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... progress include:
• 20 CEO succession plans and installation of a succession planning process for 30 others,
• 12 major corporate organization structure redesigns,
• 1300 in-depth executive assessments, and
• numerous executive development programs focused on leading the human side of the business and several hundred individual coaching sessions.
He is co-author of The Leadership Pipeline and The Succession Planning Handbook for the Chief Executive.
After earning a degree in Economics from Amherst College in 1964, he graduated from General Electric’s Employee Relations Management Program. He held a series of increasingly responsible Human Resource positions in the Aerospace, Industrial Products, and Consumer Goods businesses at GE (1964-1978). Executive assessment and selection, succession planning, manpower planning, management development, compensation, and organization planning were his areas of concentration. He was one of the original designers and implementers of GE’s world-famous succession planning process.
At INA Corporation (1978-1983), he first headed Organization and Management Development. Later, as Vice President–Employee Relations and Development, he had full responsibility for all Human Resources activity at this Insurance, Health Care and Investment Banking conglomerate. Executive assessment, executive compensation, succession planning, manpower planning, policy development, and leadership development were areas of special emphasis. He was a member of the Policy Committee and led a HR organization of 300 people.
As Senior Vice President-Corporate Human Resources at Chase Manhattan Corporation (1983-1985), he had full responsibility for all Human Resources activity on a worldwide basis. The Human Resource function in Chase numbered over 600. Executive compensation, executive assessment, manpower planning, leadership development, expatriate compensation, and staff reduction were his major areas of concentration. He was a member of the Policy committee and a board member of Chase Delaware.
Drotter Human Resources was founded in 1985 and has served over 100 companies.
At the center of Drotter’s architecture is the Leadership Pipeline, originally developed by Walt Mahler. It may look like an organizational chart, but it isn’t. It is instead a succession blueprint for moving leaders through a well-planned pipeline that intrinsically tests them in their current levels, and prepares them for success in the levels above. This empirically developed model is based on differentiation of required output.
Start Point - Self Management
Passage One (to first line management) - Managing Others
Passage Two (to managing other managers) - Manager of Managers
Passage Three (to managing functions or departments) - Functional Managers
Passage Four (to leadership autonomy) - Business Managers
Passage Five (to holistic leadership) - Group Managers
Passage Six (to visionary leadership) - Enterprise Managers
Steve’s clients include:
American Express, Anheuser Busch, Bank of Oman, Bertelsmann Music Group, Chase Manhattan, Citicorp, E I DuPont, GE Aerospace, GE Capital, GE Power Systems, GE Transportation Systems, Goodyear, IBM, Ingersoll-Rand, Kraft General Foods, Marriott, Merck & Company, National Australia Bank, Novartis, Philip Morris, State Bank of New South Wales, Telecom Australia, and many more.
Steve has worked within 22 different countries.
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- Succession planning in the 21st century
- Winning the War for Leadership Talent
- Tapping Leadership Potential
- Distinct Leadership Levels
- Leaders and Complexity
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