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 […]

Filed Under Corporate Values, Employee Engagement, Executive Leadership, Requisite Organization, Talent Management | Comments Off on It’s a Small World After All: Micro Solutions for Macro Organizational Problems

Fixing Talent Management Systems – The Road Less Taken

By Michelle Malay Carter on November 13, 2007 

I came across an article on FastCompany.com entitled, Ten Habits of Incompetent Managers.? The list appears below. It’s written by a Talent and Career expert with an impressive pedigree including a former CEO position. Obviously, an experienced and competent lady. Within her list of ten habits, I took the liberty of bolding the seven symptoms […]

Filed Under Requisite Organization | Comments Off on Fixing Talent Management Systems – The Road Less Taken

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

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 […]

Filed Under Employee Engagement, Executive Leadership, High Potential, Organization Design, Requisite Organization, Talent Management | Comments Off on Corporate Collateral Damage – One in Five Employees is Underutilized

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 […]

Filed Under Executive Leadership, High Potential, Managerial Leadership, Organization Design, Requisite Organization, Succession Planning, Talent Management | Comments Off on Succession Management: Whose Eyes Are Focused on Talent?

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 […]

Filed Under Accountability, Executive Leadership, High Potential, Managerial Leadership, Requisite Organization, Succession Planning, Talent Management | Comments Off on Why is Succession So Badly Managed? A Globally-Thought-Provoking Subject

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 […]

Filed Under Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Succession Planning, Talent Management | Comments Off on Integrated Organization Design and Leadership Approach Seen as Frequently as a Ninja Parade

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

← Previous Page