Based on best seller book "The leadership pipeline" by Ram Charan et al.

1. The Leadership Pipeline

2. Getting the
right people with the
right stuff in the
right places at the
right time
Goal

3. • Increasing number of leaders are needed at more level of the organization
• They need to be developed from within the company rather than bringing
from outside
• People can reinvent themselves by accumulating skills & experience
The Concept

4. Six Leadership Passages
• Passage One: Managing self to Managing
others
• Passage Two: Managing Others to Managing
managers
• Passage Three: Managing Managers to
Functional manager
• Passage Four: Functional manager to Business
manager
• Passage five: Business manager to Group
Manager
• Passage Six: From Group Manager to Enterprise
Manager

5. Passage One: Managing self to Managing others
Managing self is the position where we contribute to an
organisations success by doing the assigned work in the given time
frames in ways that meet the objectives.
• The move is often more troublesome than anticipated.
• The person often feels reluctant to let go of activities that
made them successful.
• Skills now required are those of helping others to perform
successfully.
• Others are often not willing to let the person make the change
in role and encourage them.

6. Passage Two: Managing Others to Managing managers
In this passage, managers are moving to pure managing in their work rather than a mix,
therefore people need to divest themselves of individual tasks.
• Often frequently ignored as a passage by companies.
• Skills required include selecting people for passage one, assigning managerial and leadership
work to them.
• Many people who get in this position have skipped passage one. This can ‘clog up’ the
pipeline.
• Coaching support is very important for people in passage two.

7. Passage Three: Managing Managers to Functional manager
This passage is much tougher transition than other two, because it
requires an increase in managerial maturity.
• Communicating with the individual contributors can present a
significant challenge.
• It can involve leadership in areas that are out of their technical
expertise.
• Often the direct reports to this level are from different functional
areas and therefore have to become skilled at a wide variety of
functions.
• They need to look at sustainable competitive advantage rather than
an immediate but short term gain.

8. Passage Four: Functional manager to Business manager
Often the most satisfying and the most challenging passage of a
career. Business managers usually have much more autonomy.
• It requires a shift in thinking and looking at decisions
functionally (can we do this?) to a profit perspective (will it
make money if we do this?)
• There are more new and unfamiliar responsibilities here than
at other levels
• There is a skill need to work effectively with a wider variety of
people.
• Finding a balance between future goals and present needs

9. Passage five: Business manager to Group Manager
This is the transition from running one business to running multiple businesses.
• First, group managers must become proficient at evaluating strategy for capital allocation
and deployment purposes.
• Group managers need to know who among the function managers is ready to become
business managers.
• The third skill set has to do with portfolio strategy. This is quite different from business
strategy and demands a perceptual shift.
• Group managers must become astute about assessing whether they have the right core
capabilities to win.

10. Passage Six: From Group Manager to Enterprise Manager
These are the CEOs and Presidents of the companies. The transition
during the sixth passage is much more focused on values than skills.
• Enterprise leaders need to come to terms with the fact that their
performance as a CEO will be based on three or four high-leverage
decisions annually.
• There's a subtle but fundamental shift in responsibility from strategic
to visionary thinking and from an operations to a global perspective.
• Enterprise leaders must let go of the pieces that is, the individual
products and customers-and focus on the whole.
• This is the only leadership position in the organization where
inspiring the entire employee population through a variety of
communication tools is essential.

11. An Integrated Approach to Building the Leadership Pipeline

12. Adapting the Model to Small Business
• This model was built primarily in large
organizations, but this is also used
successfully in medium - sized and
small companies.
• Essentially, this model reflects the
hierarchy of work that exists in any
company.
• In a small company with fewer than
twenty people, the only real
leadership passage is a variation on
our first one: from managing self to
owner (instead of managing others).

13. The Leadership Performance Diagnosis
The leadership pipeline model provides a specific diagnosis test that helps in pin point level
where leadership problems occur. This is important for three reasons:
• First, problems are common to first line managers who are at first level of leadership.
• Second, the business managers end up doing more functional work.
• Third, group executives focus more on the business manager work rather than the group of
business.

14. Pipeline Succession Planning
Succession planning involves certain rules that a company must observe.
• Performance should be the focus.
• There must be a continuous flow in the leadership pipeline.
• The pipeline turns and transitions must be fully understood.
• Short term and long term plans must be simultaneously considered.

15. Pipeline Coaching
• In order to effectively address the leadership pipeline clogs, coaching is necessary.
• From leaders perspective, coaching is simply helping people to achieve their full potential.
• It is the process of providing a truthful assessment of the manager’s performance, and
effectively communicating the benefits to both the individual and the organization.
• In coaching, a clear, complete, and compelling feedback process should be established.

16. Pipeline Conclusion
• The name of the game has been changed over the years. Today’s business compete more on
the strength of their intellectual capital rather than financial capital.
• The new economy, globalization, and various new organizational perspective have all
generated a new set of leadership problems.
• In order to address these problems, companies need to tap leaders who are capable of
meeting organizational demands.
• With this pipeline model in mind, companies can develop their leadership capacity to
achieve the organization’s goals.

17. Thank you.
Have a nice day!
AS H I Q U R RA H M A N
Trainee Engineer
Environment, Health & Safety (EHS)
RFL Plastics Limited
PRAN Industrial Park, Bagpara, Palash, Narshingdi
Phone: 01992660891