Are Your Employees Fully Present at Work? Coping with Convoluted Systems
By Michelle Malay Carter on January 8, 2008
Much energy within organizations is channeled into coping and compensating for poor systems.? Instead of fixing the toaster, we set up entire departments of burned toast scrapers. Organizations could release a mother-lode of energy if the re-engineered and integrated their people systems, their organizational structure, and their managerial leadership frameworks to enable productive work. Then, […]
Filed Under Employee Engagement, Executive Leadership, Organization Design, Requisite Organization, Strategy | 4 Comments
Work-Levels Goggles – A Business Strategy Tool
By Michelle Malay Carter on January 2, 2008
My last post was about work levels.? I gave an example of how sales work?looks different at different levels.? I’ve also said that innovation looks different at different levels. Work Level Examples from the World of Recruiting I was reading Amitai Givertz’s?Recruitomatic Blog which led me to an older?post by Jeff Hunter’s Talent Seeker blog.? […]
Filed Under Employee Engagement, Executive Leadership, High Potential, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Talent Management | Comments Off on Work-Levels Goggles – A Business Strategy Tool
Making the High Road Accessible – My Hope for 2008 and 2009 and 2010…
By Michelle Malay Carter on December 28, 2007
I’m feeling philosophical at year’s end – an intriguing mix of sadness and restlessness?tempered by faithfulness and hopefulness. Systematically Building Trust?through Integrated, Consistent Systems Design One of the greatest attractors I have toward Elliott Jaques’ total-systems Requisite Organization model for organization design and managerial leadership?is that it is the epitome of the high road.??I believe […]
Filed Under Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Personal Observation, Requisite Organization | Comments Off on Making the High Road Accessible – My Hope for 2008 and 2009 and 2010…
Using Requisite Science to Design Work-Enabling Organizations
By Michelle Malay Carter on December 20, 2007
This post is a continuation from yesterday’s post in which I mentioned that we were able to predict the turnover of specific individuals within a client’s?organization.? I promised to tell you more on how we spot?under-utilization?today. Management Science Should Take a Page from Physical Science An analogy:? An understanding of work levels and its relationship […]
Filed Under Employee Engagement, Executive Leadership, High Potential, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 3 Comments
Predicting Turnover – It’s not Rocket Science; It’s People Science
By Michelle Malay Carter on December 19, 2007
We conducted a Talent Pool Evaluation for a client years?ago and found?four out of tweleve?of their district managers?had problem solving capability one level above?the District?Manager?role.?? Underutilized Employees Are At High Risk for Turnover? When we mentioned these particular District Managers to the client, she said these employees needed little training upon hiring and required no […]
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The Perfect Job Title?
By Michelle Malay Carter on December 18, 2007
Google is currently recruiting for a Director of Other.? This sounds like a?dream job?because it affords?the potential to clench the proverbial best of both worlds.? Imagine the freedom to set your own agenda.? If you are given an assignment that does not interest you, you can say:? “Obviously, that doesn’t fall into the category of […]
Filed Under Accountability, Employee Engagement, Personal Observation | 5 Comments
When Everyone is Accountable, No One is Accountable – The Team Accountability Fantasy
By Michelle Malay Carter on December 16, 2007
When?a project fails, people cover their tails trying to avoid being blamed.? (This sounds like it could be the beginning of a limerick, but I digress.)? One main reason projects fail in the first place is due to the failure to assign an accountable project leader. The Slippery Slope of Egalitarianism The idea of an […]
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When We Lose Hope, We Cope – A Friday Serious with a Funny Ending
By Michelle Malay Carter on December 14, 2007
We all have our default coping mechanisms for dealing with stressful situations.? Some try to?dominate and intimidate.? Others accommodate and people please.? Others try to hide and withdrawal. The raw material for our “mechanism of choice”?begins with our natural hard-wiring and then we develop and refine it in a delicate dance of trial-and-error with our […]
Filed Under Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 2 Comments
Managerial Leadership – What Doesn’t Get Measured, Doesn’t Get Done
By Michelle Malay Carter on December 11, 2007
One of the services we offer our clients is a Leadership Scan.? We interview employees about whether basic managerial leadership practices are occurring in their department.? Further, we check to see whether?these practices are a simply a positive anomaly or whether they are specifically codified and organizationally system-supported. One of the questions we ask is:? […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization | 3 Comments
Playing the Character Card Exclusively – Let’s Get a New Deck
By Michelle Malay Carter on December 9, 2007
Clemson University professor of management, Terry Leap, wrote an Article in the Wall Street Journal entitled, Keys to Spotting a Flawed CEO,?which gave a list of behaviors which should call into question a CEO’s character.? Michael McKinney’s Leading Blog featured the list of suspect behaviors,?and I, as a commenter, suggested that some of the behaviors […]
Filed Under Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 2 Comments
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