How talent management is changing.
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A leadership pipeline strengthens the leadership function of a company by cultivating emerging talent while enhancing organizational capability (Dilworth et al. 2011). Developing a leadership pipeline starts with identifying and then nurturing talent by exposing high-potential individuals to a variety of developmental opportunities and experiences.
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Leadership is among the biggest challenges of our time. Without proper leadership, companies can fail and people’s lives can be disrupted.
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Where should a CEO spend their time? Imagine a company where the CEO is spending their time consistently meeting with individual contributors and giving them feedback and direction. While this one-on-one attention straight from the top is coveted by many, it begs the question: If the CEO is explaining how to do something or what should be done, who is actually leading the company?
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Taking business to the next level relies strongly on talent.
“…While financial results, market share, brand and legacy products all have a half-shelf-life, talent is the only competency that endures.” -Ram Charan, noted author and advisor to companies around the world).
As of 2014, about 10,000 baby boomers retire every day. While there are plenty of millennials moving into and upward in organizations, research shows that they’re not developing leadership skills at the rate needed to replace retiring leaders. In fact, a 2015 Center for Creative Leadership (CCL) survey of 2,339 managers in 24 organizations found that for 20 identified leadership competencies, the level of proficiency is inadequate “across countries, industries, and organizational levels.”
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If your company has re-organized, someone exited a critical position, or a business unit is growing like crazy, you might want to give your leadership pipeline a check-up. Most companies that utilize strategic leadership pipelines have an annual or biennial review process, but that might leave them in a bind in the midst of major changes.
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Investments in traditional leadership development are often misguided and a waste of money.
It’s not that development itself isn’t important. In a Deloitte study of 7,000 organizations this year, 89% of executives rated “strengthening the leadership pipeline” an urgent issue. That’s up from 86% last year, and the trend makes sense.
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It is not unusual for an organization to worry about finding the right new CEO. However, my concern goes far beyond the CEO replacement. I see a serious problem in the making. The world is about to experience a dearth of effective senior leaders. Why?
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Leaders are difficult to find, leaving many companies scrambling when a higher ranking employee decides to leave. The Global Workforce Leadership survey from Workplace Trends found that almost half of the companies surveyed in February and March 2015 said that leadership is the hardest skill to find in employees.
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What could be more vital to a company’s long-term health than the choice and cultivation of its future leaders? And yet, while companies maintain meticulous lists of candidates who could at a moment’s notice step into the shoes of a key executive, an alarming number of newly minted leaders fail spectacularly, ill prepared to do the jobs for which they supposedly have been groomed.
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One lesson that you learn reasonably early in life is that if you need to be somewhere at a specific time, and you know roughly how long it will take to make the trip to your destination, it is important to begin the trip on time. No combination of speeding or looking for shortcuts enables you to get there on time if you’ve left 15 minutes or a half-hour late.
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One of the best ways to fill critical leadership roles in your department is to cultivate them from within, making the development of a strong succession plan and effective leadership pipeline one of the best tools for recruiting new leaders. Traditionally used in the realm of business, succession planning is now a common practice within institutions of higher education.
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This article provides a brief commentary on the literature review and the two studies presented in this special issue of The Psychologist-Manager Journal, with an emphasis on their value in substantiating the practical application of the Leadership Pipeline concept. In particular, the author provides recommendations for mentors and coaches who work with managers-in-transition.
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The leadership pipeline concept has had an enormous effect on leadership development and talent management over the past decade. This model assumes that what it takes for managers to succeed differs for jobs at different levels in the organizational hierarchy.
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The skill and importance ratings in leadership competencies were compared between four position levels. The data were from an archive 360 degree feedback (n=770). Six SMEs were also employed to rate the importance of the competencies.
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The purpose of the study was to describe the nature of preparation among a nonpurposeful sample of 17 leadership preparation programs and to investigate the relationship of their participants’ characteristics, program experiences, leadership learning, and initial career outcomes.
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In times of uncertainty, turbulence, and intense competition like these, companies now more than ever need to focus on strengthening their pipelines of talent and ensuring successful leadership transition. The example of a large hydrocarbon exploration and production company in India shows how to tackle the challenge.
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In times of uncertainty, turbulence, and intense competition like these, companies now more than ever need to focus on strengthening their pipelines of talent and ensuring successful leadership transition. The example of a large hydrocarbon exploration and production company in India shows how to tackle the challenge.
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Professional learning communities.
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