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Stephen Drotter

 

Stephen J. Drotter is Chairman and co-founder of the Leadership Pipeline Institute and has hands-on involvement in the research and development of the next generation of global pipeline solutions.

 

Mr. Drotter has more than 45 years of substantial Human Resources Management experience with leading global corporations, both as a Senior Human Resource Executive and as an expert advisor to Senior Management at more than 100 companies.

 

Mr. Drotter specializes in executive succession, organization design, leadership assessment and development, and senior executive coaching. Completed projects include:

 
  • 42 CEO succession plans and installation of a succession planning process for 30 others;
  • 18 major corporate organization structure redesigns;
  • 1400 in-depth executive assessments; and
  • numerous executive development programs focused on leading the human side of the business and several hundred individual coaching sessions.
 

He is co-author of The Leadership Pipeline (more than 250,000 copies sold), The Succession Planning Handbook for the Chief Executive and author of The Performance Pipeline (September 2011).

 

After earning a degree in Economics from Amherst College in 1964, he graduated from General Electric’s Employee Relations Management Program. He held a series of increasingly responsible Human Resource positions in the Aerospace, Industrial Products, and Consumer Goods businesses at GE (1964 – 1978). Executive assessment and selection, succession planning, manpower planning, management development, compensation and organization planning were his areas of concentration. He was one of the original designers and implementers of GE’s world-famous succession planning process.

 

At INA Corporation (1978 – 1983) he first headed Organization and Management Development. Later, as Vice President of Employee Relations and Development, he had full responsibility for all Human Resources activities at the Insurance, Health Care and Investment Banking conglomerate. Executive assessment, executive compensation, succession planning, manpower planning, policy development and leadership development were his areas of special emphasis. He was a member of the Policy Committee and headed an HR organization of 300 people.

 

As Senior Vice President of Corporate Human Resources at Chase Manhattan Corporation (1983 – 1985) he had full responsibility for all Human Resources activities on a worldwide basis. The Human Resources function at Chase numbered over 600. Executive compensation, executive assessment, manpower planning, leadership development, expatriate compensation and staff development were his key focus areas. He was a member of the Policy Committee and a board member of Chase Delaware.