Leadership Pipeline[领导补给线]（查安、德罗特、诺埃尔）

知识中心

什么是领导补给线？ 释义

对于公司来说，有时候从外部选聘经理人员只能作为一时的权宜之计。 斯蒂芬·德罗特（Stephen Drotter）、詹姆士·诺埃尔（James Noel）、拉姆·查安（Ram Charan）三位学者认为，作为长久之计，公司必须从内部构建、发展并保持一条高技能领导力的补给线。 他们为此提出的领导补给线（Leadership Pipeline）模型，通过关注和解释在领导人才培养的各个过渡阶段，那些诸如时间配置、工作技能以及工作价值等发生的至关重要的变化，来帮助公司构建一条管线漏斗型的未来人才补给线。 这一模型还能够帮助理解在不同的层级上对于管理者的不同要求。
 

领导补给线的起源。 历史

领导补给线概念起源于人力资源顾问、培训师沃尔特·马勒于1970年代在通用电气公司所做的研究工作。 马勒界定了成功走上不同层级上的领导所需的各项变化。 结合工作价值的考虑，他认为最为重要的变化是： 在接手新工作时，你认为什么是最重要的？ 马勒还开发出了一项十字路模型（Crossroads Model），他认为每一个组织内部都有其特定的领导力十字路口，对领导力的需求也各不相同。 斯蒂芬·德罗特是马勒的学生兼好友，他调整了十字路模型，并将其发展成为领导补给线模型。 后来，高级管理人员发展培训顾问詹姆士·诺埃尔，以及顶级成功规划顾问拉姆·查安教授亦对领导补给线模型的研究做出了贡献。

领导补给线的6条通道。 阶段

1. 从管理自己到管理他人（From Managing Self to Managing Others）。 管理者进入这一阶段，则显示出他不仅是富有技能的人，而且表现出他具有与人合作的能力。

   • 时间配置的变化： 他们必须学会如何重新配置自己的时间，不仅要保证按时完成自己的工作，还要帮助他人高效作业。

   • 工作技能的变化： 从亲力亲为的动手能力转变成通过他人完成工作的能力。

   • 工作价值的变化： 从独立工作的价值向管理工作的价值转变。

2. 从管理他人到管理管理者（From Managing Others to Managing Managers）。

   • 时间配置的变化： 进入这一阶段，管理者所有工作唯有管理， 无需再理会那些亲力亲为的个人化工作任务，他们一定要把自己从这些工作中解放出来。

   • 工作技能的变化： 在这一阶段，他们必须要驾驭好一些事情，包括为第一阶段的管理位置挑选合适人选；将管理型、领导型的工作任务交给这些一线管理者，并进行管理绩效衡量，提供适当的Coaching[教练]。

   • 工作价值的变化： 学会领导一线管理人员尽职于管理性工作，而非技术性工作。

3. 从一般经理到职能经理（From Managing Managers to Functional Manager）。

   • 时间配置的变化： 参与职能经理的业务会议，与其他职能经理合作共事。 为职能部门制定战略，与竞争对手较量。 培育职能内部的可持续性的Competitive Advantage[竞争优势]。

   • 工作技能的变化： 培养新的沟通技能，并要能够管理一些陌生领域。 学会思考其他职能部门的想法和需求。 学会与其他职能经理的合作共事，为业务需求做资源竞争。

   • 工作价值的变化： 要视角宽广，眼光长远。

4. 从职能经理到业务经理（From Functional Manager to Business Manager）。

   • 时间配置的变化： 在这一阶段，管理者的主要时间要花在思考上， 不能够再分分秒秒忙个不停，要学会把工作时间用于回顾、思考和分析问题。

   • 工作技能的变化： 业务经理要为底线（Bottom Line）负责， 就具体工作活动而言，不能够只考虑到它的可行性，而是要兼有短期和长期效益的考量。

   • 工作价值的变化： 以分管业务的成功为其工作价值。

5. 从业务经理到集团经理（From Business Manager to Group Manager）。

   • 时间配置的变化： 从时间专注于单一业务到把时间用于领导多项业务和多位业务经理上。

   • 工作技能的变化： 能够：

     • 做战略评估，配置和部署资金。

     • 发掘和培养业务经理。

     • 制定并组织实施组合战略。

     • 评估业务是否具有克敌制胜的核心竞争力。

   • 工作价值的变化： 从他人的成功业绩中获得满足感。 视管理组合业务为价值。

6. 从集团经理到集团高管（From Group Manager to Enterprise Manager）。

   • 时间配置的变化： 为企业发展设定方向，制定运营机制，并结合长期战略，领导好企业日常的运营。 另一个细微的变化是从战略思考向愿景思考转变，从经营思维向全球思维转变。 走出经营管理的细枝末节，完全关注于全局问题上。 知人善任，组建高效团队。

   • 工作技能的变化： 前摄性地开展工作，能够与各种各样的企业外部人员处理好关系。

   • 工作价值的变化： 学会中庸之道（Trade-offs）。 视管理集团、领导全局为价值。

领导补给线的优势。 优点

• 有助于理解组织不同层级的管理与领导亦各不相同，并逐一指出各个管理层级在时间配置、工作技能以及工作价值的不同之处。
• 动态模型。 有助于个人前途发展、职业规划、Mentoring[启导]、Coaching[教练]、培训、经验评估等。
• 有助于企业接班人规划和领导力发展。 有助于辨识和防范领导补给线存在的潜在问题。
• 有助于改进选拔程序。
• 有助于更为客观的选拔和提升决策。
• 帮助人力资源部门关注人才培养过渡阶段的各种变化，而不是大而化之地依靠千篇一律的人才培训和发展计划。
• 提供了人与职错配情况的诊断和修补工具。
• 有时间感。 补给线提供了界定过渡阶段时间的系统性方法。
• 高效率。 很少甚至没有时间浪费于仅仅是复制技能。

领导补给线的局限。 缺点

• 着眼于大型组织。 但是，还能够应用于中等规模的企业，只要将集团领导层去掉，由业务经理担负集团高管的职能。
• 执行这一模型，需要长期的、持续性的努力。
• 与应用其他任何模型一样，要避免生搬硬套、机械复制。 通盘考虑，将组织和人员考虑得非常复杂。

参考书： Ram Charan, Stephen Drotter and James Noel - The Leadership Pipeline - How to Build the Leadership-powered Company [中译本《越领导之路：如何建立领导动力机制》，上海交通大学出版社，2002]

论坛 关于以下内容的论坛讨论：领导补给线。您可以在下方提出有关此主题的问题、分享您的经验、报告新的发展或解释一些事情。 🔥 将领导补给线应用于小公司的方法 我第一次读的时候，觉得大公司模型和中小规模公司模型都是静态的；第二次读的时候发现，他们可以动态变化，可以弥补它的第一个缺点。 书中提到... 3   How to Find Hidden Leaders in an Organization Searching for the next generation of business leaders is a challenge for organizations. Development programs that rotate visible high fliers and recruit from the outside are often the main strategies ... 11   1条评论 Leadership Pipeline vs Stratified Systems Theory Has anyone done a scientific comparison between the two theories or tried to combined the 2 models? I would really be interested in seeing the results of such studies.... 9   2条评论 Issues with Leadership Development Programs Organizations invest too little in developing leadership behaviors and competences of their employees. They invest in too few individuals and the results of the implemented programs are ineffective co... 9   1条评论 Norburn's Match of Company Directors to GOGOs, YOYOs and DODOs In an article Norburn (1986) tries to categorize directors of Britain�s largest companies and to find a connection with the economic performance of the industries their companies operate in: - GOGO�s... 8   CEO Succession Companies need to have a succession plans in order to retain talents, to grow their business. But especially for the CEO. This is a most important issue; it is a going concern for the company. The su... 8   5条评论 Great Leaders Develop Future Managers and Leaders Beyond building mighty companies, great leaders groom their managers to become in turn future successful leaders. That is according to Sydney Finkelstein (2016), who argues that what sets great leader... 8   Leadership Pipeline is Aimed at Continuity Though I appreciate that a leadership pipeline creates continuity in an organisation's management practice, I think new personnel engagement at different levels helps to inject some dynamism in an org... 7   1条评论 Leadership Best Practices in Family Businesses Fern�ndez-Ar�oz, Iqbal and Ritter (2015) conducted research among 50 leading family-owned or family-controlled companies to find best leadership practices in family businesses: DEVELOPING A GOOD-GOVE... 7   2条评论 How to Make Leadership Training More Effective? Leadership training and education often do not lead to improvement of the organizational performance, because people soon revert to their old ways of doing things. According to studies, a main reason ... 7   1条评论 How to Explain the Importance of a Talent Management / Leadership Development Program Suppose a firm ABC is losing talent to their competitors. They are considering to implement a talent management program incorporating succession planning and the leadership pipeline as their tools. Ho... 6   3条评论 Dealing with Managers Wanting to Run Before they can Walk If you achieve each component of each pipe line passage stage systematically, you effect a response in other managers that enables you to move to the next management level. However if you are allowed ... 5   1条评论 Leadership Pipeline Model Accentuates Vertical Growth A disadvantage of this model whilst using it in front of employees is that it accentuates vertical growth of individuals as the only careerpath. Careerpaths can be, on the one hand, more complex and l... 5   1条评论 Leadership or Management Pipeline? This appears to be a very helpful model for understanding management roles and planning management development. However, it also seems to be something of a misnomer as there is a clear difference betw... 4   2条评论 Using Co-creation for Leadership Pipelining I am sure leadership pipeline can be best worked on in an organisation which has an institutionalized co-creation process. The HR function, senior management including the CXO and board must make sur... 3   2条评论 Leadership Pipeline is a Useful System of Progression This is a comprehensive framework which ties in neatly with the situational leadership concept. Can be used as a framework for designing a 'Scheme of Service' and 'System of Progression and Milestones... 2   Implementing the Pipeline In implementing a Leadership Pipeline I found that line management is very slow in taking up the challenge. Is that common or am I imagining it?... 2   5条评论 开始一个新的论坛主题关于领导补给线

最佳实践 关于领导补给线的最高评价的讨论主题。在这里你会找到最有价值的思路和切实可行的建议。 🥇 Executive Assessments Using Simulations The success of a company depends on its top managers and executives. Decisions regarding engagements, staffing and positioning in this domain have extensive consequences and strategic impact. Busines... 12   🥈 Succession Planning in Government Organizations Few events in the life of an association are as critical, visible, or stressful as when the leader leaves. The eyes of every member, employee, customer, supplier, and stakeholder are focused on the ou... 9   7条评论 🥉 Potential Assessment For an employee to move from one passage to another, both, performance and potential needs to be sceintifically evaluated. Any tips on evaluating the Potential ?... 8   5条评论 Identify Competencies First I find the leadership pipeline a useful model to identify the leadership and management competences required at the respective levels. I am trying to identify firstly the overall leadership and manag... 6   3条评论 How to Develop Leadership Competencies? A lot of books and articles by various authors have been written about certain competencies being essential for effective leadership. Less is written about how organizations can actually develop these... 5   3条评论

专家提示 关于Succession Planning（英语）的高级见解。在这里，您将找到专家的专业建议。 How to Develop a Talent Factory How to Implement a Leadership Pipeline, Best Practices In an article "Make Your Company a Talent Factory" (HBR June 2007), Douglas A. Ready and Jay A. Conger make some useful ... Myths on REACHING the top What Experiences, Qualifications and Characteristics are Needed to Reach the Top? I'd like to contribute a summary of an article by HRM Professor Monika Hamori of Instituto de Empresa Business School. H... Categeories of CEO's Leadership Styles, CEO Types In their book "The Secrets of CEOs", Steve Tappin and Andrew Cave identified that top-quartile CEOs fall into five disti... Developing your Leadership Pipeline Implemention Guidelines and Best Practices In the HBR article "Developing your Leadership Pipeline Dec 2003" Jay A. Conger and Robert M. Fulmer considered 4 guidel... Building an Organizational Coaching Capacity Developing an Organizational Coaching Capacity, Learning Organization, Developing Coaching as an Organizational Capacity COACHING ON AN INDIVIDUAL LEVEL In their book "Trillion Dollar Coach: Lessons for Managers", Google's Schmidt, Rosenber... Mintzberg: 7 Myths on Management Management Development, Leadership Development, Managers versus Leaders, MBA Prof. Henry Mintzberg refutes 7 myths on leadership and management: ORCHESTRA CONDUCTOR: One myth about management is t... Five Leadership Development Ideas Leadership Development, Management Development, Coaching, Mentoring Although years of research and analysis by biographers, historians, and scholars have produced an enormous library of bo... Identify and Develop Leadership Abilities Leadership Development, Management Development, Coaching, Mentoring Covey's 4 Roles of Leadership� helps managers to identify and develop 4 important abilities of 'true' leaders: Modeling... Leadership Best Practices Leadership Development, Leadership Tips - The best leaders always know how to involve others in making decisions: You will get a better range of ideas and they ... Leadership Development Strategies How to Develop Succesful Leadership Development Programs According to Robert M. Fulmer, Stephen A. Stumpf and Jared Bleak in the article �The Strategic Development of High Poten... How to Develop your Own Leadership Philosophy Leadership/Management Development, Coaching, Mentoring In an article �When should a leader be directive or empowering? How to develop your own situational theory of leadership... Recognizing Distressed Managers in Leadership Pipeline Transition Coaching, Mentoring, Management Development, Leadership Development Moving from one manager level/phase to the following is a difficult task. Freedman (2011) describes the typical response... CSFs for 2nd Generation Succession Small Business Transfers Often small businesses are transferred from one generation to another. This may continue for several generations. The pr... Guiding High Potentials Leadership Development According to Ram Charan in Harvard Management Update Jan 2008 Vol 13 #1, the most effective way to move a high potential... Top-3 Pitfalls in Talent Management: Common Mistakes by Talent Managers Talent Management, Management Pipeline, Leadership Pipeline, Management Development, Management Succession Planning In companies talent management failures are made at various levels, from strategic failures to process and management fa...

信息来源 有关领导补给线的各种信息来源。在这里，您将找到Powerpoint，视频，新闻等可用于您自己的讲座和讲习班。 5 Ways to Develop your Leadership Skills Career Management, Career Planning, Management Development, Talent Management, Succession Planning Obviously we all know that the best way to continuously develop your leadership skills is through 12manage ☺. Lear... Learning Agility and Enterprise Agility Organizational Agility This presentation provides insights into the usage of organizational agility in your organization. The presentation incl... Effective Change Leadership and Management: Principles, Frameworks and Tools Change Management, Change Leadership Comprehensive presentation on leadership and management in a change context. 1. Introduction and Overview 2. What is t... Talent, Career and Succession Management and Management Development Career Management, Career Planning, Management Development, Talent Management, Succession Planning Presentation about talent/career management and development including a lot of schemes which clarify each particular sec... Succession Planning in Family Businesses Management Succession Planning Presentation that elaborates on the main steps in Succession Planning with a focus on Family Businesses, including the f... CEO Succession Planning Succession Planning Presentation about CEO Succession Planning thereby making a difference between compliance-based and operational successi... How to Build a Global Organizational Capability? MNCs, Multinationals, Multinational Companies, Globalization, International Leadership Development, Cultural Intelligenc A. How to build a global leadership group in which people can cope with the complexity of working globally? 1. Re... From Traditonal to Advanced Talent Management Talent Management, Talent Planning, Talent Acquisition, Talent Retention, Talent Development, Career Planning, Successio In-depth presentation about talent management. The following sections are included: 1. Talent Management and Globalizat... Leading versus Managing Understanding the differences between Leading and managing Dr. John Kotter gives his opinion on what are the key differences between leading and managing. - Management is a set o... Leadership Pipeline Diagram Succession Management Download and edit this 12manage PowerPoint graphic for limited personal, educational and business use. Republishing in ...

研究链接 自动跳入有关以下内容的其他有用资源领导补给线。 新闻 视频 简报   书比人好 学术的 更多

比较： Coaching[教练]  |  Mentoring[启导]  |  Cultural Dimensions[文化尺度]  |  Cultural Intelligence[文化智能]  |  Contingency Theory[权变理论]  |  Situational Leadership[情境领导]  |  Leadership Styles[领导风格]  |  4 Dimensions of Relational Work[关系工作的四个类型]  |  Spiral Dynamics[螺旋动力学]  |  Seven Habits[七个习惯]  |  Seven Surprises[七大惊奇]  |  Johari Window[乔哈里资讯窗]  |  EPIC ADVISERS[史诗顾问]  |  Level 5 Leadership[第五级领导]  |  Hagberg Model of Personal Power[哈格伯格个人力量模型]

返回到分类主页： 变革与组织  |  沟通与技能  |  人力资源管理  |  领导力

更多管理方法、模型和理论