Executives Wash Their Hands of System-Level Accountability for Employee Engagement and Managerial Leadership
By Michelle Malay Carter on November 28, 2007
I saw an article entitled, What does Leadership Development have to Do with Employee Retention?? In it, there is a list of what direct reports want from their leaders.? It is not much different than anything I have said here: 1. A clear and definite objective. 2. Resources needed to get the job done. 3. […]
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Systematically Poisoning Employee Engagement
By Michelle Malay Carter on November 19, 2007
Before we were aware of the existence of bacteria, viruses, and cancer cells, disease was thought to be a curse from God.? Sick people were told sickness was their fault and the resolution of the issue was up to them.? As such, the remedies of the day included repenting, praying, and making peace with the […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Organization Design, Requisite Organization, Talent Management | 5 Comments
Why Isn’t your Boss’s Boss Firing Your Bad Boss? More System-Level Issues
By Michelle Malay Carter on November 18, 2007
I’ve read quite a few articles lately advising unhappy employees to “fire their boss”.? This is easy for the employed to say, and it makes career gurus feel like they are helping disenchanted employees by empowering them.? It is a valid coping strategy for individuals, but it doesn’t address the system-level issue that caused the […]
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It’s a Small World After All: Micro Solutions for Macro Organizational Problems
By Michelle Malay Carter on November 15, 2007
Michael McKinney?reviews the book,?Optimizing Luck on his informative Leading Blog.? I haven’t read the book, but for the most part, I agree with Michael’s commentary and the overall premise of the book.? ?It’s the last paragraph of the post, which is an excerpt from the book, that pains me.? Once again, we are thinking too […]
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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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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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Rethinking Accountability – Because the Hog Won’t Butcher Himself
By Michelle Malay Carter on October 23, 2007
The?Nobel prize in economics was just awarded to a team that developed Mechanism Design, i.e. a design for arranging economic interactions so that when everyone behaves in a self-interested manner, the result is something we all like.? This includes the idea of Incentive Compatibility, i.e. the concept that way to get as close as possible […]
Filed Under Accountability, Corporate Values, Executive Leadership, Managerial Leadership, Requisite Organization, Talent Management | 1 Comment
Could You Hire This Man?
By Michelle Malay Carter on October 17, 2007
?Imagine?your luck.? Bill Gates has applied for the open project manager position within your division.?? During your interview, he?explains that he’s a little bored with the philanthropic life so he thought he’d head back into the corporate world.? Thrilled with your luck; you ask very?few questions before offering him the job.? You agree to a […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, High Potential, Managerial Leadership, Talent Management | 1 Comment
Embedding Corporate Values into Operations Via Organization Design
By Michelle Malay Carter on October 16, 2007
I talked yesterday about how exceptional customer service flows from sound organization design.???Regardless of?well-articulated and well-intentioned corporate values statements, your face-to-customer staff are your values ambassadors.? Although “customer focus” is a frequently cited corporate value, executives admit they have no best practices for embedding corporate values into operations.? This?shows in the disconnect between what is […]
Filed Under Corporate Values, Executive Leadership, Organization Design, Personal Observation, Requisite Organization, Talent Management | 1 Comment
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