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

Michelle Malay Carter Interview on the Epic Living Hour

By Michelle Malay Carter on June 23, 2008 

As promised, here is my Friday interview with Eric Pennington on his Epic Living Hour radio show.

I’m OK.  You’re OK.  Let’s fix the system.

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

Organizational Structure - What If…

By Michelle Malay Carter on June 18, 2008 

Jack Fallow had this to say about my lamentation on organizational structural failures: 
Yes it is a problem that we under-engineer work environments and structures.
Typically, the engineer, first decides that weight bearing strength of 1000lbs is necessary, then adds 50% for security. Next, they choose the best material to carry the strain. Then, they make over-abundant [...]

Filed Under Corporate Values, Employee Engagement, Organization Design, Requisite Organization, Strategy, Talent Management | 2 Comments

Structural Failures within Organizations - Close is Not Good Enough

By Michelle Malay Carter on June 17, 2008 

Steve Roesler throws out the concept of applied management in his latest post on employee survey research.  I couldn’t agree more that we need more applied management within organizations.
And I would ask, just what are we applying?
Is Close Good Enough?
Engineers take natural laws and science-based knowledge and use this inform to inform their designs.  If I [...]

Filed Under Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels | 7 Comments

Help Candidates Self Select with Work Levels Job Descriptions

By Michelle Malay Carter on June 8, 2008 

Because we don’t have science-based understanding about work, i.e. that it occurs in discreet, measurable levels, we do a really poor job of writing job descriptions.
What About the WORK?
Most job descriptions are a mishmash of ambiguous competencies, personality characteristics, and often include arbitrary educational qualifications.  They do a lot of talking about the candidate qualifications but precious little about [...]

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

Intuiting Work Levels - Justin Foster’s Strategy Hierarchy

By Michelle Malay Carter on June 3, 2008 

Jamie Notter mentioned coming upon Justin Foster’s idea of Strategy Hierarchy. 
Justin does a great job of describing work levels 5, 4, and 3.
Here’s Justin’s description:

Vision - Develop the simple idea. This is very likely the original reason a venture or effort was started. In addition, the Vision is the picture of success in the mind [...]

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

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

The Dangers of Promoting from Within - Avoid “Right Place at the Right Time” Promotions

By Michelle Malay Carter on May 21, 2008 

It’s a noble thing when organizations strive to promote from within, but this can really become a mess during times of explosive growth.
HR’s Image Problem May Be Rooted in Promoting From Within
In my last post, I eluded to the fact that this happens in HR quite frequently, and this may be why HR has an [...]

Filed Under Employee Engagement, Executive Leadership, Organization Design, Requisite Organization, Strategy, Succession Planning, Talent Management, Work Levels | 7 Comments

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