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 […]
Filed Under Employee Engagement, Executive Leadership, Managerial Leadership, Requisite Organization, Strategy, Talent Management | Comments Off on Why We Resist Positional Power – One Third of Employees Have Managers Who Can’t Be Their Leader
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
Struggling to Read the Boss’ Mind – A Friday Funny
By Michelle Malay Carter on January 10, 2008
Do you ever feel like your boss expects you to read his mind?? Sometimes the mind games start during the interview process.? The more things change; the more they stay the same.? This 1969 Monty Python clip is a classic. What’s the strangest thing that has ever happened to you during an interview?
Filed Under Managerial Leadership, Talent Management | 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 […]
Filed Under Accountability, Corporate Values, Executive Leadership, Organization Design, Requisite Organization, Strategy, Talent Management | Comments Off on Liar, Liar, Pants on Fire. We Don’t Really Want Management Science
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
Not All Work is Created Equal – Exploring Work Levels 1 through 4
By Michelle Malay Carter on January 1, 2008
I talk quite a bit about work levels so I thought I would offer a?primer on work levels 1 through 4.? The work levels model provides a universal measurement system for role complexity.? Any role, in any organization, in any industry, in any country can be categorized?by?level. Work Levels and Problem Solving Capability Should Be […]
Filed Under Executive Leadership, Organization Design, Requisite Organization, Talent Management | 10 Comments
Using Requisite Science to Design Work-Enabling Organizations
By Michelle Malay Carter on December 20, 2007
This post is a continuation from yesterday’s post in which I mentioned that we were able to predict the turnover of specific individuals within a client’s?organization.? I promised to tell you more on how we spot?under-utilization?today. Management Science Should Take a Page from Physical Science An analogy:? An understanding of work levels and its relationship […]
Filed Under Employee Engagement, Executive Leadership, High Potential, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 3 Comments
Predicting Turnover – It’s not Rocket Science; It’s People Science
By Michelle Malay Carter on December 19, 2007
We conducted a Talent Pool Evaluation for a client years?ago and found?four out of tweleve?of their district managers?had problem solving capability one level above?the District?Manager?role.?? Underutilized Employees Are At High Risk for Turnover? When we mentioned these particular District Managers to the client, she said these employees needed little training upon hiring and required no […]
Filed Under Employee Engagement, Executive Leadership, High Potential, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | Comments Off on Predicting Turnover – It’s not Rocket Science; It’s People Science
When We Lose Hope, We Cope – A Friday Serious with a Funny Ending
By Michelle Malay Carter on December 14, 2007
We all have our default coping mechanisms for dealing with stressful situations.? Some try to?dominate and intimidate.? Others accommodate and people please.? Others try to hide and withdrawal. The raw material for our “mechanism of choice”?begins with our natural hard-wiring and then we develop and refine it in a delicate dance of trial-and-error with our […]
Filed Under Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 2 Comments
Playing the Character Card Exclusively – Let’s Get a New Deck
By Michelle Malay Carter on December 9, 2007
Clemson University professor of management, Terry Leap, wrote an Article in the Wall Street Journal entitled, Keys to Spotting a Flawed CEO,?which gave a list of behaviors which should call into question a CEO’s character.? Michael McKinney’s Leading Blog featured the list of suspect behaviors,?and I, as a commenter, suggested that some of the behaviors […]
Filed Under Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 2 Comments
Subscribe in a reader