The Leadership Pipeline:

Passage 1 & 2
GROUP 1
Afif Saipudin 1406513104
Agung 1406583110
Ahmad Purbaya 1406588534
Ariston Tjendra 1406513306
Camelia Indah Murniwati 1406513376

Organizational Behavior & Leadership | Class F-141 | MM UI

1
SIX LEADERSHIP PASSAGES

LEADERSHIP PIPELINE

P6
P5
P4

P3
P2
P1

1. From Managing Self to Managing Others

People become skilled individual contributors who produce
good results demonstrate an ability to collaborate with
others receive additional responsibilities & adhere to the
companys value Promoted to Manager
Shift from doing work to getting work done through others

2. From Managing Others to Managing Manager

Managers must be pure management

Divest of individual tasks
Selecting people to passage one
Able to identify value based resistance to managerial work

Source: Charan, Drotter & Noel, 2001

3. From Managing Manager to Functional Manager

Manage some areas that are outside their own experiences
Become proficient strategies, blending their functional strategy with
the overall business strategy

4. From Functional Manager to Business Manager

More strategic and cross functional
Plans & proposals functionally to a profit perspective and to a long
term view

5. From Business Manager to Group Manager

Proficient at evaluating strategy for capital allocation and deployment
purposes
Development of Business Managers
Portfolio Strategy
Astute about assessing whether they have the right core capabilities
to win
Source: Charan, Drotter & Noel, 2001

6. From Group Manager to Enterprise Manager

Well developed external sensitivity

Ability to manage external constituencies
Sense significant external shifts
Do something about externals proactively

Source: Charan, Drotter & Noel, 2001

2
From Managing Self to
Managing Others

Individual Contributor

First-Line Manager

Technical or professional
proficiency
Team play
Relationship building for
personal benefits, personal
results*
Using company tools,
processes, and procedures

Planning project, budget, workforce

Job design
Selection (of people)
Delegation
Performance monitoring
Coaching and feedback
Performance measurement
Rewards and motivation
Communication and climate setting
Relationship building up, down,
sideways for the units benefit
Acquisition of resources

SKILLS
Source: Charan, Drotter & Noel, 2001

Individual Contributor

First-Line Manager

Daily discipline arrival,

departure
Meet personal due dates
for projects-usually short
term by managing own
time

Annual Planning budgets,

projects
Make time available for
subordinates both at your
request and at theirs
Set priorities for unit and
team
Communication with other
units, customer, suppliers

TIME APPLICATION
Source: Charan, Drotter & Noel, 2001

Individual Contributor

First-Line Manager

Getting results through

personal proficiency*
High-quality technical or
professional work
Accept the companys
value

Getting results through

others
Success of direct reports
Managerial work and
disciplines
Success of unit
Self as manager
Visible integrity

WORK VALUE
Source: Charan, Drotter & Noel, 2001

Three Achievements of Terrific

First-Time Managers
Defining and assigning work to be done,
including communicating with the boss and others about needs or
expectations, planning, organizing, choosing people, and delegating

Enabling direct reports to do the work by

monitoring, coaching, providing feedback, acquiring resources,
problem solving, and communicating

Building social contracts through establishing

relationships with direct reports, bosses, and support groups that
facilitate open dialogues and trust

Pipeline-Unclogging Tactics
Preparation
Clearly communicate the skills, time application, and work value required
at this passage and provide training that helps people make necessary
changes
Monitoring
Determining whether and where someone is having difficulty with this first
level transition
Intervention
Provide reguler feedback and coaching to help people make this transition;
take action if theyre experiencing significant difficulty in doing so

3
From Managing Others to
Managing Managers

What Managers of Managers

Should Do
Selecting and Training First-Line Managers

Holding First-Line Managers Accountable for Managerial Work

The major focus of managers of managers is empowering first-line managers
treat and assess irst-line managers as managers doing managerial work
evaluate people based on the quality of their selection decisions, the frequency and
quality of their performance feedback, their ability to team with other units,and their
skill at producing results through a team.

Deploying Resources Among Units

reallocate money, technology, and support staff (not to mention the manager-ofmanagers own time) to improve results. Finding the right mix.

Managing the Boundaries

tear down the boundaries that impede the flow of work and information between
different functions and other groups.
transitioning from a purely functional mindset that values a specific function to one
that embraces a more egalitarian view.
Source: Charan, Drotter & Noel, 2001

Five Signs of a Misplaced

Manager of Managers

Difficulty Delegating
Poor Performance Management
Failure to Build a Strong Team
A Single-Minded Focus on Getting the Work Done
Choosing Clones over Contributors

Source: Charan, Drotter & Noel, 2001

What will happen if Manager of

managers didn't perform well
Short-term, the workforce is poorly or inadequately
managed.

Quality and productivity suffer when managers of managers arent

performing their roles effectively.
Harm the companys ability to execute and may even create a
competitive disadvantage.

Long-term, the problem relates to missing skills and

values that affect leaders as they are promoted to
positions of increased responsibility.

This level offers the opportunity to embed crucial qualities into

the DNA of the organizations leadership.

Source: Charan, Drotter & Noel, 2001

How to help managers of managers

through this leadership pasage
Need to understand differences between a manager of
individual contributors and a manager of managers
Need to have new requisite skills, time applications and
values to shape to apply these new skills
Need to have new goals and measurement including:
1.
2.
3.
4.

Amount of improvement in efficiency

Degree of improvement in quality
Frequency and impact of coaching sessions
Success rate of new first-line managers
Source: Charan, Drotter & Noel, 2001

How organization prepare

manager of managers role
Coaching:
- Is interactive method to help people translate mesage into behaviors
- When coaching and caring are largely absent and pressures are
intense, turnover is high and people tend to leave organizations
Training
Using professional coaches
Problem is outside coaches dont understand internal business
context and could not give relevant advice
Better using small learning group
Involve managers in strategic level
It helps delivering companys objective to the workforce
it helps break resistance to change by making managers understand what
strategic motivation behind that.

Source: Charan, Drotter & Noel, 2001