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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Integrated Organization Design and Leadership Approach Seen as Frequently as a Ninja Parade
By Michelle Malay Carter on November 3, 2007
Seventy nine percent?of your?employees called – they are disengaged and waiting for their executive leadership to take systems-level approach to organization design and managerial leadership. A science-based framework already exists, but it’s been about as visible as a ninja parade.? Why?? The pain of the “blame the employee” model is not yet greater than the […]
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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
Employees are Babies Throwing Tantrums Says HR, Their Benevolent Caretaker
By Michelle Malay Carter on October 26, 2007
If there are any HR Professional readers in my audience, please fight with me on this one!? Say it isn’t so. On a post lamenting the fact the HR gets no respect, Karthik raised my blood pressure with the following comment on Gautam Ghosh’s management consulting blog (emphasis mine): “The employee is to be looked […]
Filed Under Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 2 Comments
Will Executives Listen to their Employees via Towers Perrin?
By Michelle Malay Carter on October 24, 2007
You’ve heard the phrase, living well is the best revenge?? I must say it does bring a smile to my face when organizations pay me, as an external consultant, several times what I was making as an internal consultant?to say the same things they reviled me for saying while working inside an organization. In that […]
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