CEO Blog

JANUARY 4, 2011

CEO Blog - Time Leadership Tuesday, January 04, 2011 The Leadership Pipeline I often read more than one book at once. The Leadership Pipeline - How to Build the Leadership Powered Company by Ram Charan , Steve Drotter and Jim Noel was awesome. The book talks about 6 passages of leadership.

Leadership Pipeline 190

Leadership Pipeline Charan Leadership Drotter 190

Next Level Blog

OCTOBER 11, 2010

It’s usually a case where they’re moving from a pretty hands-on, directive leadership role and into a role in which they’re coordinating the work of a number of other leaders. As the authors of The Leadership Pipeline point out, the first time is usually when the leader moves from manager to manager of managers.

Tips 185

Tips Leadership Pipeline Executive Coaching Open-book 185

CEO Blog

JANUARY 15, 2011

CEO Blog - Time Leadership Saturday, January 15, 2011 The Power of Reflective Thinking Beautiful weather we have been having. The book provoked thought (which for me makes it a good book) and perhaps ironically made me think of a plan of how I could get reflective time. A bit of snow. I have been over busy lately.

Power 189

Power Forrester Leadership Pipeline Blog 189

Sales Wolf Blog

JUNE 6, 2010

  Dan McCarthy  presents  A View from Inside the Leadership Pipeline  posted at  Great Leadership  where he provides a summary of research from CCL and his recommendations on how to manage high potentials. 

Leadership Development 224

Leadership Development Development Leadership McCarthy 224

Great Leadership By Dan

SEPTEMBER 15, 2011

Team leadership. Strategic planning. The following functional areas exist within XYZ Widget: Finance, HR/Admin, Sales, Customer Service, Planning & Procurement, Materials Management, Manufacturing, and Quality Control. To that end, the Board of Directors has asked the company to start thinking about succession planning.

Case Study 228

Case Study Training Development Leadership 228

Harvard Business Review

FEBRUARY 2, 2012

As a result, succession planning techniques developed in the private sector are often applicable to public sector institutions. At GE, succession planning and clear selection processes are institutionalized throughout the company. Second, businesses are acutely aware of the problems associated with disorderly successions.

Planning 13

Planning Leadership Leadership Pipeline Globalization 13