Undercover Boss - Well-Meaning Window Dressing
By Michelle Malay Carter on March 1, 2010
I must admit I’m touched by the hearts of the CEOs who agree to go undercover to experience their organization on the ground floor. They seem to geniunely care about the people, not just the publicity afforded to their organization by the show.
Systems Drive Behavior
However, in the end, their righting single incidents or donating toward [...]
Filed Under Accountability, Employee Engagement, Executive Leadership, High Potential, Organization Design, Requisite Organization, Talent Management, Work Levels | 6 Comments
Measuring Employee Performance Tells as Much about the System as It Does the Employee
By Michelle Malay Carter on February 19, 2010
In addition to old-fashioned happenstance, there are three main areas of influence over one’s performance within an organization:
Three Areas of Influence over Employee Performance
1. The first is the person’s capability profile which is composed of
a) knowledge, skills and experience,
b) values, temperament and inhibitors, as well as
c) current cognitive capacity.
2. The second is the employee’s manager’s [...]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Organization Design, Requisite Organization | 2 Comments
Engaging Employees Through Operationalizing Good Power, Starving Bad Power, and Disallowing No Power
By Michelle Malay Carter on December 21, 2009
I was struck by a message on Good Power Versus Bad Power at my house of worship last week. It occurred to me that this is what PeopleFit endeavors to do within Managerial Hierarchies.
Throwing The Baby Out with the Bathwater - Egalitarianism
We are kidding ourselves to believe managerial hierarchies can be egalitarian. Power must be exercised. We can [...]
Filed Under Accountability, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management, Work Levels | 3 Comments
The Overcommitted Employee - When No Amount of Training Will Help
By Michelle Malay Carter on November 29, 2009
Mismatch to Role
As much as Americans hate to admit it. There are some jobs that are beyond the cognitive reach of some employees. No amount of training, coaching, or personal effort will help the situation. Today we will look at the behaviors a manager might see in this instance.
What to Do?
We all mature in cognitive, [...]
Filed Under Accountability, Corporate Values, Employee Engagement, Managerial Leadership, Requisite Organization, Talent Management, Work Levels | Leave a Comment
Missed Opportunities to Rescue Dugard Linked to Poor Employee Screening or Poor Pay?
By Michelle Malay Carter on November 5, 2009
According to the San Francisco Chronicle, “State parole agents fell down on the job again and again during the 10 years they supervised sex offender Phillip Craig Garrido, failing to check out clues that could have led to alleged kidnap victim Jaycee Dugard.” [emphasis mine]
Parole Agent Work is Level Two Work
If you follow my blog, [...]
Filed Under Accountability, Felt Fair Compensation, Talent Management, Work Levels | Leave a Comment
What is Requisite Organization? The Elevator Speech
By Michelle Malay Carter on October 13, 2009
I work for PeopleFit, a management consulting firm that specializes in:
Organizational engineering, talent assessment, and designing managerial leadership systems rooted in Elliott Jaques’ meta-model, Requisite Organization.
What a marketing nightmare - creating demand for services that most executives have never conceived of!
Let’s Learn from Other Professions!
While most professions and industries have standards of practice which weave a [...]
Filed Under Accountability, Employee Engagement, Organization Design, Requisite Organization, Talent Management, Work Levels | Leave a Comment
Mission Minded Management Turns Two - I’m OK. You’re OK. Let’s Fix the System.
By Michelle Malay Carter on September 25, 2009
Turning two this week is Mission Minded Management, PeopleFit’s organization design, executive leadership, and operational management blog that draws its theory from the meta-model Requisite Organization and draws its contents from the author’s work and life experiences.
Thank you for your continued support and readership. Please send a link to a friend!
Here were the most-read posts published this year:
Managerial [...]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, High Potential, Managerial Leadership, Organization Design, Requisite Organization, Work Levels | Leave a Comment
Who Is Accountable for “The Customer Experience”? Maybe Not Who You Think
By Michelle Malay Carter on September 13, 2009
Customer Experience Surveys
As an add on to my thoughts about scapegoat syndrome, I wanted to add a caution around data derived from customer experience surveys. Are you measuring what you think you are measuring with these surveys?
As Much about Systems as Customer Service
When you ask a customer how their experience with your organization was, you [...]
Filed Under Accountability, Employee Engagement, Organization Design, Requisite Organization, Talent Management, Work Levels | 7 Comments
NonCommission Sales Compensation - Is this Blasphemy?
By Michelle Malay Carter on August 24, 2009
Show Me the Logic
Should sales people be held accountable for their effectiveness (which includes output as one input) but their managers ultimately accountable for their output. This is the standard of accountability that I have proposed be used for all employees. If we held sales people accountable to the same standard as all employees, does it make [...]
Filed Under Accountability, Employee Engagement, Felt Fair Compensation, Requisite Organization, Strategy, Talent Management | 6 Comments
How to Avoid Scapegoat Syndrome - Understand Work Levels
By Michelle Malay Carter on August 14, 2009
Scenario: A safety violation occurs at work on the front line. Who is accountable? Understanding work levels can answer this question.
Bye Bye Employee Engagement
Holding the wrong person accountable reduces trust and fairness, and these are two precursors to engagement.
Work Level 1 Accountability - The Front Line Employee
Work to procedures and training. To produce an output [...]
Filed Under Accountability, Employee Engagement, Executive Leadership, Organization Design, Requisite Organization, Work Levels | 5 Comments
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