What World Do You Live In? A Friday Funny

By Michelle Malay Carter on February 29, 2008 

Where’s the talent? Why aren’t employees motivated? Why won’t employees innovate? Why won’t they cooperate? It appears that employees are willing to expend their discretionary energy being creative, energetic and working together.? ?So again, I ask – is it the people or the system? What have you done while bored at work?

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Using Peer Groups to Set CEO Compensation? Keep Good Company

By Michelle Malay Carter on February 27, 2008 

Many organizations set CEO compensation by?using industry peer groups.? With no differentiation of CEO roles being made by work level, this is a huge problem. Mark Van Clieaf, an industry colleague of mine, is a recognized expert in applying a level of work approach to organization design, executive succession, and executive compensation. Matching?CEO Pay?to Work […]

Filed Under Accountability, Executive Leadership, Felt Fair Compensation, Requisite Organization, Work Levels | 2 Comments

Harvard Business Discovers Level 6 Work – The Strategy of Combining Two Models

By Michelle Malay Carter on February 26, 2008 

In a former work levels post on strategy, I discussed how migrating a strategy upward by one level of complexity can give an organization a breakaway lead from its competitors operating at the lower level.? From “Or” Thinking to “And” Thinking, i.e. From Level 5 to Level 6 My historical example was that the US […]

Filed Under Corporate Values, Executive Leadership, Felt Fair Compensation, Organization Design, Requisite Organization, Strategy, Succession Planning, Talent Management, Work Levels | 6 Comments

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

The RFP Courtship Dance – A Friday Funny

By Michelle Malay Carter on February 21, 2008 

We’ve been talking about RFP’s this week.??You have to admit, the RFP process is essentially a courtship ritual.? The client is busy trying not to act impressed so the consultant doesn’t inflate their prices, while the consultant?gets jazzed at the thought of “winning” more work.? The unspoken dialog goes something like this:? Client:? How much […]

Filed Under Corporate Values, High Potential, Personal Observation, Strategy | 2 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

What Values Does Your RPF Process Telegraph? Why We Don’t Respond to RFPs

By Michelle Malay Carter on February 17, 2008 

I had the unique opportunity to offer feedback to an organization who sent us an RFP after reading one of my articles.? The organization specifically asks consultants who decline to submit an RFP why they are choosing not to submit a proposal. I’ve said before that? despite what is written in the organization’s annual report, […]

Filed Under Accountability, Corporate Values, Organization Design, Personal Observation, Strategy | 5 Comments

Yes, I Can Do That! – A Friday Funny

By Michelle Malay Carter on February 14, 2008 

I’m off?on vacation?for a few days so I am posting my Friday Funny on Thursday.? I could set up this entry to auto post?tomorrow, but I have?trouble getting video clips to? save properly.? I wanted to make sure it posted correctly so I could?RELAX.? Do We Deceive Ourselves or Others? Have you ever had a […]

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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

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