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Leaders at All Levels: Deepening Your Talent Pool to Solve the Succession Crisis (J-B US non-Franchise Leadership) ReviewRam Charan's "Leaders At All Levels" takes on a major crisis that exists today in most large US corporations - the shortage of leadership talent. Companies while focused on the next quarters' earnings target have ignored the hard work of building future company leaders. In a recent poll of 1380 Human Resource (HR) directors of large US companies, sixty percent said their firms have no CEO succession plan in place.The top jobs are harder now than in the past due to hyper-competition, changing technology, and a raft of emerging players from every corner of the globe pressuring companies to keep changing their game to survive and thrive. And the evidence shows that a lot of firms are not responding to it well. Why? Charan argues the state of leadership development is faulty and companies must abandon traditional leadership practices. The severe shortage of leaders is an unmistakable sign that the typical approaches to leadership are fundamentally flawed. We urgently need to get at the root causes, faulty conventional wisdom about what leadership is and how to develop it.
"Leaders At All Levels" lays out a radically new leadership-development model, "The Apprenticeship Model," which transforms leadership development from a discrete activity run by the human resources staff to an everyday process that is fully integrated into the fabric of the business and in which line leaders play a central role. The model centers on customizing and accelerating a potential leader's development and growth path.
"It is designed to give each promising leader the opportunities that are right for him/her at the fastest pace of growth he/she can handle, defining the learning in each new job and making sure the learning in fact took place before helping the leader take the next step or leap forward." It allows leaders to develop increasingly "sophisticated and nuanced versions of their core capabilities in an astonishing short time."
While Charan points out that the model is not for the faint-hearted, it does work. He validates this approach with real-world examples of its success at General Electric (GE), Colgate-Palmolive, Novartis Pharmaceuticals, Textron, and WellPoint, Inc.
The book is organized into sections including: how to recognize leadership potential (including GE's leadership criteria); how to develop a leader; how "Apprenticeship" turns potential into leaders; leadership growth through concentric learning; freedom to fail; how to manage "Apprenticeship" systemically: and choosing the CEO. It also includes tools for: rating a company's ability to develop leaders at the highest level; spotting a leader; what makes a good boss-mentor: and what to coach on.
"Leaders At All Levels" is a must read for CEOs and Boards of Directors concerned with CEO succession and leadership development. The book will also appeal to anyone who aspires to a leadership role, particularly those who feel trapped in a faulty development process. For this last group, the last chapter, "What can a leader do?" will more than justify the cost of the book.
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