CEO Pay – A Friday Not So Funny

By Michelle Malay Carter on February 7, 2008 

If you’ve been reading all week about felt?fair compensation, then what I am about to say has already probably occurred to you. Not All CEO Roles Are Created Equal Not all organizations have an equal number of work levels.? As an organization becomes more complex, more work levels are necessary to carry out the strategy, […]

Filed Under Accountability, Corporate Values, Executive Leadership, Felt Fair Compensation, Requisite Organization, Work Levels | 5 Comments

How the Compensation Industry Machine Silenced a Circumventor – A True Story

By Michelle Malay Carter on February 5, 2008 

A Quashed Circumvention of the Compensation Industry Machine In the late sixties and early seventies, the compensation industry was abuzz with the groundbreaking Honeywell study I talked about in my last post that found that time span of discretion was correlated with felt fair pay at the +0.86 level. Defensiveness Rather than Curiosity Instead of […]

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If We Really Understood Work, Compensation Would Be a No Brainer

By Michelle Malay Carter on February 4, 2008 

Excavating A 50-Year Old Groundbreaking Compensation Study A major compensation study was conducted at Honeywell in the 1960’s.? The results of that study, which was the PhD dissertation of Roy Richardson, were published in the book, Fair Pay and Work.? Click here for a book review excerpt?with summary results?displayed along with corroborative study information. The […]

Filed Under Executive Leadership, Felt Fair Compensation, Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels | 3 Comments

Circumventing the Machine – Wake Up! The World is Changing

By Michelle Malay Carter on January 27, 2008 

I watched a video presentation by two futurists called Media Megatrends.? In it, Glen Hiemstra mentions that his assistant, a member of the?younger?”digital native” generation, remarked that once her phone/mobile device?had projection capability, she would no longer need a computer.? With projection, she could watch video on any wall, and she could type on any […]

Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Talent Management | 1 Comment

Organizational Silos? No One to Blame but the CEO

By Michelle Malay Carter on January 23, 2008 

In my last post, I said that the manager owns the output of his team, as it is his accountability to integrate the work of the team. Therefore, when organizational silos exist between the functions, the person who owns all the functions, usually the CEO,?is not doing his job to integrate the work of the […]

Filed Under Accountability, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Strategy | 9 Comments

Integrating the Work of the Team – When the Left Hand Disagrees with the Right

By Michelle Malay Carter on January 21, 2008 

Managers own the output of their team.? Hence, seamless integration of each team member’s work?need be a critical managerial leadership accountability.? Is it?? Has your manager every held you specifically accountable for integrating the work of your team?? Did you discuss this concept in your MBA program? How Hierarchies Work? In a managerial hierarchy,?any given?manager […]

Filed Under Accountability, Corporate Values, Executive Leadership, Managerial Leadership, Requisite Organization | 3 Comments

Changing the Conversation about Work – A Friday Funny

By Michelle Malay Carter on January 17, 2008 

Have you heard – I’m OK.? You’re OK.? Let’s fix the system?? If you hadn’t noticed, I’m determined to change the focus of the conversations?being had about talent management, organization design, and leadership.? Why?? Because I imagine what work could be, and I want that for people.? AT&T does a great job of capturing “what […]

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Science Doesn’t Lie, But Liars Can Use Science (and Idiots too)

By Michelle Malay Carter on January 16, 2008 

The Invisible Killer – Dihydrogen Monoxide Dihydrogen monoxide is colorless, odorless, tasteless, and kills uncounted thousands of people every year. Most of these deaths are caused by accidental inhalation of DHMO, but the dangers of dihydrogen monoxide do not end there.? Prolonged exposure to its solid form causes severe tissue damage.? Symptoms of DHMO ingestion […]

Filed Under Accountability, Employee Engagement, Executive Leadership, Organization Design, Personal Observation, Requisite Organization, Strategy, Talent Management | 2 Comments

Why We Resist Positional Power – One Third of Employees Have Managers Who Can’t Be Their Leader

By Michelle Malay Carter on January 15, 2008 

Positional power, like hierarchies, is getting a bad rap from the kumbaya crowd these days.? No one appreciates abuse of power, and I am not denying its prevelance.?? However, eliminating positions within organizations is ludicrous.? Positional power is not inherently a bad thing.? What is bad is the confounded systems and unvalidated criteria that organizations […]

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Who is Accountable for Hiring Mistakes? Who Owns the Selection System?

By Michelle Malay Carter on January 14, 2008 

Organizations have a habit of mismatching. Research shows that: 35% of employees are mismatched to their jobs, i.e. have problem solving capability over or under their job, leaving them bored or incapable. 39% are mismatched to their managers, i.e. their manager does not have problem solving capability exactly one level above the employee, leaving the […]

Filed Under Accountability, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 2 Comments

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