The Performance Pipeline: Getting The Right Performance At Every Level Of Leadership

It's not enough to build a company full of people with leadership skills. The Performance Pipeline digs deep into the real work of executing business results at each leadership layer.

• Filled with lessons and examples from the author's 40 years of experience
• Shows how to set performance standards, make sure the right work is being done, and remove performance barriers
• Illustrates how leaders can make the transition to the next level and achieve full performance

This book gives leaders in any industry an advantage over the competition.

Stephen Drotter is CEO of Drotter Human Resources, a global company that specializesin CEO succession; executive assessment, selection, and development; and enterprise-level organization design. He was one of the original designers of GE's succession planning process and ran human resources at INA Corporation and Chase Manhattan. He has a degree in economics from Amherst College. He is coauthor of The Leadership Pipeline and The Succession Planning Handbook for the Chief Executive.

Part I The Performance Pipeline Concept.

Introduction Dealing with Pervasive Uncertainty.

1 Defining Your Performance Pipeline.

Part II Expected Results at Every Level of Leadership.

2 Enterprise Chief Executive Officer: Perpetuating the Enterprise.

3 Group Managers: Portfolio of Businesses.

4 Business Managers: Short-Term and Long-Term Profit.

5 Function Managers: Competitive Advantage.

6 Managers of Managers: Productivity.

7 Managers of Others: The Enablers.

8 Self-Managers: Delivering the Products and Services.

Part III Successful Implementation of the Performance Pipeline.

9 Creating a Context for Performance.

10 Enabling Layer Transitions.

11 Implementing Your Performance Pipeline.

Tool 1: Actual Performance Pipeline from Company E.

Tool 2: Interview Questions.

Acknowledgments.

The Author.

Index.