"The Leadership Pipeline: How to Build the Leadership Powered Company" is a book written by Ram Charan, Stephen Drotter, and James Noel. The book focuses on the importance of effective leadership development within organizations and provides a framework for identifying and developing future leaders. In this leadership blog, we will provide an overview of the Leadership Pipeline Model, highlight the impacts of not operating at the appropriate level, and provide you a quick exercise to reflect on where you are currently operating in your leadership role.

The book emphasizes, and we know to be true, that to sustain success in any organization, it is crucial to have potential leaders identified and ready to step up at every level of the organization. The book introduces the concept of a "leadership pipeline," which consists of the following six key passages or transitions that leaders must navigate as they progress through their careers:

1. From managing self to managing others: The transition from an individual contributor to a team leader involves developing skills in communication, delegation, and coaching.

2. From managing others to managing managers: Leaders at this stage need to shift their focus from direct supervision to managing multiple teams and developing managerial talent.

3. From managing managers to functional manager: At this stage, leaders become responsible for a specific function or department and need to develop a broader perspective on organizational goals.

4. From functional manager to business manager: Leaders must now focus on overall business strategy and develop cross-functional expertise.

5. From business manager to group manager: The scope of responsibility expands further, encompassing multiple business units or divisions.

6. From group manager to enterprise manager: This level of leadership involves leading the entire organization and influencing its long-term vision and direction.

According to the model, each of these stages require different skill-sets and values, and at each transition these must be developed in order to lead successfully. The model encourages leaders to develop new skills and mindsets for leading at the next level, rather than relying on skills from the previous level.

As someone who spent many years working with leaders to grow and develop their skills, this approach makes perfect sense. And, I wish had discovered this book years ago. It is truly a great resource with many uses. However, in my experience this is not the reality at all, in fact, it is far from what I experienced. The higher one goes in an organization, the less training, development, support there is for leadership. Most leaders don’t operate at their current level, let alone differentiate skills and values needed. To no fault of their own, they are literally making it up as they go, or continuing to do what worked before.

I want to focus on a related issue I often find in organizations - leaders who operate below their current level. This is a result of the lack of support to grow and develop leaders at higher levels in the organization. Because of the lack of support people are promoted beyond their capabilities, or they lack the awareness of the distinctions of the levels, or sometimes an unwillingness to let go of control. There are also significant impacts when a leader does not operate at the appropriate level of their position, here are a few:

• Frustration and disengagement: leading from the wrong level can result in low morale and decreased productivity within the team

• Disruption of succession planning: gaps are created that can hinder the organizations ability to prepare future leaders

• Resource allocation issues: inefficiencies are created and can ultimately hinder the ability to achieve organizational goals

• Risk of talent attrition: disillusioned employees may seek opportunities elsewhere and high-performing employees may leave because of feeling undervalued

• Gaps along the chain of command: duplication of efforts, delays in problem-solving and decision making processes

Overall, the impacts of leading from the wrong level extend beyond the individual leader to affect team dynamics, organizational performance, and long-term success. It is essential for leaders to recognize their strengths and limitations and strive to operate at the appropriate level to maximize their effectiveness and the success of their teams and organizations.

How does this information impact you? Are you operating at the appropriate level? Following is a quick reflection exercise you can complete to create awareness for yourself in relation to the level in which you are leading. Take a moment to reflect on your current leadership role and how it aligns with the Leadership Pipeline Model. Use the following questions to guide your self-assessment:

1. Identify Your Current Role:

   • What is your current job title?

   • Considering your job responsibilities and the structure of your organization, which stage of the Leadership Pipeline Model do you believe aligns with your current role?

2. Evaluate Your Day-to-Day Activities:

   • Think about a recent project or task you worked on. How did your role in that project align with the responsibilities of your current position?

   • Reflect on your typical daily activities. Which aspects of your role do you spend the most time on? Do these align with the expectations of your current position?

3. Identify Gaps and Challenges:

   • Are there any gaps between your day-to-day work and the expectations of your current role in the Leadership Pipeline Model?

   • Reflect on any challenges or obstacles you've encountered in your current position. Do these challenges stem from a mismatch between your role and the skills/values required at your level?

4. Assess Impact on Your Team and Organization:

   • If you've identified any gaps in alignment, consider how they may be impacting your team and the organization as a whole. Are there specific areas where these gaps have led to inefficiencies or challenges?

   • Reflect on any feedback you've received from colleagues, supervisors, or team members regarding your leadership effectiveness. Do their observations align with your own assessment?

5. Reflect on Delegation and Empowerment:

   • How well do you delegate tasks and responsibilities to your team members? Do you empower them to make decisions and take ownership of their work?

   • Consider a recent instance where you delegated a task. Did you provide clear guidance and support to ensure its successful completion?

6. Compare Skills and Values:

• Reflect on the skills and values you embodied in your last role before moving into your current position. How do these differ from the skills and values required in your current role?

• Identify one skill or value that you believe is essential for your current position but that you need to further develop. What steps can you take to strengthen this skill or value?

Take your time to answer these questions thoughtfully and honestly. Use your responses to gain new insights into your leadership alignment and identify areas for personal and professional growth.

Now that you understand the concept of the Leadership Pipeline Model and know that there are significant consequences for not operating at your level in the organization, what do you see within your organization? What opportunity does this present for you? What new awareness do you want to put into practice?

We’d love to help you in your leadership journey, schedule time to chat!