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 […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, High Potential, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Succession Planning, Talent Management | Comments Off on Changing the Conversation about Work – A Friday Funny
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
Are Your Employees Fully Present at Work? Coping with Convoluted Systems
By Michelle Malay Carter on January 8, 2008
Much energy within organizations is channeled into coping and compensating for poor systems.? Instead of fixing the toaster, we set up entire departments of burned toast scrapers. Organizations could release a mother-lode of energy if the re-engineered and integrated their people systems, their organizational structure, and their managerial leadership frameworks to enable productive work. Then, […]
Filed Under Employee Engagement, Executive Leadership, Organization Design, Requisite Organization, Strategy | 4 Comments
Liar, Liar, Pants on Fire. We Don’t Really Want Management Science
By Michelle Malay Carter on January 5, 2008
I?read a post at Slow Leadership about the need for more management science and the love of the quick fix by managers.? The love of the quick fix is pervasive, not just with managers but with executives, Wall Street, and Boards as well.? A lack of science?is not a problem.? A large body of science […]
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Work Levels’ Link to Strategy and Productivity – With an Evidence Base
By Michelle Malay Carter on January 3, 2008
In 2005, I attended a fascinating session led by Julian Fairfield at a Global Organization Design Society?conference.? In it, he discussed the relationship of work levels to strategy.? He presented a historical account of?organizations gaining a competitive edge by shifting their entire business strategy up by one level of complexity.? Because work levels is an […]
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Work-Levels Goggles – A Business Strategy Tool
By Michelle Malay Carter on January 2, 2008
My last post was about work levels.? I gave an example of how sales work?looks different at different levels.? I’ve also said that innovation looks different at different levels. Work Level Examples from the World of Recruiting I was reading Amitai Givertz’s?Recruitomatic Blog which led me to an older?post by Jeff Hunter’s Talent Seeker blog.? […]
Filed Under Employee Engagement, Executive Leadership, High Potential, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Talent Management | Comments Off on Work-Levels Goggles – A Business Strategy Tool
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