Home' Trinidad and Tobago Guardian : August 6th 2013 Contents B18
Guardian www.guardian.co.tt Tuesday, August 6, 2013
The Judiciary of Trinidad and Tobago is in the process of building its organizational capabili-
ties to ensure an accountable court system where timeliness and efficiency are key hall-
marks. In this regard, the Judiciary is now seeking to recruit suitably qualified and experi-
enced individuals to fill the following contract positions:
Building Maintenance Supervisor
Court Systems and Compliance Auditor
Judicial Research Officer
Pension and Leave Officer
HOW TO APPLY
Interested persons should submit their application letters inclusive of resumes and
copies of relevant academic qualifications and two reference letters to:
(Please indicate the position of interest in the subject of the email)
For details on these positions please visit our website page at
Accreditation letters will be required for Degrees outside of Trinidad and Tobago
Terms and conditions of employment will be determined by the Chief Personnel Officer
UNSUITABLE APPLICATIONS WILL NOT BE ACKNOWLEDGED
DEADLINE FOR RECEIPT OF APPLICATIONS IS August 16, 2013
Imagine that several mid-level managers in your
organisation' are planning to retire in the next few
months, and, as a result, you're facing a serious staffing
Do you start searching outside your organisation',
or should you focus on finding people from within
the company, so that you can quickly train them for
Many organisation's spend a lot of time searching
for good people for their leadership teams. It's often
most efficient to promote from within, as internal
people are "known quantities," and are already familiar
with how the company works.
However, many organisation's don't have a process
in place for "growing their own leaders," so they need
to search for outside talent to bring in.
About the model
Ram Charan, Stephen Drotter, and James Noel
developed the Leadership Pipeline Model, based on
30 years of consulting work with Fortune 500 com-
panies. They published the model in their 2000 book,
"The Leadership Pipeline," which they revised in 2011.
The model helps organisation's grow leaders inter-
nally at every level, from entry level team leaders to
senior managers. It provides a framework that you
can use to identify future leaders, assess their com-
petence, plan their development, and measure results.
Put simply, you can use the model to think about
how you'll train your people to take the next step up
the leadership ladder.
According to the model's developers, leaders progress
through six key transitions, or "passages," in order to
succeed. These six leadership transitions are show in
Figure 1, below.
Each leadership stage needs different skill-sets and
values, and, at each transition, leaders have to develop
these in order to lead successfully.
According to the model, senior leaders in the organ-
isation' should mentor more junior managers through
each leadership transition, to ensure that they're using
the appropriate skills for their current level. Staying
"stuck" without the right skills, even if the manager
progresses upward, can cause leaders to stagnate,
become ineffective, and, ultimately, fail.
Uses of the Model
There are several benefits of using the Leadership
First, promoting leaders from within is better than
searching for outside talent. These outside leadership
stars often flit from one organisation' to the next,
looking for the best opportunities, and leaving the
organisation's they have finished with to fill the gaps.
The model's "pipeline" ensures that organisation's
have a steady stream of internal candidates qualified
for open leadership roles.
The Leadership Pipeline encourages leaders to devel-
op new skills and mind-sets for leading at the next
level, rather than reverting to those used at the previous
level, and this increases their flexibility and effec-
If an organisation's culture focuses on developing
existing employees, this can raise the morale of the
entire workforce. When people see opportunities to
advance, staff turnover goes down and productivity
and engagement go up. Furthermore, the investment
in development pays off, because professionals stay
with the organisation' longer.
As well as being useful for organisation's that want
to develop the next generation of leaders internally,
this model is also helpful for planning your own career
trajectory. Because you can identify the skills and
approaches that you'll need for each transition, you
can start to prepare yourself for your next promo-
Applying the Model
Let's look at the six transitions in the Leadership
Pipeline Model, and discuss how you can prepare people
to make these transitions successfully.
From Managing Self to Managing Others
When someone is transitioning from working
independently to managing others, a signif-
icant change in attitude and skill set must take place.
The new leader is now responsible for getting work
done through others -- a drastically different style of
Continued on Page B19
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