How to Avoid Scapegoat Syndrome – Understand Work Levels
By Michelle Malay Carter on August 14, 2009
Scenario:? A safety violation occurs at work on the front line.? Who is accountable? ?Understanding work levels can answer this question. Bye Bye Employee Engagement Holding the wrong person accountable reduces trust and fairness, and these are two precursors to engagement. Work Level 1 Accountability – The Front Line Employee Work to procedures and training.? […]
Filed Under Accountability, Employee Engagement, Executive Leadership, Organization Design, Requisite Organization, Work Levels | 5 Comments
Esther Dyson, Thought Leader on Engagement, Leadership, and Accountability
By Michelle Malay Carter on June 29, 2009
I read Art Kleiner’s strategy+business interview with Esther Dyson, a thought leader in the field of high tech innovation.? Some thoughts from this article parallel what I’ve been saying here at Mission Minded Management.? (Emphasis added) On Engagement “The really good marketers will become much more clever about what they do, and engage with people […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, High Potential, Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels | Comments Off on Esther Dyson, Thought Leader on Engagement, Leadership, and Accountability
Requisite Felt Fair Pay – Key Elements, Principles and Texts
By Michelle Malay Carter on June 18, 2009
The following is part thee of a three-part post on Felt Fair Compensation. ?See Part 1 and Part 2 here. This Felt Fair Pay series was authored by my colleague, Barry Deane of PeopleFit Australasia.? My hat is off to him for addressing the topic so thoroughly and for backing it with historical data and […]
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Is it Possible to Agree on What Fair Pay Is? Science-Based Felt Fair Compensation ? A 60 Year History
By Michelle Malay Carter on June 17, 2009
The following is part two of a three-part post on Felt Fair Compensation.??See Part 1 here. This Felt Fair Pay series was authored by my colleague, Barry Deane of PeopleFit Australasia. My hat is off to him for addressing the topic so thoroughly and for backing it with historical data and research citations. Over 60 […]
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The Predictable Outrage over Outrageous Executive Pay
By Michelle Malay Carter on June 16, 2009
The following is part one of a three-part post on Felt Fair Compensation.? This Felt Fair Pay series was authored by my colleague, Barry Deane of PeopleFit Australasia.? My hat is off to him for addressing the topic so thoroughly and for backing it with historical data and research citations. Paying Executives More For Less? […]
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Requisite Organization Design Ensures Managers Can be Leaders
By Michelle Malay Carter on June 7, 2009
Organizations expend tremendous resources trying to whip individual managers into being leaders via training, coaching, inspiring, punishing, demanding, pleading… Although these various approaches may, in fact, provide some results, if your organization design is structurally flawed, even your most motivated, knowledgeable and well trained manager leaders will be rendered impotent. Who is MacroManaging Our Organizations? […]
Filed Under Executive Leadership, Organization Design, Talent Management, Work Levels | 2 Comments
Appropriate Focus? – A Friday Funny
By Michelle Malay Carter on June 5, 2009
A while back I wrote a poem about focusing upon the right things.? This sign reminded me of that poem.? (Be sure to squint read the fine print.)? The sign is for your Friday funny pleasure.? I was serious when I wrote the poem. I’m OK.? You’re OK.? Let’s fix the system. Seek and Ye […]
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Requisite Organization Design – Flat Ain’t All That, but Neither is Fat
By Michelle Malay Carter on April 29, 2009
A client who is undergoing a Requisite Organization implementation received the following question from an employee, and I helped craft a response which you can read below.? They modified my suggested response before diseminating, and I added the pithy subheads before posting this. With more companies moving away from hierarchy-type organizations, how is a deeply […]
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Young, High Potential Leaders – Use Wait Time to Build Character
By Michelle Malay Carter on March 25, 2009
In terms of requisite cognitive capability, high potentials graduate from college with the ability to problem solve at work level 3 or 4.? Which loosely translates into a director or vice president type role within an organization.??I say?loosely because?we know without a collective understanding that a universal measurement system exists for work, titles are useless […]
Filed Under Employee Engagement, Executive Leadership, High Potential, Personal Observation, Talent Management, Work Levels | 8 Comments
Job Analysis via Time Span of Discretion – A Universal Level of Work Measure
By Michelle Malay Carter on February 25, 2009
Titles are Paper Tigers Relying on titles to compare roles for any purpose is dangerous business.? There is simply too much variation. Scientifically Validated, Universal Measure So what is a universal, reliable way to measure the level of work of a role?- time span of discretion, as discovered by Elliott Jaques.? Time span of discretion […]
Filed Under Executive Leadership, Organization Design, Requisite Organization, Work Levels | 2 Comments
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