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 […]

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How to Assess Potential for Succession Planning and Development

By Michelle Malay Carter on November 12, 2007 

Although?it’s becoming clear that?succession planning is important, a Harvard Business Review study finds 60% of US companies have no plan in place.? Why is no one planning for succession?? Because managers have a conscience!? I suspect the whimsy, inconsistent, politically-laden assessing-potential processes most organizations resort to using leave managers feeling queasy and sleazy.? No wonder […]

Filed Under Executive Leadership, High Potential, Managerial Leadership, Requisite Organization, Succession Planning, Talent Management | 6 Comments

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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Why is Succession So Badly Managed? A Globally-Thought-Provoking Subject

By Michelle Malay Carter on November 6, 2007 

I made a comment to a CEO succession post on Harvard Business School’s Working Knowledge entitled, Why is Succession So Badly Managed? My comment was no more?brilliant and certainly not as detail-rich as many I have posted here, but I have seen a substantial spike in global traffic driven by my comment.? Many of these […]

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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

Talent Management Systems Drive Talent Hoarding Not Talent Promotion

By Michelle Malay Carter on October 31, 2007 

It?is not too much complex work that burns out employees, but rather too much unchallenging work that leaves employees cynical and opting for self-employment. Most Talent Management Systems are Designed to Hoard Talent, Not Promote It Unfortunately, when you are under employed but conscientious, most self-interested managers reward you, their diligent, go-to employee,?with more of […]

Filed Under Employee Engagement, Executive Leadership, High Potential, Managerial Leadership, Organization Design, Succession Planning, Talent Management | 1 Comment

Succession Planning’s Missing Link – Lunch with Your Boss’s Boss

By Michelle Malay Carter on October 30, 2007 

Institutionalizing lunch with the boss’s boss would be to talent management what the Chia Pet was to holiday gift exchanges – an annual, inexpensive, one-size-fits all way to get the job done. The difficulty in spotting high potentials is that?their managers quite frequently don’t like them which, in turn, steers the manager’s manager’s perception of […]

Filed Under Employee Engagement, Executive Leadership, High Potential, Managerial Leadership, Organization Design, Requisite Organization, Succession Planning, Talent Management | 1 Comment

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