• Passage One: From Managing Self to Managing others
• Passage Two: From Managing Others to Managing Managers
• Passage Three: From Managing Managers to Functional Manager
• Passage Four: From Functional Manager to Business Manager
• Passage Five: From Business Manager to Group Manager
• Passage Six: From Group Manager to Enterprise Manager
• Passages Through The Pipeline

 (Workshop 1: Discussion)

• The rising power & expectations of individual contributors
• Three achievements of terrific First-Time Managers
  • Defining & assigning work to be done
  • Enabling direct reports to do the work
  • Building social contracts
• Pipeline-Unclogging Tactics
• Who is responsible?

 (Workshop 2: Discussion & Presentation)

• Five signs of a misplaced Manager of Managers
• What Managers of Managers should do
  • Selecting and training First-line Managers
  • Holding First-Line Managers Accountable for Managerial Work
  • Deploying resources among units
  • Managing the boundaries
• How to help Managers of Managers Through This Leadership Passage

 (Workshop 3: Group Activity & Discussion)

• Maturing into a Functional Leader Role
• A strategic mindset, a holistic approach
• Valuing what you don’t know
• Identifying dysfunctional signs
• Developing mature, strategic, whole-function managers

• Thinking Differently
• Managing the Complexity
• Learning to value all functions
• Being highly Visible
• Addressing the challenge of E-Commerce
• Warning signs of leadership transition troubles
• Development options: Self-Learning, New Experiences, and Reflection

• Succeeding Indirectly
• Managing & Developing Business Managers
• Connecting the Business to the Corporation
• Managing the uncovered
• Warning signs
• Developing Group Executives

 (Workshop 4: Video 1 )

• Delivering consistent, predictable top and bottom line results
• Setting enterprise direction
• Shaping the soft side of the enterprise
• Maintaining an Edge in Execution
• Managing the Enterprise in a Broader, Global Context
• A significant Value Shift

 (Workshop 5: Role Play)

• Three good reasons to diagnose early and often
• A tool to look beyond what got done
• Diagnostic steps
• Skipping Levels: The brightest aren’t always the best

 (Workshop 6: Discussion and Presentation)

• The Relevance of Role Clarity
• Defining Performance Standards
• Using Performance Standards to Develop Leaders
• Strategies for Getting to Full Performance

• Transforming Potential From a Negative to a Positive
• Setting clear standards to assess potential
• How to do succession planning that fills the pipeline

(Workshop 7: Discussion and Presentation)

• Selecting the wrong person
• Leaving the wrong person in the job too long
• Failure to seek or listen to feedback
• Defining jobs poorly
• Institutional failure
• Coaching Framework
• Clear, complete, compelling feedback

(Workshop 8: Discussion and Presentation)