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
Liar, Liar, Pants on Fire. We Don’t Really Want Management Science
By Michelle Malay Carter on January 5, 2008
I?read a post at Slow Leadership about the need for more management science and the love of the quick fix by managers.? The love of the quick fix is pervasive, not just with managers but with executives, Wall Street, and Boards as well.? A lack of science?is not a problem.? A large body of science […]
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Work Levels’ Link to Strategy and Productivity – With an Evidence Base
By Michelle Malay Carter on January 3, 2008
In 2005, I attended a fascinating session led by Julian Fairfield at a Global Organization Design Society?conference.? In it, he discussed the relationship of work levels to strategy.? He presented a historical account of?organizations gaining a competitive edge by shifting their entire business strategy up by one level of complexity.? Because work levels is an […]
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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.? […]
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Not All Work is Created Equal – Exploring Work Levels 1 through 4
By Michelle Malay Carter on January 1, 2008
I talk quite a bit about work levels so I thought I would offer a?primer on work levels 1 through 4.? The work levels model provides a universal measurement system for role complexity.? Any role, in any organization, in any industry, in any country can be categorized?by?level. Work Levels and Problem Solving Capability Should Be […]
Filed Under Executive Leadership, Organization Design, Requisite Organization, Talent Management | 10 Comments
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 […]
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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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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
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