Separating Observation from Evaluation

By Michelle Malay Carter on July 30, 2008 

I’m reading NonViolent Communication, A Language of Life by Marshall B. Rosenberg.? Although I am not all the way through it, I am riveted by its content.? I may share more from the book?in the future, but I wanted to start by offering some passages from the book regarding separating observation for evaluation. “Most of […]

Filed Under Accountability, Corporate Values, Personal Observation, Strategy | 2 Comments

Executives are Spiritual Stewards – Help Me Build a Collective Understanding

By Michelle Malay Carter on July 28, 2008 

Do executives understand their role as spiritual stewards?? I would love to build a collective understanding around this idea, and I invite you to pass this idea along. Work is a psychological imperative for humans, and all work is creative as it requires discretion and judgment. Therefore, work has the potential to be a noble, […]

Filed Under Accountability, Corporate Values, Executive Leadership, Requisite Organization, Strategy, Talent Management | 12 Comments

Work Signs – A Friday Funny

By Michelle Malay Carter on July 25, 2008 

Thanks to NoolMusic.com for their list of funny signs. On a plumbers truck: ‘We repair what your husband fixed.’ On the trucks of a local plumbing company: ‘Don’t sleep with a drip. Call your plumber.’ Pizza shop slogan: ’7 days without pizza makes one weak.’ At a tire shop in Milwaukee: ‘Invite us to your […]

Filed Under Employee Engagement, Requisite Organization, Strategy | 2 Comments

Are You Making Your Employees Choose? I’m OK. You’re OK. Let’s Fix the System

By Michelle Malay Carter on July 21, 2008 

The best thing we could do for employees to build engagement is simply get out of their way.? We have lived with conflicts of interest in the system for so long, they have disappeared into the landscape.? We simpy accept them, and no longer question their effects on our employees’ psyche or our business’ effectiveness. […]

Filed Under Corporate Values, Employee Engagement, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Talent Management | 10 Comments

Clueless Candidates – A Friday Funny

By Michelle Malay Carter on July 18, 2008 

Thanks goes to InBox Humor?for its list of things not to say or do during an interview – as gathered from the real life experiences of hiring managers.?I don’t like labels, but clueless just seems to fit here.? I’ve done interview preparation training, and?I naively thought that some things?just go without saying.??After reading this,?I’ll have […]

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Titles Are Useless for Benchmarking or Measurement Purposes

By Michelle Malay Carter on July 16, 2008 

From the Mailbag I received an inquiry at the PeopleFit site asking about whether we had a database of role mandates by title – CEO, CFO, CIO, HR manager – available for subscription.? And the inquiry was coming from?someone inside?a global business consulting group. Specifically, the request was for:? “Role mandates, describing individual and shared […]

Filed Under Corporate Values, Employee Engagement, Executive Leadership, Felt Fair Compensation, Managerial Leadership, Requisite Organization, Succession Planning, Talent Management, Work Levels | 4 Comments

Cognitive Development Study Exploring Complex Reasoning

By Michelle Malay Carter on July 14, 2008 

A colleague of mine Richard McElroy, a doctoral student in the Fielding Graduate University?s Human and Organization Development program, under the guidance of Dr. Michael Commons, Harvard Medical School?s Department of Psychiatry, is conducting a cognitive development study to explore levels of complex reasoning in the executives and managers. One of my favorite topics! He […]

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A Can Do Attitude – A Friday Funny

By Michelle Malay Carter on July 11, 2008 

Sometimes some managers take advantage of the line item on their direct report’s?job descripition that reads: Any other duty as deemed necessary by your manager. Take two minutes to see what a can do attitude can get you. What is the strangest thing you have been asked to do?? I was asked to help my […]

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Driving Ineffective Productivity

By Michelle Malay Carter on July 9, 2008 

The problem with blind ambition toward measuring performance is that systems drive behavior.? When cold calculations take the place of managerial judgments, the system is sending a message.? “We don’t have time to look at the prevailing circumstances surrounding your work situation to judge whether your problem solving and decision making was effective, just make […]

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

Models Drive Diagnosis and Cure – Are You Committing Organizational Malpractice?

By Michelle Malay Carter on July 7, 2008 

Last week, I listed ten requisite managerial leadership behaviors (below)?from the Requisite Organization model.? -Two way managerial teamworking -Context setting -Planning -Task assignment -Personal effectiveness appraisal of direct reports -Merit review -Coaching -Selection and induction -Deselection and dismissal -Continuous improvement Systems Drive Behavior – Check Here First Assuming your leadership system is designed to elucidate, […]

Filed Under Corporate Values, Employee Engagement, Executive Leadership, Requisite Organization, Talent Management, Work Levels | 2 Comments

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