Knowing how to build a leadership pipeline is, of course, the biggest challenge that business leaders face today. Therefore, planning the business’s future and getting the right people with the right attitude and skills is important. Establishing a strong leadership pipeline requires an ongoing investment of time and energy. But when built properly, it’s more than worth the cost. A strong leadership pipeline is a talent magnet. It standardises development efforts, motivates employees, and fosters a long-term commitment to the organisation. In this deck, you’ll learn how organisations can develop leadership at every level by identifying future leaders, assessing their potential, planning their development, and measuring their results. You’ll also learn;  Understand the concept of a leadership pipeline and its significance in organisational success.  The strategies for developing an effective leadership development pipeline  Importance of a leadership pipeline in achieving long-term organisational goals  The leadership pipeline model.

1. CrackingThe ‘Leadership Pipeline Development Strategy’ Code
Proven process to future-proof your organisation

2. “When organisatios commit to succession
planning, they’re building a leadership
pipeline that develops high-potential talent,
keeping those team members invested and
on track for future success with the
organisation
- Jill Pioter

3. WHAT IS LEADERSHIP
PIPELINE
A leadership pipeline is a systematic process within an
organisation aimed at building and maintaining a pool of
potential leaders for succession purposes.
This model involves developing, evaluating, training, and
promoting individuals to assume leadership roles at various
levels.
By implementing a leadership pipeline, organisations strive to
establish a continuous flow of capable leaders throughout the
entire company, ensuring smooth and effective succession
planning.

4. When effectively implemented, leadership pipelines
enable the identification, nurturing, and advancement
of exceptional individuals, enabling companies to fill
key positions internally rather than seeking external
candidates.
Ultimately, leadership pipelines serve as a structured
pathway for grooming and preparing potential
successors for leadership roles within the organisation.

5. 04
Succession is often planned years in
advance, this can take so long
because values and ideas need to
be shared as well as a commitment
to creating the right scenarios to
play out for success.
THE ELEMENTS
OF LEADERSHIP
PIPELINE
02
Moving the individual from a “me”
to “we” mentality and skillset.This
helps to teach others to get results
from others rather than being reliant
on their own abilities to get the job
done.
03
Learning how to be effective at
leading change within the business
and solving business problems within
the organisation with other managers
involved in the problem.
01
Developing certain individuals to
become specialists or coordinators in
order to fill your pipeline with staff-
level, tactical employees.
MID LEVEL MANAGEMENT
INDIVIDUAL CONTRIBUTORS
EXECUTIVE LEADERS
MANAGERS

6. HOWTO SPOT A POTENTIAL LEADER
Teamwork and
Collaboration
Influence
BeyondTheir
Role
Influence
BeyondTheir
Role
Innovation and
Creativity
Alignment with
Organisational
Values
Great leaders can build
relationships and interact
positively with others.
Potential leaders should
be able to collaborate
effectively, build
consensus, and motivate
team members.
They often take the
initiative in group
settings and guide those
around them.
Identify individuals who
exhibit a high degree of
creativity and innovation.
Potential leaders should
be able to generate new
ideas, challenge existing
practices, and foster a
culture of innovation
within their teams or
departments.
Look for employees who
demonstrate a willingness
to experiment and
embrace change.
Look for individuals who
have influence beyond
their immediate sphere of
responsibility.
Potential leaders should
be able to inspire and
motivate others, even
without formal authority.
They should be respected
and trusted by their peers
and have the ability to
influence outcomes
beyond their own work.
Look for individuals whose
values align with those of
the organization.
Potential leaders should
demonstrate a strong
commitment to the
organisation's mission,
vision, and values.
Look for individuals who
have influence beyond
their immediate sphere of
responsibility.
Potential leaders should
be able to inspire and
motivate others, even
without formal authority.
They should be respected
and trusted by their peers
and have the ability to
influence outcomes
beyond their own work.

7. THE LEADERSHIP PIPELINE MODEL
One of the first transitions any leader will make is the transition from managing self to managing others.This
transition occurs when an employee is assigned subordinates (e.g. as team-leads, managers, and supervisors, or
simply as a mentor to interns and new hires).
Managing others seems like a natural leadership transition, but it is often the one where people stumble.
Especially for first-time managers, it can be hard to shift from ‘doing’ to ‘delegating.’ New managers need to
learn to complete their own tasks, while helping others complete theirs.
1. Managing Self > Managing Others
The next critical point in the leadership pipeline is the shift from managing others to managing
managers.This is where leaders have the power to set expectations and create reward systems
that promote good management. Leaders must hold managers accountable to managerial work,
rather than technical work alone.
They must keep in mind that managerial subordinates will (and should) have fewer concrete
deliverables than individual, task-based employees.
2. Managing Others > Managing Managers

8. THE LEADERSHIP PIPELINE MODEL
One of the key differences between a leading manager and a functional manager is the latter’s superior
communication skills. Functional managers must also employ holistic thinking since they will be dealing with
other managers from multiple departments.
Competency is measured by team-oriented working and the ability to successfully compete for finite resources
while meeting operational needs. The functional manager must also devise strategies that help the
organization gain a long-term competitive advantage
3. Leading managers to functional manager
Business managers are required to make decisions under pressure and have increased autonomy
in decision-making.The transition from functional manager to business manager is significant as
the focus shifts from managing to leading.
Furthermore, the business manager must be able to analyze past, current, and future
performance to maintain efficient operations under financial and other constraints.
For some individuals, there can be friction at this point. Business managers must be able to trust
and receive advice or feedback from functional managers – especially when they have little
knowledge of the function in question.
4. Functional manager to business manager

9. THE LEADERSHIP PIPELINE MODEL
To be a successful group manager, another subtle shift in skills must take place. At this level, managers are
responsible for individual businesses which are often dispersed around the world.They must have the ability to
get these businesses working together to accomplish the broader organisation's long-term goals and
objectives.
This requires four key skills: Strategy formation, Business needs identification, talent identification, Self-
actualisation
5. Business Manager to Group Manager
From this point onward, leaders must understand the values underpinning management strategy
and success.While enterprise managers consider short-term functioning to some extent, the
overarching goal should involve long-term visionary thinking.
This means enterprise managers can sense the way forward for a company – even if it is less
apparent or invisible to others.They must also be able to communicate this vision and encourage
buy-in across the organisation.
6. Group manager to enterprise manager

10. HOWTO DEVELOP AN EFFECTIVE LEADERSHIP PIPELINE
01
02
03
04
05
06
Forecast future
leadership needs for your
organisation
Invest in employee
development
Start coaching employees
early
Integrate leadership development
with individual career
development and your
organisation’s succession
planning scheme
Make company
executives both teachers
and program sponsors
Identify skills gaps using
talent assessments

11. HOWTO DEVELOP AN EFFECTIVE LEADERSHIP PIPELINE
When developing a leadership pipeline it is important to remember that
development happens across the board. From the starter to the seasoned
leaders. By making learning and development for all employees at all levels
it is a great way to demonstrate they are valued.
It also reflects that there are opportunities for career development and
progression opportunities within the organisation.
INVEST IN EMPLOYEE DEVELOPMENT
01
01
02
03
04
05
06

12. HOWTO DEVELOP AN EFFECTIVE LEADERSHIP PIPELINE
Again, as with investing in employee development at all levels, coaching should be a
priority for individuals looking to develop their skills and become the future leaders of
the organisation.
Starting coaching as early as possible in an employee's tenure is beneficial for
leadership development. Don’t wait until you need a succession plan or leadership plan
until you have to. This should be part of the on-going process to develop a strong,
capable and successful team that are multi-skilled and capable with the challenges
facing the organisation.
This will encourage your teams to think about the future as well as the present of the
business and what impacts they can make from a very early stage in the organisation.
START COACHING EMPLOYEES EARLY
02
01
02
03
04
05
06

13. HOW TO DEVELOP AN EFFECTIVE LEADERSHIP PIPELINE
When creating the pipeline don’t forget to mention why you are doing this to
your stakeholders.
You want to be able to clearly explain what’s happening in the organisation
today and what the future challenges are going to be in order to achieve the
business goals and objectives moving forward.
FORECAST FUTURE LEADERSHIP NEEDS FORYOUR
ORGANISATION
03
01
02
03
04
05
06

14. HOW TO DEVELOP AN EFFECTIVE LEADERSHIP PIPELINE
The leadership pipeline should be integrated with / linked to career development
and succession planning.
How will you motivate your team to develop if their progression is not part of
something bigger?
Think about how you can tie the two together to help both the organisation and
the individual.
INTEGRATE LEADERSHIP DEVELOPMENTWITH INDIVIDUAL
CAREER DEVELOPMENTANDYOURORGANISATION’S
SUCCESSION PLANNING SCHEME
04
01
02
03
04
05
06

15. HOW TO DEVELOP AN EFFECTIVE LEADERSHIP PIPELINE
Using tools like talent assessments you can not only identify the skills gaps that
are missing to develop great leadership talent but furthermore, you can plug the
leadership pipeline into staff development programs as well.
Who has the potential to lead? What do they need to succeed? These questions
should be part of the answer to identifying skills gaps.
IDENTIFY SKILLS GAPS USINGTALENT ASSESSMENTS
05
01
02
03
04
05
06

16. HOW TO DEVELOP AN EFFECTIVE LEADERSHIP PIPELINE
Existing leaders should share their expertise and skills, not doing so is a waste of their
talents and abilities but a missed opportunity to develop the leaders of the future as
well.
It helps to foster not only good practice within the organisational culture but also
develop trust and improve communication from the top to the very bottom.
MAKE COMPANY EXECUTIVES BOTHTEACHERS AND
PROGRAM SPONSORS
06
01
02
03
04
05
06

17. BENEFITS OF A LEADERSHIP PIPELINE
01
02
03
04
05
Clear roles, responsibilities and accountabilities for
all leadership levels.
Significantly improves strategy execution on all levels
also ensuring alignment of strategy with the rest of
the organisation
Building own leadership talent factory and therefore a
significant reduction of resources required to attract
outside talent.
Opportunity for personal growth through valuable on the
job experiences for emerging talent. This benefits not only
the individuals as they find out more about how they learn
best so that this can be replicated, but the organisation
benefits as these experiences are being tailored toward
important aspects of its future success.
Retention of the organisation’s best talent as they are
engaged by the different opportunities becoming available
to them and so do not need to seek these opportunities
within competitors or alternate industries.

18. Conclusion
A strong leadership pipeline is a worthwhile investment that attracts talent,
standardises development, motivates employees, and fosters commitment.
It nurtures internal talent, enables promotion from within, and facilitates
succession planning.
Valuing it as an essential business process creates a powerful competitive
advantage.
Standardising leadership development efforts ensures that employees
receive consistent opportunities for advancement, fostering their motivation
and long-term commitment to the organisation.

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STARTED?
Visit www.workforcegroup.com or
Send an email to -
hello@workforcegroup.com

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