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If you wish to establish or strengthen online degree,
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Where are You in the Leadership Pipeline? |
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Barbara
Reinhold
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There's a lot
of talk about the pipeline -- that magical conveyer belt
that calls a select few up toward the top of
organizations. The pipeline is critically important for
women, who in most organizations are notably absent from
it. This underrepresentation of eligible females is
often cited as the excuse for everything from pay
inequity and the shortage of women in executive
education programs to the miserable paucity of women in
top decision-making roles.
And so it benefits females to understand this important
concept and apply it to their own strategic career
planning. One good resource is The Leadership Pipeline:
How to Build the Leadership-Powered Company by Ram
Charan, Stephen Drotter and James Noel, all high-powered
consultants/coaches.
Charan and his colleagues describe six ˇ°leadership
passages,ˇ± or increasingly complex roles that everyone
-- male and female -- must learn to handle in order to
rise to the top. Look at this hierarchy of passages to
see where you are ready to perform now and where you
might eventually like to be:
From Managing Self to Managing Others
Of course this is where it all begins, when you're
picked from the crowd of individual contributors as a
terrific performer and offered opportunities to
supervise, direct and evaluate others as a front-line
manager. Skills at this level have to do with assigning
work, as well as motivating and coaching employees. The
shift here is from doing work yourself to arranging to
have it done effectively by others.
From Managing Others to Managing Managers
Things get more complex here, as you must decide whether
to do things your way or help others work better in
their own ways. When people flunk passage two, it's
usually because they can't learn to delegate tasks and
coordinate activities without devaluing the people who
report to them. Women often seem to be naturals here,
because their emotional switchboard roles and parenting
experiences have prepared them for chunking down complex
Goals into manageable tasks.
From Managing Managers to Functional Managers The new
skill here is learning to manage people several layers
down, which means developing even more effective
communications skills. You'll also need to understand
and value fields other than your own.
From Functional Manager to Managing a Business
The plot thickens even more at this passage, as stellar
relationship management skills are required to coach and
evaluate many levels down to be sure functional leaders
are planning and delegating skillfully. At passage four,
managers have to bring out the best -- in terms of
innovation and productivity -- in the functional leaders
working below them.
From Managing a Business to Managing a Group of
Businesses
The manager of a group of businesses needs to get beyond
the need for direct credit and concentrate on helping
business heads to be effective. Allocating capital,
developing new businesses, assembling the right mix of
companies in their portfolio and knowing how to develop
the right core capabilities are among the duties keeping
leaders awake at night as they move through the fifth
passage.
From Managing a Group of Businesses to Managing
an Enterprise
This is the CEO of a large company, although in smaller
organizations, the CEO functions at level four or five.
At the top, key skills are inspiring workers down
through the bottom of the organization and connecting
effectively with constituencies outside the
organization. A CEO is also expected to hire and manage
great talent, while knowing that most of those hired
would love to take his job.
Few of us work beyond level four; the numbers are few,
and the atmosphere is rarified at four and above. Yet if
women are to take their rightful places in those roles,
now is the time to start readying themselves. Reading
Charan's book is a good start, followed by strategic
networking, effective coaching and top-drawer executive
education programs.
As Baby Boomers retire and Baby Busters are called upon
to fill their empty managerial seats in the next decade,
the time is right for women to claim their half of that
magical pipeline. Knowing and preparing for the six
passages can only help. |
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This
article originally appeared on Monster.com. |
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Previous:
Six Learning Missteps
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