Skills Time frame Values Technical Short time Punctuality Individual contribution frame Quality Typically Reliability Managing Self days or Professional weeks behaviour Planning Longer time Planning, Delegating frame Spending time Coaching Typically with others Managing Motivating weeks or Coaching others Performance months management Selecting the next line Even longer Talent of leaders. time Management, Managing Coaching the first line Typically Cross functional managers of leaders on people months or issues skills quarters Collaboration Broader Taking part in Managing and long term business meetings allocating resources perspective Innovation, Pushing the Functional Understanding the Typically functional manager entire function quarters / envelope thoroughly one year Building future capabilities Integrating functions Long term Making trade offs P&L management At least one between future Cross functional year goals and current communication needs Business Building a good manager staff function Capital allocation Long term Mastering Development of Typically complexity business managers more than a Dealing with Group manager Building core year unstructured and capabilities fluid situations Stakeholder Thinking about all management the businesses Long term visionary Long term Balance between thinking Typically long term and Monitoring short term running into short term Enterprise performance with a 3-5 or Sensing external manager few key metrics more shifts. Identifying 3-4 key Playing the role of initiatives with high industry champion leverage each year readiness for the next role should be linked to various parameters and not merely performance in the current role. Unfortunately, in many companies, such decisions are still based largely on past performance, personal connections and personal preferences. Another point to note is that companies must rotate their key talent through jobs that involve application of new skills/values
Skills Time frame Values Managing Self Technical Individual contribution Short time frame Typically days or weeks Punctuality Quality Reliability Professional behaviour Managing others Planning Delegating Coaching Motivating Performance management Longer time frame Typically weeks or months Planning, Spending time with others Coaching Managing managers Selecting the next line of leaders. Coaching the first line of leaders on people skills Even longer time Typically months or quarters Talent Management, Cross functional issues Functional manager Collaboration Managing and allocating resources Understanding the entire function thoroughly Broader long term perspective Typically quarters / one year Taking part in business meetings Innovation, Pushing the functional envelope Building future capabilities Business manager Integrating functions P&L management Cross functional communication Long term At least one year Making trade offs between future goals and current needs Building a good staff function Group manager Capital allocation Development of business managers Building core capabilities Stakeholder management Long term Typically more than a year Mastering complexity Dealing with unstructured and fluid situations Thinking about all the businesses Enterprise manager Long term visionary thinking Monitoring short term performance with a few key metrics Identifying 3-4 key initiatives with high leverage each year Long term Typically running into 3-5 or more Balance between long term and short term Sensing external shifts. Playing the role of industry champion readiness for the next role should be linked to various parameters and not merely performance in the current role. Unfortunately, in many companies, such decisions are still based largely on past performance, personal connections and personal preferences. Another point to note is that companies must rotate their key talent through jobs that involve application of new skills/values
The%20Leadership%20Pipeline.docx