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right people with the
right stuff in the
right places at the
• Increasing number of leaders are needed at more level of the organization
• They need to be developed from within the company rather than bringing
• People can reinvent themselves by accumulating skills & experience
Six Leadership Passages
• Passage One: Managing self to Managing
• Passage Two: Managing Others to Managing
• Passage Three: Managing Managers to
• Passage Four: Functional manager to Business
• Passage five: Business manager to Group
• Passage Six: From Group Manager to Enterprise
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
• Others are often not willing to let the person make the change
in role and encourage them.
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
• Coaching support is very important for people in passage two.
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
• It can involve leadership in areas that are out of their technical
• Often the direct reports to this level are from different functional
areas and therefore have to become skilled at a wide variety of
• They need to look at sustainable competitive advantage rather than
an immediate but short term gain.
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
• Finding a balance between future goals and present needs
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
• 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.
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
• 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.
An Integrated Approach to Building the Leadership Pipeline
Adapting the Model to Small Business
• This model was built primarily in large
organizations, but this is also used
successfully in medium - sized and
• Essentially, this model reflects the
hierarchy of work that exists in any
• 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).
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
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.
• 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.
• 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.
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