The Employee Contract – Are We Buying Outputs or Renting Capability?
By Michelle Malay Carter on November 4, 2008
Expanding upon my last post on managerial accountability … when you hire an employee, my friend and colleague Herb Koplowitz says, “You are renting employee capability not buying outputs.” Herb helped write the FAQ section for the Global Organization Design Society which has just redesigned its website.? Check it out here.? It has a large,?free […]
Filed Under Accountability, Requisite Organization, Strategy, Talent Management | 2 Comments
Managerial Accountability Is Not Missing; It’s just MISPLACED
By Michelle Malay Carter on October 29, 2008
Last week I pointed you to an article by Samuel A.?Culbert, Get Rid of the Performance Review.? I thought it was well written, but I’m not in 100% agreement with some of his proposed solutions, particularly around accountability. Culbert says, “The alternative to one-side-accountable, boss-administered/subordinate-received performance reviews is two-side, reciprocally accountable, performance previews.” Performance Previews […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Requisite Organization, Talent Management | 13 Comments
Leadership Gut Check – Performance Reviews
By Michelle Malay Carter on October 23, 2008
Eschew the Performance Review I wrote earlier this week about best intentions not leading to best practices.? Even if we were to grant that performance reviews started with the best of intentions – they have wandered dangerously off course. Deming argued against them back in his day.? I’ve argued against them myself.? But this Machine […]
Filed Under Accountability, Managerial Leadership, Requisite Organization, Talent Management | 2 Comments
Best Intentions Don’t Equal Best Practices – Ask the Bigger Questions of Your Systems
By Michelle Malay Carter on October 20, 2008
I believe in people.? Their inherent goodness.? Their desire to contribute.? To do well by themselves and others.? But clearly, this does not always translate into best practices.? Sometimes to do right by ourselves, our systems force us to do wrong by others. Whoa!? Where Did?We Go? Many times we start out doing something for […]
Filed Under Accountability, Corporate Values, Executive Leadership, Requisite Organization | 4 Comments
Talent Management – What HR Should Have Done
By Michelle Malay Carter on September 23, 2008
In last week’s post, Performance Evaluations, Rating Scales and Fraud, I discussed a manager who had a performance review returned to him from HR. He was told by HR to lower the ratings he gave his stellar employee because, “You can?t rate every line item a 5 out of 5”.? In other words, he was […]
Filed Under Accountability, Employee Engagement, Executive Leadership, Managerial Leadership, Requisite Organization, Talent Management, Work Levels | Comments Off on Talent Management – What HR Should Have Done
When is Fraud OK? Ask HR
By Michelle Malay Carter on September 17, 2008
I’m picking on HR this week to make a point about the general lack of systems thinking within organizations, most particularly in the area of “people systems”. Executive Ignorance is Costly As I’ve stated before, I think the tarnished reputation of?Human Resources?is a result of a lack of collective consciousness on the part of executive […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Requisite Organization, Strategy, Talent Management | 1 Comment
Performance Evaluations, Rating Scales, and Fraud
By Michelle Malay Carter on September 15, 2008
Here is yet another real-life example of how performance evaluations can be a sham and?often do more harm than good. The Background My overqualified friend began a new job as a paralegal within a corporate law department several months ago.? Her manager was new to the corporate law environment as well, having come from a […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 3 Comments
Why Organizations Fail – By Work Level
By Michelle Malay Carter on September 4, 2008
Work Level 7 – Failure to identify or respond to global trends Work Level 6 – Failure to align divisional performance with the mission Work Level 5 – Failure to react to changes in objectives and targets Work Level 4 – Miscalculation of constraints across organizational units Work Level 3 – Misallocation of tools and […]
Filed Under Accountability, Organization Design, Requisite Organization, Strategy, Work Levels | 2 Comments
Are Ad Hoc Organizational Structures Trustworthy?
By Michelle Malay Carter on September 2, 2008
As a follow up to my Boundaries are Liberating train of thought, I’d like to do some more stumping for the necessity for more thoughtful, intentional, requisite organizational structure.? I live in the US and we are fortunate to have a fairly sophisticated, safe road system.? As I drive around each day, I am not […]
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The Lowest Hanging Fruit in Managerial Leadership – Effective Task Assignment
By Michelle Malay Carter on August 25, 2008
With all the curriculum out there -?from supervisory training to MBAs to leadership courses, you would think that?effective task assignment?techniques would be at the top of the list.? My experience is that it is not.? Managers I’ve met have usually had?more Myers Briggs training than they have effective task assignment training. What does an effective […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Requisite Organization, Talent Management | 2 Comments
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