The leadership Pipeline
Working with emerging leaders
“Great leaders do not become great by continuing to do the same things that made them successful earlier in their career.”
I was first introduced to this model by the rather excellent The Performance Coach (whose material I reproduce here). Like all great models, its simplicity belies a deep sophistication that informs our 1-2-1 transition coaching work and our ‘Being a Leader’ programme for emerging leaders.
Why is it so powerful?
An emerging leader can place themselves firmly in context. It compels emerging leaders to ‘let go’ of previous success to create room for the ‘new role’.
It identifies the transition challenges that exist at each stage. Working with a coach can then help deal with the emotions and behaviours triggered by the transition – hope, excitement, fear, loss.
Organisations have embraced the model to aid with succession planning and leadership development programmes, giving it wider credibility and acceptance.
The real benefits come, however, when it is used in conjunction with other approaches (Logical Levels, Emotional Intelligence and Appreciative Inquiry, for instance), that look at emerging leaders holistically. For example, by using the Dilt’s model we are able to raise-awareness about Purpose and Meaning as part of a leader’s development. We’ll be blogging about Dilt’s Logical Levels next.
If you're interested in finding out more, drop us a line for a confidential chat. In addition, Mindtools have a great summary of the leadership pipeline model here.