Building a leadership pipeline
ISBN: 978-0-76230-723-4, eISBN: 978-1-84950-082-1
Publication date: 22 June 2001
At the outset, I would like establish that there are no simple answers or magical solutions to quickly address the complex challenges of developing an effective supply of leadership talent. The concepts and insights provided here reflect the collective wisdom of a talented team of professionals within Johnson & Johnson who are responsible for the executive development of its senior leadership team. Over the past three years our department team has been effectively delivering senior-level leadership experiences, while at the same time conducting extensive internal and external research and developing approaches to strengthen the Johnson & Johnson leadership pool.
Our lessons learned over this period of time can be boiled down into these four factors: • ⊎|Simplicity is the keystone to adoption. When plans or strategies get so complex that they can not be effectively described to your key stakeholders within five minutes, you are headed down the road of organizational “mumbo jumbo,” which then only the content experts will understand and value. • ⊎|Alignment, with the business imperatives, sustains engagement. If success is dependent on the commitment of line leadership, then the investment of their resources must directly contribute to the achievement of the their business goals. • ⊎|Synergy is achieved through integration. While there are multiple processes involved in the development of leadership talent, it must function as a synchronous operation in order to produce the greatest impact. • ⊎|Execution is critical to learning; learning is critical to success. Success is achieved through refinement of imperfect strategies and applications.
Corace, C.J. (2001), "Building a leadership pipeline", Advances in Global Leadership (Advances in Global Leadership, Vol. 2), Emerald Group Publishing Limited, Bingley, pp. 309-325. https://doi.org/10.1016/S1535-1203(01)02125-6
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