What Does Managerial Leadership Look Like? A Requisite Approach

By Michelle Malay Carter on July 2, 2008 

Elliott Jaques’ Requisite Organization model does a great job of defining a set managerial leadership behaviors which, within a Requisite Organization leadership framework, would become explicit accountabilities of all managers. 

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

Simple?  Yes.  Practiced?  Maybe
These practices are simple on their face, but [...]

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

Why Perfect Candidates Still Fail on the Job

By Michelle Malay Carter on June 29, 2008 

Recruiting Effectiveness Metrics
I recently read a blogger proposing that recruiters should be measured not only by how many slots are filled or how quickly the slots are filled, but also by the first year’s performance of the candidates they place.  I agree that how many and how quickly will not tell the whole story, but neither [...]

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

Three Organization Design Principles - Why Engagement Sits at about 20 Percent

By Michelle Malay Carter on May 28, 2008 

Organizational Engineering
At PeopleFit, we consider ourselves organizational engineers.  Meaning, we use scientific knowledge and natural laws in order to design and implement structures, systems, and processes that realize a desired objective and meet specified criteria - i.e. we design requisite leadership systems which produce work enabling organizations rooted in trust, fairness, and accountability.
It’s As Easy [...]

Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management, Work Levels | 6 Comments

Insightory - A Management Information Repository

By Michelle Malay Carter on May 27, 2008 

If you haven’t stumbled upon it yet, you should check out Insightory.
It’s a platform for management professionals, academicians and graduate business students to share their knowledge and insights with the corporate world, solve management issues collaboratively, and network with peers who have similar professional interests.
Their goal is to do for management knowledge what Wikipedia has [...]

Filed Under Accountability, Employee Engagement, Executive Leadership, High Potential, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Succession Planning, Talent Management, Work Levels | 2 Comments

So Just What is a Democratic Workplace?

By Michelle Malay Carter on April 29, 2008 

Competitive Elections and Majority Rule?
I’ve been pondering this for a while. I looked up the definition of democracy on wikipedia, and unfortunately, there is no three sentence definition. However, it states, that competitive elections is the most common thread. Additionally, majority rule is the next usual predominant feature.
(FYI - The USA is [...]

Filed Under Accountability, Corporate Values, Organization Design, Requisite Organization, Strategy, Talent Management | 10 Comments

Operationalizing Innovation - Accountabilities by Work Level

By Michelle Malay Carter on April 28, 2008 

I’ve said before that innovation should be an expectation at all levels, but innovation will look different at different work levels. All work has creative elements to it.
Current Operations Versus Strategic
Innovation at the bottom three levels of the organization will add value to current operations. Levels 4 and up should be adding “strategic” [...]

Filed Under Accountability, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Work Levels | 2 Comments

You Don’t Get to Choose Your Legacy - Will History Be Kind to You?

By Michelle Malay Carter on April 11, 2008 

Of all his contributions to society, Elliott Jaques’ term “mid life crisis” has been the most renowned.
From the perspective of potential to change work life as we know it, it’s pretty far down the list.
Yet, Jaques’ other work, which represents a science-based, systems approach toward accountability, engagement, and effectiveness within organizations, remains largely obscure - [...]

Filed Under Accountability, Employee Engagement, Personal Observation, Requisite Organization | Leave a Comment

Requisite Organization Training Course - June 4 - Raleigh-Durham, NC, USA

By Michelle Malay Carter on April 9, 2008 

Now that I’ve bashed training as nothing more than lipstick on a pig, I thought I’d offer some.
Quite a bit of what I write and rant is rooted in Elliott Jaques’ meta-model, Requisite Organization.
On June 4, I’ll be leading a short course on some of the basics of the model and their implications for organizational [...]

Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Felt Fair Compensation, High Potential, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Succession Planning, Talent Management, Work Levels | Leave a Comment

If a Tree Falls in the Woods, How Will It Affect Its Performance Appraisal?

By Michelle Malay Carter on April 8, 2008 

If a man speaks in the woods and there’s no woman around to hear him, is he still wrong?
Being a woman, I found this humorous, I would credit the author but do not know who she is.
On an organizational level, the question becomes:

If a staff member gives advice to a line manager, and the line [...]

Filed Under Accountability, Employee Engagement, Managerial Leadership, Organization Design, Requisite Organization, Strategy | Leave a Comment

Is Training Anything More Than Putting Lipstick on a Pig?

By Michelle Malay Carter on April 2, 2008 

A friend sent me a Financial Times article written by Sathnam Sanghera, a gentleman who was thrilled when his Icebreaker training course was canceled.  Even though I frequently play the role of trainer, I found it a funny article worth a read.
In the article, Sathnam cited these statistics:

In 2006, Hudson, a New York company specializing [...]

Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Talent Management | 7 Comments

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