Leading Blog

JULY 10, 2012

In The Performance Pipeline author Stephen Drotter describes a pipeline model that helps leaders at all levels address four leadership imperatives. The Performance Pipeline model focuses attention on each layer's results and on the interconnectedness of the layers. Leaders at every level need to think more broadly, find new methods, provide greater clarity, and enable sharper focus. These must become the guiding ideas for leaders at all levels.

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CEO Blog

OCTOBER 30, 2011

I read " The Performance Pipeline - Getting the Right Performance at Every Level of Leadership " by Stephen Drotter. I had read and reviewed his previous book - " The Leadership Pipeline - How to build a Leadership Powered Company " As you can deduce from the titles, Drotter feels that almost everyone in a company should be a leader. Beautiful day here. It was snowing late last night when I was on a short run. And some of it stayed.

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Drotter CEO Uncertainty Leadership Pipeline 145

Great Leadership By Dan

NOVEMBER 7, 2012

According to Charon, Drotter, and Noel, from their classic book The Leadership Pipeline , the most important things middle managers need to do are: 1. There are rich leadership lessons to be learned from politics and sports. Given that I try to avoid politics in this blog, please allow me the indulgence of referencing a headline from my favorite sport to make a point about leadership: Chiefs' Romeo Crennel fires himself. as team's defensive coordinator.

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Middle Management Drotter Management Leadership Pipeline 247

Great Leadership By Dan

JUNE 19, 2012

Charon, Drotter, and Noel did a nice job explaining six key developmental passages a leader can advance through in thier book The Leadership Pipeline , along with the skills required to be successful for each passage. While there have been thousands of books written about leadership, there are a handful of leadership models that have served me well as a leader and leadership development practitioner.

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Leadership Hersey Drotter Collins 286

Great Leadership By Dan

MAY 14, 2012

Charan, Drotter, and Noel wrote about six leadership passages in their classic book The Leadership Pipeline. Unless you are an heir to a throne, people usually don’t begin their careers leading a large organization. There’s a progression of passages, or at least there should be. However, they use the terms “leadership” and “management” interchangeably. There’s a big difference, right?

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CEO Blog

JANUARY 4, 2011

The Leadership Pipeline - How to Build the Leadership Powered Company by Ram Charan , Steve Drotter and Jim Noel was awesome. CEO Blog - Time Leadership Tuesday, January 04, 2011 The Leadership Pipeline I often read more than one book at once. This is great for stimulating thought but may cause an intermingling of thought on my book reviews. It is a must read for any aspiring leader at any level. And of course every HR dept needs multiple copies. I like Ram Charans books.

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Leadership Pipeline Charan CEO Leadership 190

Next Level Blog

OCTOBER 12, 2010

In the video review, I walk through the simple yet resonant model of career path transitions that the authors Charan, Drotter and Noel outline in the book.

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Leadership Pipeline Video Books Drotter 124

Harvard Business Review

AUGUST 8, 2017

As Ram Charan, Stephen Drotter, and James Noel describe in their book, The Leadership Pipeline , “Though this might seem like an easy, natural leadership passage, it’s often one where people trip…they make the job transition from individual contribution to manager without making a behavioral or values-based transition…They must believe that making time for others, planning, [and] coaching…are necessary tasks and their responsibility.

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Drotter Emotional Intelligence Charan Goleman 17

Harvard Business Review

JULY 20, 2016

Consider the six leadership passages brilliantly described by The Leadership Pipeline authors Ram Charan, Stephen Drotter, and James Noel: from managing yourself to managing others; from managing others to managing managers; from managing others to functional manager; from functional manager to business manager; from business manager to group manager; and finally, for those reaching the very top, from group manager to enterprise manager.

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