Operationalizing Engagement via Managerial Leadership
By Michelle Malay Carter on March 10, 2008
Three of Four Employees?Would Leave if They Could? The most recent Wall Street Journal/Society for Human Resource Management survey reports that as many as 75 percent of your employees are exploring other opportunities. Consolidated Engagement Study Results? In “Employee Engagement: A Review of Current Research and Its Implications,” The Conference Board consolidated 12 major studies […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 2 Comments
Requisite Managerial Authority Four – Employee Deselection versus Termination
By Michelle Malay Carter on March 6, 2008
Creating an Accountability Culture Today is post four on the Requisite Organization model?s four minimum managerial authorities that are prerequisites for creating an accountability culture. For those arriving late,?welcome, click to read?number one, two, and three. Managerial Authority Four: Managers shall have the authority to initiate removal of a non-performing employee from his role. Once […]
Filed Under Accountability, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 4 Comments
Creating An Accountability Culture – Prerequisite Three
By Michelle Malay Carter on March 5, 2008
Today is post three on the Requisite Organization model’s four minimum managerial authorities that are prerequisites for creating an accountability culture. For those arriving via search engine, here is requisite authority 1, and here you can find number two. Requisite Authority Three: Managers shall review, recognize, and reward their employees’ effectiveness. When written, this seems […]
Filed Under Accountability, Employee Engagement, Managerial Leadership, Requisite Organization, Talent Management | 3 Comments
Stemming Resource Thievery through Requisite Authority
By Michelle Malay Carter on March 4, 2008
Do You Enable Your Managers to Lead through Systems Design? Yesterday, I said that the Requisite Organization model posits four minimum managerial authorities that are prerequisites for creating an accountability culture.? Today, I post another requisite authority necessary for accountability. Authority Number Two:? Managers shall assign or authorize all work to direct reports. No earth […]
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Enabling Accountability by Providing Requisite Authority
By Michelle Malay Carter on March 3, 2008
Managers, by definition, are accountable for the output of their teams, but yet there seem to be so many excuses when things go wrong.? Why is that? Managerial Accountability Requires Managerial Authority If you want managerial accountability within an organization, you must pair it requisite authority.? Otherwise, you might as well be asking managers to […]
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Organization Design – Seek and Ye Shall Find
By Michelle Malay Carter on February 24, 2008
Thanks to David Zinger of the?Employee Engagement Network who pointed?me toward a stimulating poem by architect Moshe Safdie. He who seeks truth shall find beauty He who seeks beauty shall find vanity He who seeks order shall find gratification He who seeks gratification shall be disappointed He who considers himself a servant of his fellow […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization | 3 Comments
Have RFPs Become yet Another Proxy for Managerial Leadership?
By Michelle Malay Carter on February 19, 2008
In a noble attempt to stem corruption and to make things objective, we have tried to take the judgment out of the RFP process and turn it into more of a calculation.? We hire people to make judgments; we have calculators for calculating. I realize there are compliance issues surrounding the need for RFPs, and […]
Filed Under Accountability, Corporate Values, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 6 Comments
Talent Management Systems Design – The Best Defense is a Good Offence
By Michelle Malay Carter on February 13, 2008
In my last post, I took a stand against annual, mandatory low performing employee cuts popularized by Jack Welch at GE.? I believe this practice is rooted in an untrue, negative belief set. Cutting the bottom 10% annually is a defensive, compensatory system for lack of understanding of work levels, human capability, and an inadequate […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Talent Management | 6 Comments
Where Jack Welch Got It Wrong – The Mandatory, Annual Low-Performer Cut
By Michelle Malay Carter on February 12, 2008
Don’t Hack Jack! Our underlying beliefs and values drive our behaviors.? Jack Welch believed, ?If you?ve got 16 employees, at least two are turkeys.??? From this belief flowed the talent management systems at GE.? One of the most controversial (and unfortunately?emulated) practices was that of cutting the bottom performing 10% of employees annually. Judy at […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels | 13 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 […]
Filed Under Executive Leadership, Felt Fair Compensation, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels | Comments Off on How the Compensation Industry Machine Silenced a Circumventor – A True Story
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