Work, Work Everywhere, But Not a Drop of Understanding
By Michelle Malay Carter on December 6, 2007
Not all work is the same.? Would you agree?? Aren’t some roles more complex than others???Having a definition of work levels and a common language to discuss them would advance the field of management by leaps and bounds. I went to a business simulation yesterday and the crowd was loaded with human resource and organizational […]
Filed Under Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization | 2 Comments
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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The Slowly Eroding Allegiance to Current Management Paradigms
By Michelle Malay Carter on November 21, 2007
A short post today as I am on vacation.? I flew in a helicopter from?Las Vegas to?the Grand Canyon today.? What an amazing experience, having never before seen the canyon?nor flown in a helicopter. Cheesy Sentiment Alert! I was struck by the enormous impact one small, steady river could have over time.? It encourages me […]
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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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The Catch 22 of What I Do – A Friday Funny If You Read to the End
By Michelle Malay Carter on November 9, 2007
I got some second-hand feedback from an executive?at a global corporation, “I don’t appreciate the sarcastic tone [of Mission Minded],” said “Tracey”. Tracey viewed the site after my chronically underutilized friend, who appreciates the site immensely, recommended it.? My friend said that Tracey has had the unusual experience of being fully utilized her entire career. […]
Filed Under Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 6 Comments
Corporate Collateral Damage – One in Five Employees is Underutilized
By Michelle Malay Carter on November 8, 2007
Squandered Potential Having partnered with managers to assess the potential of over 6000 employees, our data shows that about one in five employees is capable of performing higher level work than that called for by their current role. The Perilous Road to the Executive Suite Young, high potentials are chronically underutilized as their problem solving […]
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Succession Management: Whose Eyes Are Focused on Talent?
By Michelle Malay Carter on November 7, 2007
When it comes to spotting talent, perspective is everything.? Asking managers to choose and groom their own replacements is a misguided notion for a variety of reasons I’ve discussed in previous posts.? They simply don’t have enough distance on the situation. Rather, the manager-once-removed should be accountable for mentoring for long-term career development.? Why? They […]
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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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Merrill Lynch – Buy or Sell? Depends on the Successor’s Cognitive Capacity
By Michelle Malay Carter on November 1, 2007
The fundamental determinant of a company?s growth, stability, or contraction is the cognitive capacity level of its CEO.? It’s what I refer to in this blog as problem-solving capability and what Elliott Jaques called complexity of information processing. –If a?CEO’s cognitive?capability level?matches the level of work of the CEO role in a particular organization, you […]
Filed Under Executive Leadership, High Potential, Organization Design, Requisite Organization, Succession Planning, Talent Management | 3 Comments
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