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
If You Design It, They Will Engage. Executive Leadership and Requisite Organization Design
By Michelle Malay Carter on January 1, 2010
Trees and flowers don’t strive to grow. It’s built right into their DNA to grow and to bountifully produce.
Executives Should Take a Page from Farmers
Executive leadership should be concerned about creating the conditions necessary for employees to flourish. People are wired to work. They want to produce and produce bountifully.
Farmers don’t spend their days tending to individual [...]
Filed Under Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 4 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
Even Leaders Have Leaders - How Do We Sort Out Who Leads Whom?
By Michelle Malay Carter on December 15, 2009
Employees Crave True Leadership
Employees don’t begrudge being led. They resent being asked to submit to the leadership of someone who doesn’t add value to their thinking.
Management Myth Busted
Simply having more experience does not automatically qualify someone to be a thought leader for anyone with less experience.
Danger, Danger - Promotions by Tenure
Many a mistake has been made promoting [...]
Filed Under Employee Engagement, Executive Leadership, Managerial Leadership, Requisite Organization, Talent Management, Work Levels | Leave a Comment
Doing Things Right Versus Doing the Right Things - Operational Work Versus Strategic Work
By Michelle Malay Carter on December 10, 2009
We can convert the famous Peter Drucker quote about management being doing things right and leadership being doing the right things into requisite work levels speak.
What Drucker was drawing a line between was the operational work levels in an organization and the strategic work levels in an organization.
Doing Things Right aka Current Operations
The work of [...]
Filed Under Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels | 1 Comment
What Are Your Employees Thankful For? Fruitful Work or Fruit Baskets?
By Michelle Malay Carter on November 25, 2009
It’s Thanksgiving week in the US. I will resume my current post series next week. In the meantime, I want to recognize my mentors by saying:
May God bless those who have been put on this earth to teach and to those who generously impart their gifts without concern toward personal gain or status. I live [...]
Filed Under Corporate Values, Employee Engagement, Executive Leadership, Felt Fair Compensation, Managerial Leadership, Requisite Organization, Talent Management, Work Levels | Leave a Comment
The GO Society’s 2009 World Conference in Buenos Aires
By Michelle Malay Carter on October 23, 2009
I’m attending and presenting at the GO Society’s World Conference this upcoming week. Can you imagine a group of geeks from around the world mezmerized by talk of work levels and Requisite Organizations until late in the evening each night? Sounds like a slice of heaven, doesn’t it?
I doubt that I will be able to keep the [...]
Filed Under Executive Leadership, Requisite Organization, 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
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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