Developing your leadership pipeline.

摘要: Why do so many newly minted leaders fail spectacularly? Part of the problem is that in companies, succession planning little more than creating a list high-potential employees and slots they might fill. It's mechanical process that's too narrow hidebound to uncover correct skill gaps can derail promising young executives. And it's completely divorced from organizational efforts transform managers into leaders. Some however, succeed building steady, reliable pipeline leadership talent by marrying with development. Eli Lilly, Dow Chemical, Bank America, Sonoco Products have created long-term processes for managing roster throughout their organizations--a Conger Fulmer call management. Drawing on experiences these best-practice organizations, authors outline five rules establishing healthy management system: Focus opportunities development, identify linchpin positions, make system transparent, measure progress regularly, be flexible. In Lilly's "action-learning" program, are given strategic solve learn something what it takes general manager. The company--and most other organizations--also relies Web-based tools demystify process, makes themselves responsible updating information personnel files. Best-practice organizations also track various metrics reveal whether right people moving jobs at time, assess strengths weaknesses not only individuals but entire group. These companies expect tweaking systems continually, making them easier use responsive needs organization.