Leaders who have developed and used performance standards, differentiated by layer as described in The Performance Pipeline, have this to say:
"The best solutions for the most difficult issues involve clarity yet rigor. The performance standards are just that, and underpin our transitionfrom a bureaucratic government–owned company to a modern privatesector corporation." Lance Hockridge, chief executive officer, QR National
"As we evolve Newmont′s leadership capability to be highly effective in addressing the challenges of our global business environment, the performance standards have provided focus and clarity on the critical changes needed from every leader." Richard O′Brien, chief executive officer, Newmont Mining Corporation
"The performance standards gave us three great benefits. First, they created a common definition of performance and aligned 43,000 employees in 28 countries. Second, they helped us move from opinions to fact–based, more productive conversations about performance and how to help employees improve. Third, we are now clear about what to expect from each layer and have focused development activities on things that make a difference for each layer. The performance standards are now the central focus for all people–related processes and are included in business planning and business review sessions." Bernard Kunerth, senior vice president and chief human resources officer, Coca–Cola Hellenic
"Performance management is the real differentiater of business success. The Performance Pipeline shows us how to institutionalize it for maximum impact at every level. This well tested and practical framework has helped many businesses improve their results." Ram Charan, coauthor of the bestselling The Leadership Pipeline and Execution
Part One The Performance Pipeline Concept
Introduction Dealing with Pervasive Uncertainty 3
1 Defining Your Performance Pipeline 21
Part Two Expected Results at Every Level of Leadership
2 Enterprise Chief Executive Officer: Perpetuating the Enterprise 47
3 Group Managers: Portfolio of Businesses 71
4 Business Managers: Short–Term and Long–Term Profit 93
5 Function Managers: Competitive Advantage 113
6 Managers of Managers: Productivity 129
7 Managers of Others: The Enablers 147
8 Self–Managers: Delivering the Products and Services 175
Part Three Successful Implementation of the Performance Pipeline
9 Creating a Context for Performance 201
10 Enabling Layer Transitions 225
11 Implementing Your Performance Pipeline 245
Tool 1: Actual Performance Pipeline from Company E 261
Tool 2: Interview Questions 279
The Author 287
What constitutes effective leadership performance? What results shouldgood leadership produce? Today the expectations of leadership are often misguided. In today’s economic environment, it's not enough to simply build a company full of people with leadership skills. These leadership skills need to be applied to the right results.. These results must be differentiated by layer with specific measures established in writing. You can give t your leaders an advantage over the competition by providing clarity and focus at every level.
Based on forty years of in-depth work with over one hundred companies, The Performance Pipeline: Getting the Right Performance at Every Level of Leadership defines the results and measurements required at each leadership layer to make the leader, the business and the enterprise successful. From Stephen Drotter, coauthor of The Leadership Pipeline, this timely and groundbreaking book helps leaders at every level succeed in an uncertain business environment. It also defines what leaders must pass down to the leaders in lower layers to make them successful., Thechronic problem of leaders working at the wrong level after a promotion is addressed through a well-tested model for transitioning to the new layer.
In The Performance Pipeline, Stephen Drotter, CEO of Drotter Human resources, utilizes the same formula for cultivating the best leaders possible that made The Leadership Pipeline a bestseller. Specifically, this book is:
- Filled with lessons and examples from the author's 40 years of experience
- Shows how to set performance standards, make sure the right work is being done, and remove performance barriers
- Illustrates how leaders can make the transition to the next level and achieve full performance
Companies of all sizes in any industry will learn how to define and install their own Performance Pipeline to obtain the benefits of role clarity and sharp focus for all leaders. Illustrated with personal experiences and examples of Performance Pipelines actually in use, the framework is easy to understand and apply. The Performance Pipeline digs deep into the real work of executing business results at each leadership layer. This book shows companies how to focus on performance to improve capability rather than development.
Stephen Drotter is CEO of Drotter Human Resources, a global company that specializesin CEO succession; executive assessment, selection, and development; and enterprise–level organization design. He was one of the original designers of GE′s succession planning process and ran human resources at INA Corporation and Chase Manhattan. He has a degree in economics from Amherst College. He is coauthor of The Leadership Pipeline and The Succession Planning Handbook for the Chief Executive.