At first blush, this feels a little like the many blog blurbs for “The Leadership Pipeline” by Charan and Drotter. To be fair, this is richer than most, an ind

At first blush, this feels a little like the many blog blurbs for “The Leadership Pipeline” by Charan and Drotter. To be fair, this is richer than most, an independent take on something intrinsic. For comparison, a couple other generic watered down summaries of the book: https://www.mudamasters.com/en/change-management-leadership/leadership-pipeline-rcharan-summary https://www.mudamasters.com/en/change-management-leadership/... https://www.cleverism.com/leadership-pipeline-model/ https://www.cleverism.com/leadership-pipeline-model/ As there are dozens of these, maybe it’s some sort of right of passage for blogging on LinkedIn? The main takeaway for me from the book that doesn’t seem captured by the re-blogs, but is in the second paragraph here, is that the transitions are discontinuous. The leader is not sharpening tools in a tool belt, but changing out tool belts. In this piece, author writes, “shift your mindset, and focus on building new skills that are often very different from the skills that made you successful in your previous role.” To put more bluntly: The leader must stop doing things that worked well when adjusting the system at a different scope, and now intervene completely differently. Source, for Kindle: https://smile.amazon.com/Leadership-Pipeline-Powered-Company-non-Franchise-ebook/dp/B004BA5776/ https://smile.amazon.com/Leadership-Pipeline-Powered-Company...