How to Assess Potential for Succession Planning and Development
By Michelle Malay Carter on November 12, 2007
Although?it’s becoming clear that?succession planning is important, a Harvard Business Review study finds 60% of US companies have no plan in place.? Why is no one planning for succession?? Because managers have a conscience!? I suspect the whimsy, inconsistent, politically-laden assessing-potential processes most organizations resort to using leave managers feeling queasy and sleazy.? No wonder […]
Filed Under Executive Leadership, High Potential, Managerial Leadership, Requisite Organization, Succession Planning, Talent Management | 6 Comments
Corporate Collateral Damage – One in Five Employees is Underutilized
By Michelle Malay Carter on November 8, 2007
Squandered Potential Having partnered with managers to assess the potential of over 6000 employees, our data shows that about one in five employees is capable of performing higher level work than that called for by their current role. The Perilous Road to the Executive Suite Young, high potentials are chronically underutilized as their problem solving […]
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Succession Management: Whose Eyes Are Focused on Talent?
By Michelle Malay Carter on November 7, 2007
When it comes to spotting talent, perspective is everything.? Asking managers to choose and groom their own replacements is a misguided notion for a variety of reasons I’ve discussed in previous posts.? They simply don’t have enough distance on the situation. Rather, the manager-once-removed should be accountable for mentoring for long-term career development.? Why? They […]
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Why is Succession So Badly Managed? A Globally-Thought-Provoking Subject
By Michelle Malay Carter on November 6, 2007
I made a comment to a CEO succession post on Harvard Business School’s Working Knowledge entitled, Why is Succession So Badly Managed? My comment was no more?brilliant and certainly not as detail-rich as many I have posted here, but I have seen a substantial spike in global traffic driven by my comment.? Many of these […]
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Merrill Lynch – Buy or Sell? Depends on the Successor’s Cognitive Capacity
By Michelle Malay Carter on November 1, 2007
The fundamental determinant of a company?s growth, stability, or contraction is the cognitive capacity level of its CEO.? It’s what I refer to in this blog as problem-solving capability and what Elliott Jaques called complexity of information processing. –If a?CEO’s cognitive?capability level?matches the level of work of the CEO role in a particular organization, you […]
Filed Under Executive Leadership, High Potential, Organization Design, Requisite Organization, Succession Planning, Talent Management | 3 Comments
Talent Management Systems Drive Talent Hoarding Not Talent Promotion
By Michelle Malay Carter on October 31, 2007
It?is not too much complex work that burns out employees, but rather too much unchallenging work that leaves employees cynical and opting for self-employment. Most Talent Management Systems are Designed to Hoard Talent, Not Promote It Unfortunately, when you are under employed but conscientious, most self-interested managers reward you, their diligent, go-to employee,?with more of […]
Filed Under Employee Engagement, Executive Leadership, High Potential, Managerial Leadership, Organization Design, Succession Planning, Talent Management | 1 Comment
Succession Planning’s Missing Link – Lunch with Your Boss’s Boss
By Michelle Malay Carter on October 30, 2007
Institutionalizing lunch with the boss’s boss would be to talent management what the Chia Pet was to holiday gift exchanges – an annual, inexpensive, one-size-fits all way to get the job done. The difficulty in spotting high potentials is that?their managers quite frequently don’t like them which, in turn, steers the manager’s manager’s perception of […]
Filed Under Employee Engagement, Executive Leadership, High Potential, Managerial Leadership, Organization Design, Requisite Organization, Succession Planning, Talent Management | 1 Comment
Work Isn’t Stressful; Adapting Is
By Michelle Malay Carter on October 28, 2007
Work is a psychological imperative for humans.? If we are all wired to work, why can?t organizations find or retain talent?? Workers themselves say they leave organizations due to stress, according to a study by Watson Wyatt. We are?boring our workers away! Is work inherently stressful?? No, boring work is inherently stressful, and two categories […]
Filed Under Employee Engagement, Executive Leadership, High Potential, Managerial Leadership, Requisite Organization, Talent Management | 1 Comment
Could You Hire This Man?
By Michelle Malay Carter on October 17, 2007
?Imagine?your luck.? Bill Gates has applied for the open project manager position within your division.?? During your interview, he?explains that he’s a little bored with the philanthropic life so he thought he’d head back into the corporate world.? Thrilled with your luck; you ask very?few questions before offering him the job.? You agree to a […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, High Potential, Managerial Leadership, Talent Management | 1 Comment
An Apology to My Seven Bosses – On National Bosses Day
By Michelle Malay Carter on October 16, 2007
Having left the corporate world over 10 years ago, I believe I have enough distance and insight on the situation to offer a formal apology. Former bosses – I’m sorry.? My zest for achievement combined with my uninhibited extroversion likely made your?job as my manager?less than comfortable. I’m also sorry that the organizations for which […]
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