Leadership Pipelines

Start with a success profile

For each key role, define five to seven capabilities with observable behaviors and evidence examples — "runs a weekly coaching conversation" beats "good with people." Profiles turn development from favoritism into a transparent standard anyone can work toward.

Development is reps, not courses

The 70-20-10 rule holds on the frontline: most growth comes from doing the work (stretch assignments), a fifth from coaching, a tenth from content. Design accordingly:

• Stretch briefs — real outcome, clear guardrails, decision rights, and a review date.
• Coaching touches — the candidate's manager runs GROW on the assignment weekly.
• Just-enough content — a guide or workbook to prime the rep, not replace it.

Make succession signals visible

Run a lightweight talent review each quarter: for each candidate — readiness (now / 6 / 12 / 24 months), the next rep they need, and who sponsors them. Sponsorship matters more than advice: visibility and opportunity move careers; feedback alone doesn't.

A pipeline exists when the departure of any one leader is an event, not an emergency.

Watch the health metrics

Two numbers tell you if the pipeline is real: what percentage of leadership openings are filled internally, and how long a role runs vacant before someone ready steps in. Both are lagging indicators of the reps you're scheduling today. Templates — success profile, stretch brief, talent review grid — are free.