The guide that defines the results required at each
organizational level to sustain business success
It’s not enough to build a company full of people with
leadership skills. The Performance Pipeline digs deep into
the real work of executing business results at each leadership
layer.
* 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
This book gives leaders in any industry an advantage over the
competition.
表中的内容
Preface ix
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
Acknowledgments 285
The Author 287
Index 289
关于作者
Stephen Drotter is CEO of Drotter Human Resources, a global company that specializes in 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.
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