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The Performance Pipeline

CEO Blog

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.

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10 Essential Leadership Models

Great Leadership By Dan

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. Six Leadership Passages.

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Developing a Leadership Training Program for High Potentials: A Case Study

Great Leadership By Dan

They are hard working individuals who have the potential to be leaders based on their knowledge, skills, and the behaviors and attitudes they display. They are eager to learn new skills and take on additional responsibilities and bigger challenges. Influencing skills. What skills and behaviors do they have?

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The Leadership Pipeline

CEO Blog

The Leadership Pipeline - How to Build the Leadership Powered Company by Ram Charan , Steve Drotter and Jim Noel was awesome. There is a good table that lays out the changes/skills required in each phase. This is great for stimulating thought but may cause an intermingling of thought on my book reviews. I like Ram Charans books.

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How New Managers Can Send the Right Leadership Signals

Harvard Business Review

As your new role will likely increase your interactions with people of many different styles, having an effective leadership presence includes continually building and practicing the skills of being clear and direct while finding ways of making connections and showing respect. New Managers Need a Philosophy About How They’ll Lead.

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To Grow as a Leader, Seek More Complex Assignments

Harvard Business Review

And their English language skills were quite limited. However, only one of its senior managers had worked in more than a single business line. The top 12 leaders had spent an average of just one year working outside of Japan. In sum, none were suitable candidates to succeed the CEO.