Undercover Boss – Well-Meaning Window Dressing

By Michelle Malay Carter on March 1, 2010 

I must admit I’m touched by the hearts of the CEOs who agree to go undercover to experience their organization on the ground floor.? They seem to geniunely care about the people, not just the publicity afforded to their organization by the show. Systems Drive Behavior However, in the end, their righting single incidents or […]

Filed Under Accountability, Employee Engagement, Executive Leadership, High Potential, Organization Design, Requisite Organization, Talent Management, Work Levels | 6 Comments

Measuring Employee Performance Tells as Much about the System as It Does the Employee

By Michelle Malay Carter on February 19, 2010 

In addition to old-fashioned happenstance, there are three main areas of influence over one’s performance within an organization: Three Areas of Influence over Employee Performance 1. The first is the person’s capability profile which is composed of a) knowledge, skills and experience, b) values, temperament and inhibitors, as well as c) current cognitive capacity. 2. […]

Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Organization Design, Requisite Organization | 3 Comments

If You Design It, They Will Engage. Executive Leadership and Requisite Organization Design

By Michelle Malay Carter on January 1, 2010 

Trees and flowers don’t strive to grow.??It’s built right into their DNA to grow and to bountifully produce. Executives Should Take a Page from Farmers Executive leadership?should be concerned about creating the conditions necessary for employees to flourish.? People are wired to work.? They want to produce and produce bountifully. Farmers don’t spend their days […]

Filed Under Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 8 Comments

Doing Things Right Versus Doing the Right Things – Operational Work Versus Strategic Work

By Michelle Malay Carter on December 10, 2009 

We can convert the famous Peter Drucker quote about management being doing things right and leadership being doing the right things into requisite work levels speak. What Drucker was drawing a line between was the operational work levels in an organization and the strategic work levels in an organization. Doing Things Right aka Current Operations […]

Filed Under Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels | 1 Comment

How to Avoid Scapegoat Syndrome – Understand Work Levels

By Michelle Malay Carter on August 14, 2009 

Scenario:? A safety violation occurs at work on the front line.? Who is accountable? ?Understanding work levels can answer this question. Bye Bye Employee Engagement Holding the wrong person accountable reduces trust and fairness, and these are two precursors to engagement. Work Level 1 Accountability – The Front Line Employee Work to procedures and training.? […]

Filed Under Accountability, Employee Engagement, Executive Leadership, Organization Design, Requisite Organization, Work Levels | 5 Comments

Requisite Organization Design Ensures Managers Can be Leaders

By Michelle Malay Carter on June 7, 2009 

Organizations expend tremendous resources trying to whip individual managers into being leaders via training, coaching, inspiring, punishing, demanding, pleading… Although these various approaches may, in fact, provide some results, if your organization design is structurally flawed, even your most motivated, knowledgeable and well trained manager leaders will be rendered impotent. Who is MacroManaging Our Organizations? […]

Filed Under Executive Leadership, Organization Design, Talent Management, Work Levels | 2 Comments

Why Can’t We Figure Out How to Select Leaders?

By Michelle Malay Carter on February 16, 2009 

Jim Heskett at Harvard Business’ Working Knowledge has another question up for comments:? Why Can’t We Figure Out How to Select Leaders? My Answer is Simple It is because we don’t understand work or the variations in humans’ ability to perform work.? When we try to match leaders to jobs, we are like 18th century […]

Filed Under Executive Leadership, Requisite Organization, Talent Management, Work Levels | 4 Comments

Who Is To Blame for Low Employee Engagement? Executive Leadership

By Michelle Malay Carter on February 3, 2009 

If a wooden bridge collapsed under the weight of a truck, you wouldn’t blame the wood.? You wouldn’t blame the truck.? You would blame the engineer. Organizational Engineering – An Executive Leadership Level Accountability Who is engineering our organizations these days, and upon what scientific principles are they basing their designs?? We have yet to […]

Filed Under Accountability, Employee Engagement, Executive Leadership, Organization Design, Requisite Organization, Talent Management | 1 Comment

Face to the Customer Organization Design – A Critical Decision. Farewell to Circuit City

By Michelle Malay Carter on January 25, 2009 

A Solid Relationship Two decades ago when I graduated from college and moved 10 hours from home with nothing more than what would fit in my car, Circuit City and I built a relationship.? As my paycheck would allow, I would visit my favorite salesperson, Darren, and add electronic items to my entertainment center.? I […]

Filed Under Accountability, Executive Leadership, Felt Fair Compensation, Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels | 4 Comments

Poised to Fix the System – A Friday Funny

By Michelle Malay Carter on January 22, 2009 

Now that system fixing is en vogue, system fixers are too.? They are being invited to all the big events.? Can?you spot your favorite executive leadership management consultant in the crowd??? Hint:?Look for the red arrow. I’m OK.? You’re OK.? Let’s fix the system. Thanks to MyInauguralPhoto.com

Filed Under Executive Leadership, Personal Observation | 2 Comments

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