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The Leadership Pipeline Model in Action – Part 2

December 9, 2008

Let’s continue on our path to growing our leader. When our leader moves to this next level, he or she has become removed from communicating with the individual contributor.

From Managing Others to Functional Manager
Skill Requirements
  • New communication skills must be developed to reach all levels.
  • Understand and manage areas outside of one’s own work experiences.
  • Illustrate the maturity to take other functional concerns into consideration.
  • Become proficient at functional strategy and the ability to blend that strategy with the overall business strategy.
Time Applications Participate in business team meetings and work with other functional managers. Team play with other functional managers and management of competing resources is vital. Limit the focus on functional matters. Delegate functional responsibilities to direct reports.
Work Values Shift here is from talking to listening to not only direct reports but customers, vendors and industry analysts so that more facts and perspectives may be gathered. Adopt a broad, long-term perspective (three years). Focus is on pushing the technical, professional and operational envelope, looking for sustainable competitive advantage rather than immediate but temporary edge. Understand the relationship between the function and other functions as well as the overall corporate strategy. Appreciate the work that is outside one’s own experiences.
Signs this Level Has Not Been Mastered
  • Favoring and concentrating on areas where the individual is most comfortable, thereby undervaluing the unknown.
  • Failure to make the transition from an operational-project orientation to a strategic one (e.g. more focused on short term, demonstrates a poor sense of how the business operates.)
  • Immaturity as a leader-manager (e.g. lack of a control or measurement system, need to control everything, doesn’t trust others especially subordinates in unfamiliar areas, isolates himself except for a few direct reports where he or she has relationships).
Management’s Role in this Transition Place these managers on task forces, teams and committees of managers from different functions or with different backgrounds, skills and experiences. This will allow them to learn about new areas of work, develop new relationships with people who use different skills and methods.

Create meeting opportunities with other functional managers to discuss how they can work better together and what other opportunities exist for synergies.

Watch for development of and reinforce traits of maturity such as humility (aware that others may know more about something), delegation, communication and strong information flows within their organization.

By now you have probably noted that the common theme is that the skills in each of these passages are not the ones that you will use to become effective at the next level.

Let’s see if this trend continues.

From Functional Manager to Business Manager
Skill Requirements
  • Significant increase in autonomy, unfamiliarity and complexity at this level with a clear link between efforts and marketplace results.
  • Where he or she had to understand different functions before, he or she must now rely and integrate the functions and their leadership.
  • Balance future goals and present needs and make appropriate trade-offs.
  • The issue is no longer can we do something technically but rather will we make any money at this and is this profitability sustainable.
  • Become skilled at working with a wide variety of people and become sensitive to diverse functional issues.
Time Applications Shift from doing time to thinking time.
Work Values Learn to trust, accept advice and receive feedback from all functional managers even though they may never have experienced these functions personally.
Signs this Level Has Not Been Mastered
  • Uninspired communications that doesn’t allow them to get their message across. This is because they are used to motivating a group of functional people who shared a particular “language” and now must address groups with different “languages”.
  • Inability to assemble a strong team of direct reports
  • Failure to grasp how the business can make money. This manifests itself in the failure to develop expense reduction or profit building programs. .
  • Problems with time management particularly in working upward, with direct reports and customers.
  • Neglecting the soft issues such as culture, feedback or organizational belief systems.
Management’s Role in this Transition Help business managers to learn to value all functions and assemble and rely on a strong team of direct reports. Encourage the business manager to spend time with each of his functional mangers to learn. Have them set goals which can serve as early warning systems of problems. Suggest that the business manager take an appropriate functional manager on trips to become more attuned to the marketplace.

Our next post will address two critical questions:

  1. Who is most responsible for the success of your leadership?
  2. What influences the likelihood that your people will execute successfully?
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The Leadership Pipeline Model in Action

December 4, 2008

The “Leadership Pipeline” model can be scaled for small and large companies and includes six major leadership passages.  For example, in a small company of less than twenty people, the only real passage is a variation on the first one, Managing Self to Managing Others. The owner usually moves from individual contributor to managing others. It is only once you begin to hire others that these passages of leadership start to occur.

In the small business version of this model, the work within the group and enterprise levels is done by the Business Manager. The Functional Manager and Manager of Others levels are combined so there are really only four levels to address.

The small business model looks like this.

Level 1: Manage Self

Level 2: Manage Others

Level 3: Functional Manager

Level 4: Business Manager

Let’s take apart a couple of the levels and see how we can help our people become better leaders.

When one is effective at the “managing self” level, one’s skill requirements are primarily technical or professional. One contributes by doing the assigned work within given time frames and in ways that meet objectives. From a time application standpoint, the learning involves planning (so the work is completed on time), punctuality, content, quality, and reliability. The work values to be developed include acceptance of the company culture and adopting professional standards. When people demonstrate an ability to handle these responsibilities and adhere to the company’s values, they are often promoted to first-line manager.

Managing Self
Skill Requirements Do the assigned work within given time frames and in ways that meet objectives
Time applications Plan so work is completed on time, be punctual, deliver quality content and be reliable
Work Values Accept the company’s culture and adopt professional standards

This high performer is now ready for the first leadership stage. Let’s see what s/he needs to do to become effective in her/his new role.

From Managing Self to Managing Others
Skill Requirements Plan work, fill jobs, assign work, motivate, coach and measure the work of others. There are some individual contributions to the work product.
Time Applications Reallocate time so that one’s own work is completed and help others perform effectively. Set priorities for unit and team. Stop putting out fires, seizing opportunities and handling tasks themselves.
Work Values Delegate and get results through others. Value managerial work (rather than tolerating it) and the success of others. The passage begins a shift toward a great emphasis on planning.
Signs this Level Has Not Been Mastered
  • Views questions from his or her people as interruptions
  • Fixes their mistakes rather than teaching them to do the work properly
  • Refuses to take ownership of the success of his or her people, distancing himself or herself from their problems and failures.
Management’s Role in this Transition Create measures so that these performers make the transition effectively. Survey the direct reports to get feedback. Intervene and coach extensively when problems are observed. . Reinforce the need to shift beliefs and guide the leader in becoming effective using the new skills that are required.

As you can see, to be successful at managing others, our manager will have to shift from many of the things that made him or her successful when he was accountable for only his work. There must be a shift from “doing work” to getting work done through others.

In our next post, we’ll look at the remaining levels of the small business model outlined in Ram Charan’s and Stephen Drotter’s book, The Leadership Pipeline.

Categories: Hiring, Leadership, Strategy
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