The Leadership Pipeline - 4 Curves, 3 Transitions

Agenda

Virtual introduction with option of social or B2B networking

Review of relevant leadership practices—

The Leadership Pipeline – 4 Curves, 3 Transitions

Highlight one of 36 distinct skills of leadership

Strategic and tactical leadership skills - sharpen both edges!

Agenda

PARTICIPATION

So, who are these other people on the phone?

Networking – Social or B2B

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About Us

We are a talent development firm specializing in three types of services:

Executive Coaching

Leadership Training

Small Group Facilitation (e.g. Team Building, Succession Planning, etc.)

Agenda

The Leadership Pipeline

Model for developing bench strength and leadership talent

Recommended Reading

Harvard Business Review

Developing Your Leadership Pipeline

Jay A. Conger and Robert M. Fulmer

http://harvardbusinessonline.hbsp.harvard.edu/email/pdfs/Leadership_Pipeline_harvard_site.pdf

The Leadership Pipeline – 4 Curves Strategic and tactical leadership skills - sharpen both edges!

Four Different “Views”

Level 1—Job or jobs

Level 2—Function

Level 2—Function

Level 3—Strategy

Level 2—Function

Level 3—Strategy

Level 4—Enterprise

Distinguish Between Titles and Views

1: Team Leaders, Leads and Supervisors

2: Functional Managers

3: Strategy Leaders

4: Enterprise Leaders

The Leadership Pipeline – 3 Transitions

Coach leaders to transition at each curve

Building of specific leadership skills

Managing time differently

Updating perception towards work differently

Recommended Reading Strategic and tactical leadership skills - sharpen both edges!

Word Focus: Skills

Not referring to behaviors, characteristics or attitudes

Word Focus: Skills

Keyboarding is a skill

Word Focus: Skills

Keyboarding is a skill

Delegating is a leadership skill

9 “Must-Have” Skills for Team Leaders and Supervisors—A Checklist

Planning Work

Delegating

Informal Coaching

Formal Disciplining

Motivating Employees

Fulfilling Dynamic Changing Jobs

Measuring Work

Documenting

Scripting

9 “Must-Have” Skills for Team Leaders and Supervisors

Learn more from Virtual Tea Party

April 24, 2009

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9 “Must-Have” Skills for Team Leaders and Supervisors—A Checklist

Planning Work

Delegating

Informal Coaching

Formal Disciplining

Motivating Employees

Fulfilling Dynamic Changing Jobs

Measuring Work

Documenting

Scripting

Hmmm…

If these are the skills for moving from an individual contributor to the first level of supervision…

Then, what are the necessary skills for the second level leaders?

Skills for Level 2 – Functional Leaders

They are the same, only broadened?

There are nine additional skills?

You are leading the session, I am gonna wait to see what the answer is; you are going to give it to me aren’t you?

Yes, the skills are used to develop Level 1 leaders reporting to Functional Leaders

Yes, the skills are used to develop Level 1 leaders reporting to Functional Leaders

Yes, at a minimum. Functional managers are caught in the middle and need skills for working up and down the pipeline.

Yes, Reference the 36 Distinct Skills Leadership Skills Checklist

Yes, Request from [email_address] if need one or more

Yes, Request from [email_address] if need one or more

Each organization must build their own checklist

Managing Time Differently - Examples

Team Leaders – Planning, measuring, coaching the work rather than doing the work

Team Leaders – Planning, measuring, coaching the work rather than doing the work

Functional Managers – Coaching for team leader skills rather than resolving toughest problems

Strategic Leaders – Creating, linking and prioritizing functional activities for execution

Strategic Leaders – Creating, linking and prioritizing functional activities for execution

Enterprise Leaders – Remaining highly visible

Updating Perception – Examples (Level is in parenthesis)

Overcoming the buddy syndrome (1)

Work is not a democracy (1)

Pursuing deeper technical expertise rather than broader knowledge acquisition (2)

Looking downwards into silo rather than across the organization (3)

Looking downwards into silo rather than across the organization (3)

Executing strategy rather than enterprise pursuit (4)

Practical Application - 1

Challenge the one-size-fits-all mindset of training your leaders; some need tactical leadership skills while others need strategic leadership skills.

Challenge the one-size-fits-all mindset of training your leaders; some need tactical leadership skills while others need strategic leadership skills.

Tactical skills are best accomplished with training while strategic skills are best accomplished with executive coaching.

Insist that your team leaders and supervisors have, and routinely practice, skills like coaching, disciplining, delegating, scripting, documenting, etc. to reduce clogging of the leadership pipeline.

Practical Application – 3

Support your strategy leaders more substantially by expecting Level 1 and 2 leaders to outline how their functional activities contribute to both competitive advantage and your business strategy.

Practical Application – 3

Support your strategy leaders more substantially by expecting Level 1 and 2 leaders to outline how their functional activities contribute to both competitive advantage and your business strategy.