Seamless Integration – A True Work of Art
By Michelle Malay Carter on January 24, 2008
We’ve been talking about integrating the work of the team this week.? Do you think the artistry in the following video clip could have been accomplished without a leader integrating the work of the team?
Filed Under Accountability, Managerial Leadership, Requisite Organization, Talent Management | 2 Comments
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
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
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
The Perfect Job Title?
By Michelle Malay Carter on December 18, 2007
Google is currently recruiting for a Director of Other.? This sounds like a?dream job?because it affords?the potential to clench the proverbial best of both worlds.? Imagine the freedom to set your own agenda.? If you are given an assignment that does not interest you, you can say:? “Obviously, that doesn’t fall into the category of […]
Filed Under Accountability, Employee Engagement, Personal Observation | 5 Comments
When Everyone is Accountable, No One is Accountable – The Team Accountability Fantasy
By Michelle Malay Carter on December 16, 2007
When?a project fails, people cover their tails trying to avoid being blamed.? (This sounds like it could be the beginning of a limerick, but I digress.)? One main reason projects fail in the first place is due to the failure to assign an accountable project leader. The Slippery Slope of Egalitarianism The idea of an […]
Filed Under Accountability, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization | Comments Off on When Everyone is Accountable, No One is Accountable – The Team Accountability Fantasy
Managerial Leadership – What Doesn’t Get Measured, Doesn’t Get Done
By Michelle Malay Carter on December 11, 2007
One of the services we offer our clients is a Leadership Scan.? We interview employees about whether basic managerial leadership practices are occurring in their department.? Further, we check to see whether?these practices are a simply a positive anomaly or whether they are specifically codified and organizationally system-supported. One of the questions we ask is:? […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization | 3 Comments
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