Author: Ram Charan , Stephen Drotter, James Noel

Publisher: Jossey-Bass

Pub. in: November, 2000

ISBN: 0787951722

Pages: 224

Measurements: 9.2 x 6.3 x 1 inches

Origin of product: USA

Order code: BA01004

Other information: ISBN-13: 978-0787951726

What do General Electric, Citigroup, and Marriott International have in common? They have built on the original conceptual work by Walt Mahler at General Electric to establish sustainable methods to developing management breadth and depth. This valuable book outlines the key principles of that current best practice.

At a time when more and more companies are relying on headhunters to bring in leaders and management turnover is soaring among young talent, "growing your own" leaders is about to become a necessary core competence for the future. While almost everyone who is interested in the subject has read glossy articles about what General Electric does at its Crotonville facility, this book provides the core of the broader management process behind those articles.

The first part of the book focuses on six key transitions that help a leader develop. The second part shows you how to diagnose how individual leaders are doing, and how to help them make better progress.

The six transitions are:
- From managing yourself to managing others
- From managing others to managing managers
- From managing managers to functional managing
- From functional managing to business managing
- From business managing to group managing
- From group managing to enterprise managing.

At each transition, what the individual values and focuses on has to change dramatically. In organizations where this transition is not made explicit, you get almost all of the managers in the organization "stuck" doing things the wrong way, still looking from the perspective of their last job. That's the stuff that Dilbert and the Peter Principle are made of.

Their vision for leadership development contains many merits. It is based on the accurate assumptions that people are trusted and competent leaders as they traverse through the pipeline and up the managerial structure of their organization. The model encourages a developmental, training posture towards people in leadership roles, offering hope that people can obtain skills in order to make next steps of influence with a company. The developmental process is largely an internal one, eschewing the frequent temptation to find the illusive celebrity CEO for internal leadership growth instead. Lastly, they helpfully recognize that different levels of leadership roles require varying degrees and types of expertise. This means that leaders need to embrace and press into the challenge of learning new and very different skills than previously required from former positions. Thus they argue that key character traits of a leader is to expand as a learner as one ascends to higher levels of organizational influence.

The key weakness of the book is that in some elements the reader with limited business experience will still not be sure what to do.
- From quoting Donald Mitchell

Target readers: Executives and HR professionals.

Better with Hire With Your Head: Using Performance-Based Hiring to Build Great Teams :

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