Kirja, joka kuuluisi johtamisen käsikirjastoon. Erittäin hyvä perusteos johtamisesta moniportaisissa organisaatioissa. Kirja kuvaa hyvin eri tasoilla tapahtuvan johtamisen merkityksiä, rooleja ja haasteita. Ennen kaikkea kirja kuvaa hyvin seurauksia, jos henkilö ei ns. kasva rooliinsa. Etenkin ensimmäinen puolikas on täyttä timanttia. Toisessa puolikkaassa kirjassa tulee ennen loppua niin paljon toistoa, että mielenkiinto meinaa lopahtaa. Tyypillinen jenkkikirjallisuuden ilmiö.

Este libro es un gran recurso para que las empresas puedan convertirse en un semillero de líderes desde sus entrañas. El liderazgo en las personas que la conforman es un requisito primordial no sólo para la supervivencia, sino para la transcendencia de las compañías.

Para las grandes empresas con presencia internacional, uno de los grandes retos es el desarrollo de líderes en todos los niveles mediante la evaluación de la confianza corporativa, la planeación de su desarrollo y la medición de resultados.

Si en tu vida productiva has tomado la decisión de trabajar para alguna de las grandes compañías globales, este libro te será bastante útil desde el punto de vista que te dará claridad respecto a cómo desarrollar habilidades y competencias para estar a la altura de las múltiples posiciones y responsabilidades que este tipo de compañías ofrecen.

Desde la perspectiva del empresario, el libro te permitirá ampliar la perspectiva respecto a cómo construir equipos de trabajo con líderes adecuados que te puedan ayudar a construir un negocio comercial rentable que funcione sin ti.

Good Book. Call out the need for leaders to put PEOPLE first and deliver problems later. Also, call out to forget about roles and focus on a Pipeline to Builder leader in ALL levels. Call out the IMPORTANCE OF COACHING(Despite being seeing a scan in Brazil) Great Book.

Audiobook***
I would recommend this book for HR/Development partners, function/business leaders and CEO.
There is no much information for someone on Managerial position because it is put at the bottom of the leader. Though I appreciate the idea of the book and segregation of responsibilities for each business level.

This is really a book with a lot of common sense that I feel would be quite eye-opening for those starting careers in the business world as well as those in more strategic positions. For the vast majority of corporate cogs, it is merely acceptable. The authors certainly have it painted correctly. The problem for me is that my aspirations for 'climb & conquer' have been replaced with 'retirement needs'.
For the young, it is beneficial in explaining why they should not expect the promotion 'tomorrow'. For the strategists, it is crucial to understand the dangers in just 'filling gaps'.

I have mixed feelings about "The Leadership Pipeline." On one side, I think this is a brilliant take on the different stages that leaders of all levels should step through in order to be their most effective. It also makes a compelling argument about what happens to companies that don't make sure their leaders are ready before they advance to the next level. The chapter on succession planning is highly valuable. On the other hand though...the ideas presented are too mechanical in nature. The temptation for a lazy organization would be to degenerate the framework presented here into an absurd checklist used to evaluate past achievements...but without evaluating skills. I worked in a company (Newmont Mining) that took this route...and frankly the results were poor. Great leaders weren't promoted because they didn't meet the "checklist" and incompetent leaders were moved up because they had something in their past that met the checklist. A fascinating and ground-breaking concept...but be very careful that you implement it correctly.

This book is a text for business management theory. It describes the various stages of one’s career moving up the management chain. Discipline is required by the company and the manager to develop specific leadership skills and perform specific duties in each of six levels of management. Top management is most responsible for developing long-term strategy. Coaching future leaders from inside the organization is also a major responsibility. Superstars shouldn’t be promoted too fast, not until they learn certain fundamental skills. Business functioning breaks down when managers work below their skill levels, typically on technical work (instead of delegating) or by repeatedly pursuing a narrow and familiar business tactic without first considering whether this tactic ultimately benefits the company at large. This book is insightful to anyone in management. The book is designed for companies who make widgets, and it doesn’t translate completely for consulting firms. Managers know all too well that shareholders hold the power. When a bad month or quarter is reported, long-term strategy is out the window. The bad quarter sends shockwaves through the company, and typically middle managers are jerked in every direction, frantically multi-tasking and pursuing short-term tactics. Oh well.

Not the easiest book to get through but lots of great information. I would classify it as a textbook on leadership development. Will be a good resource in my library.

O livro é muito interessante, aborda passos importantes na preparação de liderança para as empresas. Os seis passos bem feito dará um resultado muito significativo para a empresa. Essa abordagem contradiz muitos método que tem sido empregado hoje. Muitas empresas tem promovido pessoas sem a mínima condição de liderar. Pessoas que nunca foram testadas na função. Por esse motivo elas acabam perdendo muitas pessoas boas e lideranças do seu quadro por não seguir o Pipeline de liderança.

While it may seem outdated for organizations that are becoming "flatter", I think this book provides a timeless solution to the problems of management: lack of leadership development. The path of least resistance in many organizations is to promote for skills and "success" in the current position while assuming the managers will figure it out. This book helps underscore the importance of leadership and succession planning at all levels of the organization to imbed strong leadership into the culture of the organization, not just at the "top".

One good insight on how to build and manage proper leadership capability within a company.
The 6-level model is simple, adaptable and clearly defines different leadership skills required. The book focuses also on coaching, on the importance of identifying future leaders , coach them to build any required skills and also follow up on them doing the right work for their (new) role.

This is a good example of a fairly interesting short book that feels a bit padded -- really it's a collection of concepts, which are useful, and chapters that expand them perhaps a bit more than necessary. It is however a good read in that it provides useful ways of thinking about leadership layers in a company and handy guidelines for understanding and objectively judging at which level a given person might be ready to operate. As a manager or leader in a company, this can offer solid advice for properly leveling and guiding/mentoring others.