Exceptional Customer Service Flows from Sound Organization Design

By Michelle Malay Carter on October 15, 2007 

As you make your way through the world as a consumer, how often are you pleasantly surprised by the service you receive?? For me, I suspect it’s about 5% of the time.? What values do many face-to-customer systems telegraph? In spite of what a company’s corporate values proclaim, customers are an afterthought, if a thought […]

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What Values Does Your Talent Management System Telegraph?

By Michelle Malay Carter on October 14, 2007 

Despite what the corporate values statement on your website says, your organization?s actions speak louder than your lofty words.? I have seen very few sane-making talent management systems.? How many talent management systems reflect the following value set??? Employees are inherently broken and must be motivated, bribed, and coerced into giving their best. Although our […]

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We Don’t Work for Companies; We Work for Managers

By Michelle Malay Carter on October 11, 2007 

?Managers trump companies,? states First, Break All the Rules. Company reputation aside, as far as employees are concerned, one bad manager spoils the job. Despite perks and generous benefits, an employee?s relationship with her immediate manager will determine how long she stays and how productive she is. What do we want from managers? (A recap […]

Filed Under Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 2 Comments

The Potential in Spotting Potential

By Michelle Malay Carter on September 30, 2007 

Chip Conley, a Fast Company blogger, started my neurons firing with the following sentence:? “I?ve always believed a great leader knows how to tap into potential and actualize it into reality.? Yes, I agree. ?Isn?t that what great investors do too?? Whether it be real estate, stock market, or venture capital.? I suppose if it […]

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