Read Mission Minded Management on Alltop

By Michelle Malay Carter on March 15, 2008 

Guy Kawasaki has launched Alltop, a news aggregation website with “all the top” stories for 40 popular web topics.  Displayed on the site are the headline and first paragraph of the last 5 stories from 40-80 topic sources.
Alltop’s Strategy
Alltop is like an “online magazine rack” displaying news from top publications and blogs.  Their goal is to satisfy the [...]

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Friday Interviewing Fun

By Michelle Malay Carter on March 13, 2008 

Here are some questions you might want to mix in during your next interview just to keep the candidate on his toes.

If you ate a clown, would he taste funny?
When companies ship Styrofoam, what do they pack it in?
If a mute swears, does his mother wash his hands with soap?
When sign makers go on strike, [...]

Filed Under Employee Engagement, Talent Management | 2 Comments

Hierarchy and Bureaucracy Are Not Synonyms

By Michelle Malay Carter on March 12, 2008 

Bureaucracies will always have hierarchies, but not all hierarchies are bureaucratic.
To review from a former post, if an organization has even two layers, it has a hierarchy.  Would you really want to work in an organization with no hierarchy?
No Hierarchy?

All decisions need be made by vote or consensus – hiring, firing, strategy, marketing, research investment, [...]

Filed Under Organization Design, Requisite Organization, Work Levels | Leave a Comment

Harvard Business Asks - Where Will Management Innovation Take Us?

By Michelle Malay Carter on March 11, 2008 

Jim Heskett has posed this question over at Harvard Business Online.
My Comment is Proving of Interest
I’ve posted my comment with a conglomeration of thoughts and links from Mission Minded Management.  Google Analytics tells me that my comment is bringing international traffic into Mission Minded Management.  The ideas are piquing interest.
Rightful Attribution - Elliott Jaques
I can’t take [...]

Filed Under Corporate Values, Employee Engagement, Executive Leadership, Organization Design, Requisite Organization | 2 Comments

Operationalizing Engagement via Managerial Leadership

By Michelle Malay Carter on March 10, 2008 

Three of Four Employees Would Leave if They Could 
The most recent Wall Street Journal/Society for Human Resource Management survey reports that as many as 75 percent of your employees are exploring other opportunities.
Consolidated Engagement Study Results 
In “Employee Engagement: A Review of Current Research and Its Implications,” The Conference Board consolidated 12 major studies on employee engagement, [...]

Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 2 Comments

Friday Funny Reader Participation Requested

By Michelle Malay Carter on March 7, 2008 

:) Dear Readers,
It has been my practice to offer you a lighter post on Fridays.  I try to step down from my soap box and chill.  This week, I have not found anything that is of high enough quality to offer.   The best I have is a cheesy poem.
Roses are red.
Violets are blue.
I researched but could not find [...]

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Requisite Managerial Authority Four - Employee Deselection versus Termination

By Michelle Malay Carter on March 6, 2008 

Creating an Accountability Culture
Today is post four on the Requisite Organization model’s four minimum managerial authorities that are prerequisites for creating an accountability culture.
For those arriving late, welcome, click to read number one, two, and three.
Managerial Authority Four:
Managers shall have the authority to initiate removal of a non-performing employee from his role.

Once again, this seems relatively straightforward, [...]

Filed Under Accountability, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 4 Comments

Creating An Accountability Culture - Prerequisite Three

By Michelle Malay Carter on March 5, 2008 

Today is post three on the Requisite Organization model’s four minimum managerial authorities that are prerequisites for creating an accountability culture.
For those arriving via search engine, here is requisite authority 1, and here you can find number two.
Requisite Authority Three:
Managers shall review, recognize, and reward their employees’ effectiveness.
When written, this seems easy, but what implications [...]

Filed Under Accountability, Employee Engagement, Managerial Leadership, Requisite Organization, Talent Management | 3 Comments

Stemming Resource Thievery through Requisite Authority

By Michelle Malay Carter on March 4, 2008 

Do You Enable Your Managers to Lead through Systems Design?
Yesterday, I said that the Requisite Organization model posits four minimum managerial authorities that are prerequisites for creating an accountability culture. 
Today, I post another requisite authority necessary for accountability.
Authority Number Two: 
Managers shall assign or authorize all work to direct reports.
No earth shattering news here, right?  The [...]

Filed Under Accountability, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization | Leave a Comment

Enabling Accountability by Providing Requisite Authority

By Michelle Malay Carter on March 3, 2008 

Managers, by definition, are accountable for the output of their teams, but yet there seem to be so many excuses when things go wrong.  Why is that?
Managerial Accountability Requires Managerial Authority
If you want managerial accountability within an organization, you must pair it requisite authority.  Otherwise, you might as well be asking managers to get in [...]

Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Requisite Organization, Strategy | Leave a Comment

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