Leadership Pipeline - Revision history

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-The '''leadership pipeline''' is used to create a more systematic, visible system of identifying candidates for succession, combined with the processes for their development.<ref>Definition - What is a Leadership Pipeline [https://www.forbes.com/sites/jackzenger/2013/06/23/developing-a-leadership-pipeline-that-works/#:~:text=The%20leadership%20pipeline%20is%20used,the%20processes%20for%20their%20development. Forbes]</ref>
+The '''[[leadership]] pipeline''' is used to create a more systematic, visible [[system]] of identifying candidates for succession, combined with the processes for their development.<ref>Definition - What is a Leadership Pipeline [https://www.forbes.com/sites/jackzenger/2013/06/23/developing-a-leadership-pipeline-that-works/#:~:text=The%20leadership%20pipeline%20is%20used,the%20processes%20for%20their%20development. Forbes]</ref>
-A leadership pipeline strengthens the leadership function of a company by cultivating emerging talent while enhancing [[Business Capability|organisational 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. This leads to a more wide-ranging and holistic knowledge of the [[Business|business]] and its inner workings. Put simply, this process is done to ensure that important leadership positions in the most prominent functions can be filled very easily by internal candidates.
+A leadership pipeline strengthens the leadership function of a company by cultivating emerging talent while enhancing [[Business Capability|organisational 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. This leads to a more wide-ranging and holistic knowledge of the [[Business|business]] and its inner workings. Put simply, this [[process]] is done to ensure that important leadership positions in the most prominent functions can be filled very easily by internal candidates.
 '''Components of an Effective Leadership Pipeline<ref>What are the Components of an Effective Leadership Pipeline? [https://www.insights.com/media/1104/building-a-leadership-pipeline.pdf Insights]</ref>'''<br />
 There are many components of an effective leadership pipeline. Just as Northouse (2004) concluded that ‘there are almost as many different definitions of [[Leadership|leadershi]]p as there are people who have tried to define it’ (p. 2), there are probably as many successful individual components of a leadership pipeline as there are companies trying to achieve one. However, in the interest of conciseness, there are not too many better examples that Yost & Plunkett’s (2009) 7 point plan:<br />
-. Start with the business strategy. Leverage the business strategy by identifying developmental experiences that are critical to achieving it<br />2. Build a rigorous performance management system and use it. Separate performance and developmental, but ensure a heavy focus on both<br />3. Create a learning culture. Constantly ask the difficult questions of your organisation that enables growth and the development of new skills<br />4. Create a feedback-rich environment. Ensure constructive conversations that speak to current strengths and weaknesses, but also to one’s potential<br />5. Focus on transitions. Create opportunities for transition within your business, and that these are set up for success as opposed to letting people merely sink or swim<br />6. Build a principle-based organisation. Reinforce leadership as the living embodiment of your company values, at all levels of the organisation<br />7. Remember to focus on significance. Focus on the outcomes that will make the process sustainable
+. Start with the [[business]] [[strategy]]. Leverage the business strategy by identifying developmental experiences that are critical to achieving it<br />2. Build a rigorous performance [[management]] system and use it. Separate performance and developmental, but ensure a heavy focus on both<br />3. Create a learning culture. Constantly ask the difficult questions of your organisation that enables growth and the development of new skills<br />4. Create a [[feedback]]-rich environment. Ensure constructive conversations that speak to current strengths and weaknesses, but also to one’s potential<br />5. Focus on transitions. Create opportunities for transition within your business, and that these are set up for success as opposed to letting people merely sink or swim<br />6. Build a [[principle]]-based organisation. Reinforce leadership as the living embodiment of your company values, at all levels of the organisation<br />7. Remember to focus on significance. Focus on the outcomes that will make the process sustainable

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 '''Components of an Effective Leadership Pipeline<ref>What are the Components of an Effective Leadership Pipeline? [https://www.insights.com/media/1104/building-a-leadership-pipeline.pdf Insights]</ref>'''<br />
 There are many components of an effective leadership pipeline. Just as Northouse (2004) concluded that ‘there are almost as many different definitions of [[Leadership|leadershi]]p as there are people who have tried to define it’ (p. 2), there are probably as many successful individual components of a leadership pipeline as there are companies trying to achieve one. However, in the interest of conciseness, there are not too many better examples that Yost & Plunkett’s (2009) 7 point plan:<br />
-. Start with the business strategy. Leverage the business strategy by identifying developmental experiences that are critical to achieving it<br />
+. Start with the business strategy. Leverage the business strategy by identifying developmental experiences that are critical to achieving it<br />2. Build a rigorous performance management system and use it. Separate performance and developmental, but ensure a heavy focus on both<br />3. Create a learning culture. Constantly ask the difficult questions of your organisation that enables growth and the development of new skills<br />4. Create a feedback-rich environment. Ensure constructive conversations that speak to current strengths and weaknesses, but also to one’s potential<br />5. Focus on transitions. Create opportunities for transition within your business, and that these are set up for success as opposed to letting people merely sink or swim<br />6. Build a principle-based organisation. Reinforce leadership as the living embodiment of your company values, at all levels of the organisation<br />7. Remember to focus on significance. Focus on the outcomes that will make the process sustainable

@@ Line 11: / Line 11: @@
 . Create a feedback-rich environment. Ensure constructive conversations that speak to current strengths and weaknesses, but also to one’s potential<br />
 . Focus on transitions. Create opportunities for transition within your business, and that these are set up for success as opposed to letting people merely sink or swim<br />
-. Build a principle-based organisation. Reinforce leadership as the living embodiment of your company values, at all levels of the organisation<br />
+. Build a principle-based organisation. Reinforce leadership as the living embodiment of your company values, at all levels of the organisation<br />7. Remember to focus on significance. Focus on the outcomes that will make the process sustainable

@@ Line 11: / Line 11: @@
 . Create a feedback-rich environment. Ensure constructive conversations that speak to current strengths and weaknesses, but also to one’s potential<br />
 . Focus on transitions. Create opportunities for transition within your business, and that these are set up for success as opposed to letting people merely sink or swim<br />
 . Build a principle-based organisation. Reinforce leadership as the living embodiment of your company values, at all levels of the organisation<br />
 . Remember to focus on significance. Focus on the outcomes that will make the process sustainable

@@ Line 8: / Line 8: @@
 . Start with the business strategy. Leverage the business strategy by identifying developmental experiences that are critical to achieving it<br />
 . Build a rigorous performance management system and use it. Separate performance and developmental, but ensure a heavy focus on both<br />
-. Create a learning culture. Constantly ask the difficult questions of your organisation that enables growth and the development of new skills
+. Create a learning culture. Constantly ask the difficult questions of your organisation that enables growth and the development of new skills<br />
 . Create a feedback-rich environment. Ensure constructive conversations that speak to current strengths and weaknesses, but also to one’s potential<br />
 . Focus on transitions. Create opportunities for transition within your business, and that these are set up for success as opposed to letting people merely sink or swim<br />
 . Build a principle-based organisation. Reinforce leadership as the living embodiment of your company values, at all levels of the organisation<br />
 . Remember to focus on significance. Focus on the outcomes that will make the process sustainable

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−	'''~~Content Coming Soon~~'''	+	The '''leadership pipeline''' is used to create a more systematic, visible system of identifying candidates for succession, combined with the processes for their development.<ref>Definition - What is a Leadership Pipeline [https://www.forbes.com/sites/jackzenger/2013/06/23/developing-a-leadership-pipeline-that-works/#:~:text=The%20leadership%20pipeline%20is%20used,the%20processes%20for%20their%20development. Forbes]</ref>
		+
		+	A leadership pipeline strengthens the leadership function of a company by cultivating emerging talent while enhancing [[Business Capability\|organisational 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. This leads to a more wide-ranging and holistic knowledge of the [[Business\|business]] and its inner workings. Put simply, this process is done to ensure that important leadership positions in the most prominent functions can be filled very easily by internal candidates.
		+
		+
		+	'''Components of an Effective Leadership Pipeline<ref>What are the Components of an Effective Leadership Pipeline? [https://www.insights.com/media/1104/building-a-leadership-pipeline.pdf Insights]</ref>'''<br />
		+	There are many components of an effective leadership pipeline. Just as Northouse (2004) concluded that ‘there are almost as many different definitions of [[Leadership\|leadershi]]p as there are people who have tried to define it’ (p. 2), there are probably as many successful individual components of a leadership pipeline as there are companies trying to achieve one. However, in the interest of conciseness, there are not too many better examples that Yost & Plunkett’s (2009) 7 point plan:<br />
		+	1. Start with the business strategy. Leverage the business strategy by identifying developmental experiences that are critical to achieving it<br />
		+	2. Build a rigorous performance management system and use it. Separate performance and developmental, but ensure a heavy focus on both<br />
		+	3. Create a learning culture. Constantly ask the difficult questions of your organisation that enables growth and the development of new skills
		+	4. Create a feedback-rich environment. Ensure constructive conversations that speak to current strengths and weaknesses, but also to one’s potential<br />
		+	5. Focus on transitions. Create opportunities for transition within your business, and that these are set up for success as opposed to letting people merely sink or swim<br />
		+	6. Build a principle-based organisation. Reinforce leadership as the living embodiment of your company values, at all levels of the organisation<br />
		+	7. Remember to focus on significance. Focus on the outcomes that will make the process sustainable