The Performance Pipeline: Getting the Right Performance At Every Level of Leadership

Leaders who have developed and used performance standards, differentiated by layer as described in The Performance Pipeline, have this to say:
"The best solutions for the most difficult issues involve clarity yet rigor. The performance standards are just that, and underpin our transitionfrom a bureaucratic government–owned company to a modern privatesector corporation."—Lance Hockridge, chief executive officer, QR National
"As we evolve Newmont′s leadership capability to be highly effective in addressing the challenges of our global business environment, the performance standards have provided focus and clarity on the critical changes needed from every leader."—Richard O′Brien, chief executive officer, Newmont Mining Corporation
"The performance standards gave us three great benefits. First, they created a common definition of performance and aligned 43,000 employees in 28 countries. Second, they helped us move from opinions to fact–based, more productive conversations about performance and how to help employees improve. Third, we are now clear about what to expect from each layer and have focused development activities on things that make a difference for each layer. The performance standards are now the central focus for all people–related processes and are included in business planning and business review sessions."—Bernard Kunerth, senior vice president and chief human resources officer, Coca–Cola Hellenic
"Performance management is the real differentiater of business success. The Performance Pipeline shows us how to institutionalize it for maximum impact at every level. This well tested and practical framework has helped many businesses improve their results." —Ram Charan, coauthor of the bestselling The Leadership Pipeline and Execution

Spis treści:
Preface ix
Part One The Performance Pipeline Concept
Introduction Dealing with Pervasive Uncertaint y 3
1 Defining Your Performance Pipeline 21
Part Two Expected Results at Every Level of Leadership
2 Enterprise Chief Executive Officer: Perpetuating the Enterprise 47
3 Group Managers: Portfolio of Businesses 71
4 Business Managers: Short–Term and Long–Term Profit 93
5 Function Managers: Competitive Advantage 113
6 Managers of Managers: Productivity 129
7 Managers of Others: The Enablers 147
8 Self–Managers: Delivering the Products and Services 175
Part Three Successful Implementation of the Performance Pipeline
9 Creating a Context for Performance 201
10 Enabling Layer Transitions 225
11 Implementing Your Performance Pipeline 245
Tool 1: Actual Performance Pipeline from Company E 261
Tool 2: Interview Questions 279
Acknowledgments 285
The Author 287
Index 289

Nota biograficzna:

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.

Okładka tylna:

Leaders who have developed and used performance standards, differentiated by layer as described in The Performance Pipeline, have this to say:
"The best solutions for the most difficult issues involve clarity yet rigor. The performance standards are just that, and underpin our transitionfrom a bureaucratic government–owned company to a modern privatesector corporation."—Lance Hockridge, chief executive officer, QR National
"As we evolve Newmont′s leadership capability to be highly effective in addressing the challenges of our global business environment, the performance standards have provided focus and clarity on the critical changes needed from every leader."—Richard O′Brien, chief executive officer, Newmont Mining Corporation
"The performance standards gave us three great benefits. First, they created a common definition of performance and aligned 43,000 employees in 28 countries. Second, they helped us move from opinions to fact–based, more productive conversations about performance and how to help employees improve. Third, we are now clear about what to expect from each layer and have focused development activities on things that make a difference for each layer. The performance standards are now the central focus for all people–related processes and are included in business planning and business review sessions."—Bernard Kunerth, senior vice president and chief human resources officer, Coca–Cola Hellenic
"Performance management is the real differentiater of business success. The Performance Pipeline shows us how to institutionalize it for maximum impact at every level. This well tested and practical framework has helped many businesses improve their results." —Ram Charan, coauthor of the bestselling The Leadership Pipeline and Execution