed more practical implementation tips which was bound to be missed due to scope of the book。 Anyway， I believe that since the concept of customizing the model was emphasized， too much detail would have harmed the overall content。 Also， I wished more development on functional management passage which I felt was skimmed through with less substance。
Kevin Whitaker
，
I liked this book more than I expected and wish I had read it earlier when starting out in the real world -- I got a better sense of how businesses actually work， particularly the role of upper management， and learned things that I didn't necessarily see from experience alone。 I liked this book more than I expected and wish I had read it earlier when starting out in the real world -- I got a better sense of how businesses actually work， particularly the role of upper management， and learned things that I didn't necessarily see from experience alone。 。。。more
Pablo Silva
，
Os níveis do pipeline até fazem sentido， mas eles foram escritos pensando em grandes corporações。 Fica difícil conseguir entender como ajustar para pequenas empresas。 Em todo caso， tem boas lições de habilidades e comportamentos que coordenadores， gestores e diretores tem que ter para conseguir ter sucesso e também formar sucessores。
Unoose Ayoob
，
A very valuable book for managers and leaders of all levels。A great gift especially for manager of managers。。。。since this gives amazing tools & tips to coach / mentor those reporting upto the manager of managers while also charting the future development path。I am sure to be referring back to this book quite a few times in the near future。One of those rare books that's both a theoretical treatise as well as a hands-on workbook : two in one A very valuable book for managers and leaders of all levels。A great gift especially for manager of managers。。。。since this gives amazing tools & tips to coach / mentor those reporting upto the manager of managers while also charting the future development path。I am sure to be referring back to this book quite a few times in the near future。One of those rare books that's both a theoretical treatise as well as a hands-on workbook : two in one 。。。more
Alexander Chychykalo
，
The book gives a clear distinction of leadership levels in a bigger organization from individual contributor to CEO and how they differ in terms of work values， time application， and skills。
Daniel Hendon
，
I thought that this book was great。 The only thing that kept me from giving it 5 stars was that the authors talked a lot about coaching， but it was clear that they don’t understand what professional coaching is。 Coaching is a different skill and process from training， mentoring， and managing。 As a professional coach， that was frustrating because they clearly had not worked with world class coaches but only people who called themselves coach and were more like mentor/trainers。
Sri Shivananda
，
This book was referred to me by a couple of colleagues at work。 The book offers an understanding of the structured progression of leaders， competencies needed at each level and a common language and approach for companies to pursue in building the leadership pipeline。 It also offers a good definition of potential and the types of potential。 A good guide for career development， coaching， mentoring， planning and creating repeatability around cultivating leaders。
Brian
，
Fantastic book to read along with the "It's the Manager" book from Gallup。 Focuses on the transitions leaders need to make as they move from one leadership role to the next and the developing skills they need to be successful。 A must read for any talent management professional。 Fantastic book to read along with the "It's the Manager" book from Gallup。 Focuses on the transitions leaders need to make as they move from one leadership role to the next and the developing skills they need to be successful。 A must read for any talent management professional。 。。。more
Alo
，
Good framework for thinking about management career and developing others。
bookreader
，
Good take aways in this one。
Noel Delgado
，
This is a must read for anyone who would like to grow on the management ladder。 It shows the necesary steps from becoming a leader from the first time to C-suite possition。
Andrea Dumont
，
I read the important bits。 As much as they tried to update this edition， I found it wholly out of date。 I've thought a lot about moving from individual contributor to manager。 However， it only works because my local office is a traditional part of a large company。 I do not think it'd be translateable to smaller companies or to more progressive offices （that align more with modern thinking） in my company。 Because of that， I only skimmed the last few chapters。 The future of work is much different I read the important bits。 As much as they tried to update this edition， I found it wholly out of date。 I've thought a lot about moving from individual contributor to manager。 However， it only works because my local office is a traditional part of a large company。 I do not think it'd be translateable to smaller companies or to more progressive offices （that align more with modern thinking） in my company。 Because of that， I only skimmed the last few chapters。 The future of work is much different than the past has been。 。。。more
Heder Dalazoana
，
Onde estou nessa jornada？ É a pergunta que este livro deixa para refletir。 Com uma abordagem técnica sobre liderança， o livro oferece ferramentas de diagnóstico， avaliação de potencial e indicadores。 Fecha com chave de ouro citando os princípios utilizados pela Rede de Hotéis Marriott mostrando na prática como se tornar referência em desenvolvimento de líderes。 Não espere mais do mesmo neste livro， é técnico， denso e diretivo。
Rodrigo Ramos
，
Ideia interesse de deixar de procurar 'estrelas' da gestão fora de casa e começar a formá-las através do pipeline de liderança。 Interessante também a separação de habilidades， gestão do tempo e valores necessários para cada nível do pipeline。 Ideia interesse de deixar de procurar 'estrelas' da gestão fora de casa e começar a formá-las através do pipeline de liderança。 Interessante também a separação de habilidades， gestão do tempo e valores necessários para cada nível do pipeline。 。。。more
Joao Batista Lopes
，
O livro é muito interessante， aborda passos importantes na preparação de liderança para as empresas。 Os seis passos bem feito dará um resultado muito significativo para a empresa。 Essa abordagem contradiz muitos método que tem sido empregado hoje。 Muitas empresas tem promovido pessoas sem a mínima condição de liderar。 Pessoas que nunca foram testadas na função。 Por esse motivo elas acabam perdendo muitas pessoas boas e lideranças do seu quadro por não seguir o Pipeline de liderança。
Alexandra
，
One good insight on how to build and manage proper leadership capability within a company。The 6-level model is simple， adaptable and clearly defines different leadership skills required。 The book focuses also on coaching， on the importance of identifying future leaders ， coach them to build any required skills and also follow up on them doing the right work for their （new） role。
Becky
，