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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What Values Does Your Talent Management System Telegraph?
By Michelle Malay Carter on October 14, 2007
Despite what the corporate values statement on your website says, your organization?s actions speak louder than your lofty words.? I have seen very few sane-making talent management systems.? How many talent management systems reflect the following value set??? Employees are inherently broken and must be motivated, bribed, and coerced into giving their best. Although our […]
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Looking for Leaders – No Personality Required
By Michelle Malay Carter on October 12, 2007
Leadership: the ability to set purpose or direction for others and then get them to move along in that direction with competence and full commitment –Elliott Jaques. Within organizations, leadership is an accountability of all managers. Leadership ability could fall into the hands of an intuitive, a senser, an extrovert, an introvert, a thinker, a […]
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We Don’t Work for Companies; We Work for Managers
By Michelle Malay Carter on October 11, 2007
?Managers trump companies,? states First, Break All the Rules. Company reputation aside, as far as employees are concerned, one bad manager spoils the job. Despite perks and generous benefits, an employee?s relationship with her immediate manager will determine how long she stays and how productive she is. What do we want from managers? (A recap […]
Filed Under Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 2 Comments
Misguided Motivation Attempts – Put Down that Carrot and that Stick and that Hot Dog
By Michelle Malay Carter on October 10, 2007
Human beings are pre-programmed to be motivated to work. We, as a society, agree that bullying is not the way to motivate employees, although some managers resort to it. So, no question, the stick is out. But is the carrot all it?s held up to be? Instead of casual Fridays and employee picnics, why not […]
Filed Under Employee Engagement, Executive Leadership, Managerial Leadership, Requisite Organization, Talent Management | 2 Comments
A Slack Attack Against Bullying Bosses
By Michelle Malay Carter on October 9, 2007
I had a high-spirited boss at my first “real?job” out of college.? She?bullied me?when I underperformed, but was elaborately appreciative when I went the extra mile.??Her favorite bullying technique was public humiliation.? She seemed to revel in bellowing statements at me such as, “If this is all you’ve got, you’ll never amount to *&% anything.”? […]
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Employee Performance and Promotion Myths
By Michelle Malay Carter on October 4, 2007
?Employees should be promoted based on contribution.? ?Jim Stroup, Managing Leadership Blog* Not many would argue with that statement, but I am going to take a shot at it. Employee Performance Myths Employees should be promoted based on contribution. FALSE. High potential means high performance. FALSE. Employee Performance Truisms 1. Employees should be promoted not […]
Filed Under Employee Engagement, High Potential, Managerial Leadership, Talent Management | 3 Comments
Taking the Judge Out of Judgment
By Michelle Malay Carter on October 3, 2007
Work* is the exercising of judgment and discretion while trying to achieve a goal.? When judgment is removed, you no longer have work, you have computation ? something a robot or computer could do.? Organizations hire people to do work.? Interestingly, we hire people to make judgments, and then, whenever possible, we try to take […]
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The Potential in Spotting Potential
By Michelle Malay Carter on September 30, 2007
Chip Conley, a Fast Company blogger, started my neurons firing with the following sentence:? “I?ve always believed a great leader knows how to tap into potential and actualize it into reality.? Yes, I agree. ?Isn?t that what great investors do too?? Whether it be real estate, stock market, or venture capital.? I suppose if it […]
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