Operationalizing Innovation – Accountabilities by Work Level
By Michelle Malay Carter on April 28, 2008
I’ve said before that innovation should be an expectation at all levels, but innovation will look different at different work levels. All work has creative elements to it. Current Operations Versus Strategic Innovation at the bottom three levels of the organization will add value to current operations. Levels 4 and up should be adding “strategic” […]
Filed Under Accountability, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Work Levels | 3 Comments
You Don’t Get to Choose Your Legacy – Will History Be Kind to You?
By Michelle Malay Carter on April 11, 2008
Of all his contributions to society, Elliott Jaques’ term “mid life crisis” has been the most renowned. From the perspective of potential to change work life as we know it, it’s pretty far down the list. Yet, Jaques’ other work, which represents a science-based, systems approach toward accountability, engagement, and effectiveness within organizations, remains largely […]
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Requisite Organization Training Course – June 4 – Raleigh-Durham, NC, USA
By Michelle Malay Carter on April 9, 2008
Now that I’ve bashed training as nothing more than lipstick on a pig, I thought I’d offer some. Quite a bit of what I write and rant is rooted in Elliott Jaques’ meta-model, Requisite Organization. On June 4, I’ll be leading a short course on some of the basics of the model and their implications […]
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If a Tree Falls in the Woods, How Will It Affect Its Performance Appraisal?
By Michelle Malay Carter on April 8, 2008
If a man speaks in the woods and there’s no woman around to hear him, is he still wrong? Being a woman, I found this humorous, I would credit the author but do not know who she is. On an organizational level, the question becomes: If a staff member gives advice to a line manager, […]
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Is Training Anything More Than Putting Lipstick on a Pig?
By Michelle Malay Carter on April 2, 2008
A friend sent me a Financial Times article written by Sathnam Sanghera, a gentleman who was thrilled when his Icebreaker training course was canceled.? Even though I frequently play the role of trainer, I found it a funny article worth a read. In the article, Sathnam cited these statistics: In 2006, Hudson, a New York […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Talent Management | 7 Comments
Trouble in Egalitarian Paradise – San Francisco Strippers Go Co-Op
By Michelle Malay Carter on March 31, 2008
Egalitarianism sounds good in theory but falls apart in practice. Everyone takes credit when times are good. When things go badly, it was someone else’s fault. Egalitarianism often includes the dismantling of structure, processes, and policies. The mindset being – we’re all good, hard-working people. If everyone does the right thing, we’ll be OK. This […]
Filed Under Accountability, Corporate Values, Employee Engagement, Organization Design, Requisite Organization, Strategy | 3 Comments
Good Friday Freebie – Digital Book: Organization Design, Levels of Work and Human Capability
By Michelle Malay Carter on March 21, 2008
Free Digital Book I authored a chapter in an edited book published last summer, Organization Design, Levels of Work and Human Capability. If you like the content of this blog and want to read more about the history and application of Elliott Jaques’ meta-model Requisite Organization, click here, fill out a survey for the Global […]
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Operationalizing Engagement via Managerial Leadership
By Michelle Malay Carter on March 10, 2008
Three of Four Employees?Would Leave if They Could? The most recent Wall Street Journal/Society for Human Resource Management survey reports that as many as 75 percent of your employees are exploring other opportunities. Consolidated Engagement Study Results? In “Employee Engagement: A Review of Current Research and Its Implications,” The Conference Board consolidated 12 major studies […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 2 Comments
Requisite Managerial Authority Four – Employee Deselection versus Termination
By Michelle Malay Carter on March 6, 2008
Creating an Accountability Culture Today is post four on the Requisite Organization model?s four minimum managerial authorities that are prerequisites for creating an accountability culture. For those arriving late,?welcome, click to read?number one, two, and three. Managerial Authority Four: Managers shall have the authority to initiate removal of a non-performing employee from his role. Once […]
Filed Under Accountability, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 4 Comments
Creating An Accountability Culture – Prerequisite Three
By Michelle Malay Carter on March 5, 2008
Today is post three on the Requisite Organization model’s four minimum managerial authorities that are prerequisites for creating an accountability culture. For those arriving via search engine, here is requisite authority 1, and here you can find number two. Requisite Authority Three: Managers shall review, recognize, and reward their employees’ effectiveness. When written, this seems […]
Filed Under Accountability, Employee Engagement, Managerial Leadership, Requisite Organization, Talent Management | 3 Comments