Late-Breaking Candidate Proclaims: “I’m OK, You’re OK, Let’s Fix the System”
By Michelle Malay Carter on October 17, 2008
I always tell my kids, stop being part of the problem and become part of the solution.? So I took my own advice. Click here to view my 90-second video.?? (For the life of me, I couldn’t get the video to embed.) Thanks for PalTalk for this Friday Funny.
Filed Under Executive Leadership, Strategy | Comments Off on Late-Breaking Candidate Proclaims: “I’m OK, You’re OK, Let’s Fix the System”
Where is the Leadership Wisdom? Hiding with Waldo
By Michelle Malay Carter on October 15, 2008
Have you played the game, Where’s Waldo?? The point is to search an incredibly cluttered image and isolate Waldo, who is hiding amongst the debris.?Can you find Waldo in the image to the left? We Don’t Need More.? We Need Discernment When it comes to leadership wisdom, it’s a little like Where’s Waldo.? There is […]
Filed Under Corporate Values, Executive Leadership, Requisite Organization | 2 Comments
When the Student is Ready, the Management Consultant will Appear
By Michelle Malay Carter on October 13, 2008
How often do consultants get paid not to do the client’s work but rather?to act more like athletic coaches?? Coaches get to know their players and their competition.? They help clients build a repertoire of knowledge and skills and then lie-in-wait in order to?suggest the right context within which to use those skills. What is […]
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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
Systematically Disabling 83% of Employees
By Michelle Malay Carter on September 10, 2008
The Good News Humans are ready, willing, and able to work.? It is a psychological imperative for humans.?? By work I mean, the exercising of judgment and discretion in solving problems and reaching goals.?? Because all work involves judgment and discretion, all work is creative. We are not all identically interested nor capable of equal […]
Filed Under Employee Engagement, Executive Leadership, Organization Design, Requisite Organization, Talent Management, Work Levels | 1 Comment
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
Improving Communication with a Work Levels, Attractive Leadership Framework
By Michelle Malay Carter on August 20, 2008
In my last post I talked about the elusive holy grail of leadership – effective communication.??I plan to throw a new iron into the fire on this one by discussing how an understanding of work levels can improve communication within organization. Employee’s Want RELEVANT Communication Since each work level of an organization contributes a specific […]
Filed Under Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Work Levels | 3 Comments
Organization Structure is a Business Initiative Not an HR Initiative
By Michelle Malay Carter on August 14, 2008
Playing off a line from my last post, organization structure is a business initiative, not an HR initiative.? A Missing Collective Understanding I think executives underestimate the connection between organization design as well as all of an organization’s “people” systems, i.e. compensation, performance management, talent management, and organizational sustainability. When executives push down the accountability […]
Filed Under Accountability, Executive Leadership, Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels | 4 Comments
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