“The Leadership Pipeline: How to build the leadership powered company” By Ram Charan, Stephen Drotter, James Noel
Unless you work in HR, I would NOT recommend this book to most people. I do not find much information that can help me to grow my leadership/management skills. Specifically, it does not cover how to enhance leadership/management skills. You most likely have to read other books to learn such skills.
“Two major transitional skills are team play with other functional managers and competition for resources based on business needs. At the same time, managers at this turn should become proficient strategists, not only for their function but also for blending their functional strategy with the overall business strategy. From a time-application standpoint, this means participating in business team meetings and working with other functional managers. All this takes away from time spent on purely functional responsibilities, thus making it essential that functional managers delegate responsibility for overseeing many functional tasks to direct reports.”
“Long-term strategy, such as state-of-the-art, futuristic thinking for their function, is usually what gives most managers trouble here. At this level, their leadership entails creating functional strategy that enables them to do something better than the competition.”
“First, these managers often assume a zero sum game when pursuing company resources. They believe that every dollar other managers receive is one they don’t get because the total pot of money is a fixed size for the business. Second, they compete rather than collaborate because of the succession overhang—they see themselves competing with peers for appointment as the next business manager.
Both of these assumptions are false. In the first case, business success is not a zero sum game. The better the whole does, the more resources are available for each part. Therefore, functional managers must recognize that if they fail to help other functions, this lack of collaborative effort will adversely impact first, the business, and second, their allocation of resources. From a positive standpoint, they should understand that if they help another function achieve a business goal, this will generate both profit and good feelings, both of which will result in more access to corporate resources. Likewise, personal success and advancement is more likely when the business succeeds. Personal success at the expense of one’s peers leads nowhere for the business or for the person.”
“Don’t spend more than half your time responding to urgent matters. Like the CEO, you’re responsible for long-term results, so strike the right balance between important and urgent. If you’re drowning in urgent projects, ask yourself whose agenda you’re responding to, what the impact on strategy is, and how you might restore an appropriate balance.”