managers themselves, with the aid of computer systems. This can significantly
improve efficiency on a daily basis. Cisco Systems’ “Self Service Manager” offers a
wealth of illustrative material. Numerous tools – from data updates for employees,
ranging from individual payments to team assessments – provide facilitate work
and expedite processing. In short, the management development must always be
close to the strategic and operational work of the leader, or else it loses its effect.
4.1.2.3 The Next Generation in the Pipeline
An important contribution in this regard has been supplied by the Americans Ram
Charan, Stephen Drotter and James Noel, who have worked for large corporations
such as General Electric, Philip Morris, and Citibank (see Charan et al. 2001).
The three authors show how their companies optimally develop managers in-house.
The starting point of their considerations is the fact that it is not important to train
executives for certain qualities and abilities. Rather, it is a question of supporting
them in the critical phases that each must go through by means of appropriate
measures. The transitions from one leader to the next are especially important, as
the requirements of the new job are taught and trained. Only in this way will the
company’s “leadership pipeline” always be sufficiently well stocked.
Essentially the three management experts identify six critical passages on the
way from the expert to the chairman or chairwoman of the board:
From Managing Self to Managing Others – from specialist to team leader
From Managing Others to Managing Managers – from team leader to supervisor,
with executives of your own
From Managing Managers to Functional Manager – from supervisor to department
head (such as head of marketing or human resources)
From Functional Manager to Business Manager – from department head to director
of a business unit, profit center or subsidiary
From Business Manager to Group Manager – from head of a business unit to
director of several business units in the same region or sector
From Group Manager to Enterprise Manager – from director of several business
units to chairman or chairwoman of the board
At every turn there are three central aspects of leadership that should be actively
influenced by development and coaching activities:
requirements and associated skills
time-related requirements for certain management functions and associated new
priorities
values and norms, i.e., what is relevant for leaders on this specific level (Fig.4.2)
By way of example, there is a difference between leading experts and leading
managers. As a “manager of managers,” I have to make sure that I do not interfere
with their daily business. At the same time, I have to ensure that the executives
assigned to me perform their actual management tasks and not the work of the
198 4 More Than Just Talking or: The Instruments of Systemic Leadership