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