The Leadership Pipeline

Building, developing and maintaining a pipeline of skilled, prepared leaders from within the company. Explanation of the Leadership Pipeline of Stephen Drotter, James Noel and Ram Charan. (2001)

在公司内部构建、发展并保持高技能的储备领导力量。
斯蒂芬·德罗特、詹姆士·诺埃尔、拉姆·查安的领导补给线解析。 (2001) - 中文


WHAT IS THE LEADERSHIP PIPELINE? DESCRIPTION
什么是领导补给线？
释义
Sometimes hiring an executive from the outside can be the only available short term option. However Drotter, Noel and Charan argue that for the long term, management should build, develop and maintain a pipeline of skilled, prepared leaders from within the firm. Their Leadership Pipeline model helps to create such a funnel of future management talent by explaining what changes in time application, skills and work values are essential for making the transition from one leadership stage to the next. Also their model helps to understand the different demands of various management levels.
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。
ORIGIN OF THE LEADERSHIP PIPELINE. HISTORY
领导补给线的起源。
历史
The Leadership Pipeline idea was based on work originally done at General Electric in the 1970s by Walt Mahler, a HR consultant and teacher.Mahler set out to identify all the changes that were required to be successful at different leadership levels. He concluded that the most important change involved work values: what one believes is important in the new job. Mahler also developed the Crossroads Model, suggesting that there were specific leadership crossroads in every organization, each with its own specific requirements. Drotter was a student and later a friend of Mahler and refined and adjusted the crossroads model into the leadership pipeline model. Executive Development and Coaching Consultant James Noel and Top-level Succession Planning Consultant and Professor Ram Charan also contributed later.
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。
6 PASSAGES IN THE LEADERSHIP PIPELINE. STAGES
领导补给线的6条通道。
阶段
1. From Managing Self to Managing Others. People enter this stage when they demonstrate they are skilled individual contributors and they have the ability to collaborate with others.
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。
 Change in Time Application: These people must learn how to reallocate their time so that not only their own assigned work is completed, but also they help others perform effectively.
 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。
 Change of Skills: Shift from doing work to getting work done through others.
 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。
 Change of Work Values: From valuing their individual work to valuing managerial work.
 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. From Managing Others to Managing Managers.
2. 从管理他人到管理管理者（From Managing Others to Managing Managers）。
 Change in Time Application: In this phase, managers must only manage. They need to divest themselves of individual tasks.
 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。
 Change of Skills: The key skills they must master during this transition include selecting people to turn passage 1, assigning managerial and leadership work to them, measuring their progress as managers, and Coaching them.
 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]。
 Change of Work Values: Learn to hold first-line managers accountable for managerial work rather than technical work.
 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。