Esther Dyson, Thought Leader on Engagement, Leadership, and Accountability

By Michelle Malay Carter on June 29, 2009 

I read Art Kleiner’s strategy+business interview with Esther Dyson, a thought leader in the field of high tech innovation.? Some thoughts from this article parallel what I’ve been saying here at Mission Minded Management.? (Emphasis added) On Engagement “The really good marketers will become much more clever about what they do, and engage with people […]

Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, High Potential, Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels | Comments Off on Esther Dyson, Thought Leader on Engagement, Leadership, and Accountability

How To Have Employees Experience their Manager As A Leader – A Design and Screening Solution

By Michelle Malay Carter on June 10, 2009 

My last post?had the word impotent in it twice, so those who read my posts via email may have had the post hijacked by a spam filter.? Additionally, because my last post was so long, I am?repeating the end of my last post under a new title with one new context setting introductory paragraph. Managers […]

Filed Under Employee Engagement, Organization Design, Requisite Organization, Talent Management, Work Levels | Comments Off on How To Have Employees Experience their Manager As A Leader – A Design and Screening Solution

When Your Organization Design is Too Fat Expect Impotent Managers

By Michelle Malay Carter on June 3, 2009 

In my last post, I?talked about the downside of having too many layers within your organizational structure.? How can you tell if this is the case? Impotent Managers When you have a manager and a direct report whose roles fall into the same work level (requisite design calls for one role in each layer), you […]

Filed Under Organization Design, Requisite Organization, 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

The World May Be Flat, But Organizations Shouldn’t Be

By Michelle Malay Carter on January 21, 2009 

In my last post, I said all work levels have something to contribute to the organization.? When organizations intentionally structure themselves?to be flat, they tend to leave out work level 3.? When de-layering was en vogue, sometimes organizations cut too much, and level 3 was often the layer cut that should not have been. What […]

Filed Under Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels | 2 Comments

Who Gets a Seat at the Table? What are You Trying to Do?

By Michelle Malay Carter on December 15, 2008 

I mentioned Warren Kinston in a previous post.? He is a high level thinker in the areas of values, hierarchies, and organizational structure. I usually have to read his work more than once, and I walk away with some kernels of insight.? Not because there are only a few kernels to be had, but because […]

Filed Under Accountability, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Work Levels | 1 Comment

Why Organizations Fail – By Work Level

By Michelle Malay Carter on September 4, 2008 

Work Level 7 – Failure to identify or respond to global trends Work Level 6 – Failure to align divisional performance with the mission Work Level 5 – Failure to react to changes in objectives and targets Work Level 4 – Miscalculation of constraints across organizational units Work Level 3 – Misallocation of tools and […]

Filed Under Accountability, Organization Design, Requisite Organization, Strategy, Work Levels | 2 Comments

Improving Communication with a Work Levels, Attractive Leadership Framework

By Michelle Malay Carter on August 20, 2008 

In my last post I talked about the elusive holy grail of leadership – effective communication.??I plan to throw a new iron into the fire on this one by discussing how an understanding of work levels can improve communication within organization. Employee’s Want RELEVANT Communication Since each work level of an organization contributes a specific […]

Filed Under Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Work Levels | 3 Comments

Next Page →