Identifying Candidates for Leadership
A critical task in the succession planning process of any
organization is identifying candidates. Traditionally,
candidates have been identified based on past performance. While
this seems logical, it is problematic in practice.
Past performance always measures success in a lower-level
position. What is needed in succession planning is a system to
identify potential for success in a future higher-level
position. The best predictive model I have found is the
Leadership Pipeline Model by Charan, Drotter, and Noel.
The Leadership Pipeline provides a model that describes the
skills, time applications, and values required to succeed at
different levels in the organization. While most leadership
models and theories describe characteristics of leaders in
general, the Leadership Pipeline describes specific criteria for
success in transitioning from one level to the next.
The Leadership Pipeline Model helps us to see the importance of
identifying candidates for positions throughout the entire
organization. The pipeline must be continuously filled with
leaders who have been identified for development for the next
higher level. A pipeline clog at one level will clearly harm
leadership development and succession throughout the entire
organization. What is needed is a carefully monitored system for
developing in-house talent from front-line supervisors to CEOs.
At GE and Citicorp, two companies using the Leadership Pipeline
Model, leadership passages from one level to the next are seen
as