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 […]
Filed Under Accountability, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization | Comments Off on Stemming Resource Thievery through Requisite Authority
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 […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Requisite Organization, Strategy | Comments Off on Enabling Accountability by Providing Requisite Authority
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
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
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
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
CEO Pay – A Friday Not So Funny
By Michelle Malay Carter on February 7, 2008
If you’ve been reading all week about felt?fair compensation, then what I am about to say has already probably occurred to you. Not All CEO Roles Are Created Equal Not all organizations have an equal number of work levels.? As an organization becomes more complex, more work levels are necessary to carry out the strategy, […]
Filed Under Accountability, Corporate Values, Executive Leadership, Felt Fair Compensation, Requisite Organization, Work Levels | 5 Comments
Circumventing the Machine – Wake Up! The World is Changing
By Michelle Malay Carter on January 27, 2008
I watched a video presentation by two futurists called Media Megatrends.? In it, Glen Hiemstra mentions that his assistant, a member of the?younger?”digital native” generation, remarked that once her phone/mobile device?had projection capability, she would no longer need a computer.? With projection, she could watch video on any wall, and she could type on any […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Talent Management | 1 Comment
Subscribe in a reader