The Leadership Pipeline: How To Build The Leadership-Powered Company, Second Edition(ISBN=9780470894569) 下载 pdf 电子版 epub 免费 txt 2025

An updated and revisedversionof the bestselling The Leadership

Pipeline – the critical resource for how companies can grow

leadersfrom the inside.

In business,leadership at every level is a requisite for company

survival. Yet the leadership pipeline –the internal strategy togrow

leaders – in many companies is dry or nonexistent. Drawing on their

experiences at many Fortune 500 companies, the authors show how

organizations can develop leadership at every level by identifying

future leaders, assessing their corporate confidence, planning

their development, and measuring their results.

New to this edition is 65 pages of new material toupdate the

model, share new stories and add new advice based on the ten more

years of experience. The authors have also added a "Frequently

Asked Questions" section to the end of each chapter.

Foreword.

Preface.

Introduction.

1 Six Leadership Passages: An Overview.

2 From Managing Self to Managing Others.

3 From Managing Others to Managing Managers.

4 From Managing Managers to Functional Manager.

5 From Functional Manager to Business Manager.

6 From Business Manager to Group Manager.

7 From Group Manager to Enterprise Manager.

8 Diagnostics: Identifying Pipeline Problems and

Possibilities.

9 Performance Improvement: Clarifying Roles and Creating

Performance Standards.

10 Succession Planning.

11 Identifying Potential Pipeline Failures.

12 The Functional Career Passage.

13 Coaching.

14 Benefits Up and Down the Line.

Acknowledgments.

About the Authors.

Index.

Ram Charan is an advisor to many of the world's top CEOs and

corporate directors. He is author or coauthor of sixteen books

including the New York Times bestseller Execution. He has also

taught at Wharton, the Kellogg School of Management, and GE's

Leadership Center. He has degrees from Harvard Business School.

Stephen Drotter is CEO of Drotter Human Resources, a global

network that specializes in CEO succession; executive assessment,

selection, and development; and corporate-level organization

design. He was one of the original designers of GE's succession

planning process and ran Human Resources at INA Corporation and

Chase Manhattan. He has a degree in economics from Amherst

College.

Jim Noel is a retired consultant and leadership coach who

assisted companies in the selection, assessment, and development of

key leadership teams. He is a former manager of Executive Education

and Leadership Effectiveness at GE.

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编辑推荐

For every organization that's ever reached beyond its own

borders for top leadership only to have those high-profile,

high-salary top leaders bungle and exit as abruptly as they

appeared, this smart, substantive, and clear-eyed book is a

godsend.

Written by three genuine experts in management development (one of

them helped design GE's deservedly famous succession-development

process), The Leadership Pipeline: How to Build the Leadership

Powered Company finally shows organizations how to undo the knots

and clogs in their in-house "leadership pipeline" so they can

constantly groom the best people at every level to move up to the

next rung of leadership. Not only do the authors identify the six

transition phases, or "turns," of the pipeline--from self-manager

(individual worker), first-line manager, and managers' manager to

function manager, business manager, group manager and enterprise

manager (the last essentially being a CEO)--they describe each with

remarkable insight; these six levels of leadership growth, for

example, exist at the base of every midsize or large organization

regardless of how each structures its individual hierarchy. With

each, they take care to point out both the new skills and values

(there is a difference) one must acquire before making a turn, as

well as how to measure whether someone has them before moving them

along. They also show how to determine whether candidates are

embodying those skills and values once they've made the transition,

and how to groom them for the next level right from day one.

The result? Not just one potentially qualified in-house

candidate for a top leadership position (the kind of dearth that

forces companies to look outward for expensive and often

short-lived leadership "stars"), but a whole generation of them,

not to mention younger generations to succeed them.

The book includes sample scenarios (from both fictional and

real-life organizations), definitions, checklists and charts that

break down and illustrate its main points in every chapter. Though

shrewd and straightforward on every page, The Leadership Pipeline

isn't for anyone looking an easy, step-by-step, worksheet-guided

quick fix to management development and succession planning. The

authors stress that it takes some hard thinking for companies to

determine what they really need from leaders at each level (and to

figure out which individuals have the potential and desire to scale

those levels). It requires serious homework to translate this

book's excellent guidance into a plan for your own organization's

pipeline.

That's a small price to pay, however, for a book with such

uncommonly clear insight into what it takes to nurture and navigate

the best leadership from right inside your own house. --Timothy

Murphy

From Booklist

One of management's biggest challenges is finding new leaders, and

one of the questions that arises in this quest is whether to bring

in "new blood" and fresh ideas or take advantage of "home-grown"

experts already acclimated to an organization's corporate culture.

The current labor shortage and a greater willingness by younger

workers to change jobs have only added to this challenge. Recent

books such as High Flyers: Developing the Next Generation of

Leaders (1998) and Hidden Value: How Great Companies Achieve

Extraordinary Results with Ordinary People [BKL Ag 00] have weighed

in on the side of "growing your own," and now Charan and his

coauthors add their support. Charan is a "leadership coach" and has

written extensively for academic and popular business journals. He

and two fellow consultants describe the natural hierarchy of work

that exists in most organizations, which takes the form of six

career passages that the authors call the "leadership pipeline."

For leaders to progress, they must be working within each passage

at a level appropriate to their skills, values, and use of time.

David Rouse

Copyright © American Library Association. All rights

reserved

Review

"A great book. The Leadership Pipeline is an invaluable resource

for developing leaders at all levels in today's competitive

business environment."—J.W. Marriott, Jr., chairman of the board

and CEO, Marriott International

"These concepts have been tremendously influential in shaping my

leadership approach and in building cohesive leadership teams at

many levels."—Robert L. Nardelli, president and CEO, GE Power

Systems

"People everywhere are talking about the war for talent. This

book provides a framework for assessing and developing your own

internal pipeline for leadership talent." —Norman C. Walker, head

of human resources, Novartis International AG

• 作者：不知名居士 发布时间：2013-12-12 11:31:14

  最后研究出的是一种字体设计方法，可是这种设计方法我觉得并不是独树一帜，许多人都是用这种方法进行字体设计，只是作者试图将其系统化。但就我个人观点，美日这些国家设计领先我们那么远，都未试图用这种方法来做设计的原因可能也在于字体设计的多样性和复杂性正式其字趣之处，况且是汉字这种集形、意、声于一体的字体。不过作者提出的分子、原子的自然科学和字的关系，看完只感叹为何没让我先发现，真是极好的想象和联系。和售价相比，并不建议购买。不够成熟的书。

• 作者：白一锐 发布时间：2012-03-23 16:31:46

  听力质量不太好

• 作者：抵门杠 发布时间：2017-07-14 23:36:32

  CIA入门，有些东西现在不怎么提了，倒不是说已经过时。而实在是这个领域需要太多时间来思考。

• 作者：瑾朵朵 发布时间：2017-11-04 14:05:16

  感谢@lltflyx，这书里有个特别棒的观点：在猫还是猫仔时期，什么都给它吃一些，长大了就不会嘴刁挑食，可惜，我看到这个的时候已经迟了，我家猫仔已经长成了一个只吃猪肝和固定品牌猫粮的挑食小公主了……

• 作者：鸠慈 发布时间：2022-09-13 22:01:45

  和灸除百病内容差不多，可能是不同版本

• 作者：傑 发布时间：2011-01-28 13:42:08

  所谓自由就是可以说二加二等于四的自由。

• 这个时代需要怎样的政治成熟？

  作者：左页看世界 发布时间：2010-08-05 14:24:16

  解放前，陈寅恪先生在清华大学做学术讲座，题目为“论杨贵妃入宫时是否处女”，沉浸于革命狂热之中的青年人对此主题望而却步。几十年以后，钱钟书先生访美，还因此指责陈寅恪“琐屑”（trivial），1978年，出席意大利汉学会，钱先生再次评论陈氏的研究类同“济慈喝什么稀饭？”，“普希金抽不抽烟？”等问题一样无聊。从表面看来，陈寅恪的确很无聊，尤其在国难当头之日。但是据季羡林和余英时的说法，陈氏的考辩其实是为了证实朱子“唐源流于夷狄，故闺门失礼之事不以为异”的大议论，只是钱看走了眼而已。与此相对，在很多年之后，人们反倒是开始指责钱钟书的冷漠和刻薄，在抗战的水深火热之时，钱氏却极尽调侃讽刺之能事，写出《围城》，里面可有丝毫关于民族大义的同情？

  一个时代过去了，当我们回首往事时，人们喜好去争论，那个年代最优秀的知识分子到底为这个民族尽了多少心力？但是身处这个荒芜的年代，你或许会产生些许悲凉，我们有何资格对这些先贤们品头论足呢？如果说过去的封建极权剥夺了人们独立思索的能力，造成了鲁迅笔下“冷漠的民众”，那么我们便是被物质和欲望淹没，重新投入“政治冷感”的一代。市场极权代替封建极权对我们的主宰，再次让我们丧失理性思考，只是这一次我们不再伤感而是热情洋溢。当琐碎不再受指摘，而成为时代风尚时，这个年轻的社会和任何一个老态龙钟的资本主义世界没有什么两样。我们费尽心机与国际“同步”，但是今天我们依然面临如下困境：这个民族缺乏政治思考的热情和能力。

  当我在阅读格伦•廷德《政治思考：一些永久性的问题》时，我没有被他一直强调的“永久性问题”所吸引，而是在想，思索类似“人类在本质上受到隔阂吗？”、“人类在本质上是平等的吗？”、“为什么要服从？”等等显得古板而无趣的问题时，廷德会遇到怎样的尴尬？果不其然，作者很快感叹道，“今天的美国人似乎并不觉得具有哲学气息和严肃性的思想很重要”。思考这些令人痛苦的“永久性”问题时，我们的价值被轻易而巧妙的掩藏起来，因为它无关乎时代，也与任何一个政治族群无关，似乎只与“思考”和“悖论”相关。但是思考的权力本身就是一项政治权力，谁在剥夺我们的思考，谁就是在对我们施加政治的暴力。

  廷德主张一种苏格拉底式的生活方式，“未理性检验的生活是不值得过的”。作者用无数的疑问和悖论使得我们相信，“今天，进行政治思考最伟大的成就不是战胜我们的疑问，而是帮助我们在自由和谦恭的状态下与之一起生活”。对于极权主义最好的规避就是确信：疑问、悖论和不确定性的永恒存在，反对任何一种试图一劳永逸的意识形态，但同时真诚地相信真理是好的并值得追求，从而避免陷入虚无主义的泥沼。可以说廷德的主张并不陌生，《1984》里令人印象最深刻的情景之一就是对于人们独处的剥夺，因为独处滋生反思，人们被迫永远生活于亢奋的集体情绪之中。虽然廷德主张政治中悖论和不确定性存在的重要性，但是对“思考的民主”价值的肯定无疑就是廷德的根本政治立场。

  在18世纪西方启蒙运动之后，民主便与独立思考的权力再次携手，“思考的民主”成为一项不可缺少的政治权力被人们热烈地讨论。康德“有勇气运用你自己的理性”成为启蒙的座右铭，而他对于“启蒙”的定义是，“启蒙就是人类脱离自我招致的不成熟”，不过让人更感兴趣的，是康德关于“不成熟”的定义，“不成熟就是不经别人的引导就不能运用自己的理智”。显然这里的不成熟不是指生理的不成熟，而是“自我招致”的，即康德所谓的“懒惰和怯懦”。同样是在德国，1871年，通过俾斯麦的铁血手腕，德意志终于实现了国家的统一。但是到了20世纪初，韦伯却在抱怨，德国的知识分子，尤其那些政治经济学家显得“软绵绵”，在经历了30年的俾斯麦专制统治之后，他们在政治上丧失了独立判断的能力，过多的依赖万能的领袖，显得极“不成熟”。事实上，一个政治偶像的确立需要无数的幼稚和狂热来成全。于是，韦伯指出“政治成熟”的重要性，即积极介入政治生活并作出独立判断，主张“大众民主制”，鼓励民众积极参与政治生活。这也符合当时德国经济迅速崛起之后，人们对于民主政治生活的需要。

  2003年，甘阳在一篇《走向“政治民族”》的文章中，重拾韦伯100年之前的观点，主张在中国经济崛起之后，国民应该逐渐培养其“责任共担的习惯”，不断走向“政治成熟”，建立真正的“政治民族”——这是经济改革成功之后政治改革的方向。在经历了“五四运动”的启蒙之后，在上个世纪的80年代，中国人再次经历所谓文化启蒙的洗礼，但是为什么一直到本世纪初，在遭遇了近30年的经济飞速“被增长”之后，甘阳还在声嘶力竭地说，中国人依然需要“成熟”？或许这也从另一个角度折射出，中国过去近90年的“启蒙”教育是何等的失败。90年前，中国人因为封建专制造成的“政治冷感”在今天依然如故，只是这一次造成“政治冷感”的原因变得复杂而玄妙——它既来自古老传统的钳制，也来自市场主义的倦怠。据此，我们真的会产生某种幻觉，似乎中国的世俗文明与市场主义的“不期而遇”显得颇为“早熟”，但是“早熟”在一定程度上就是“未老先衰”的征兆。

  当廷德主张某种不断反思和讨论的政治生活时，他遇到的困境不再是封建主义专制、宗教原罪或者法西斯主义，而是市场和过度发达的工具理性培育的懒惰和无聊。在这个知识民主化的时代，人们真的不再需要任何所谓的“导师”通过不断证明“永久性问题”的存在和必要性，从而培养从启蒙运动时代就开始主张的“勇气”和“成熟”，因为这个时代，我们不缺少过分世故的“成熟”，需要的恰恰是“谨慎”和“孩子般纯净的心灵”。

• 作为奔四的大人的我也十分喜欢的。

  作者：shinitai 发布时间：2023-11-22 10:12:13

  一直在追的一部漫画。猫咪们太可爱了~因为是预售虽然没有买到最想要的周边的版本，但是赠的盖戳儿用的小本本也是很可爱了，希望在出完中国史之后，看看是否还可以画一画世界史或者某个国家的历史，对于世界史学的一塌糊涂的自己来说肯定是一套非常好的教材~也会继续支持的。话说为什么要凑齐壹佰肆拾字啊~~~~~~