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

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 […]

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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 […]

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 […]

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

When To Overhire – An Exception to My Rule

By Michelle Malay Carter on May 12, 2008 

Talent Pipeline Development My posts last week on over hiring stirred many comments. Thank you! Bloggers love comments. And you, my astute readers, sniffed out the one instance when you might choose to over hire – when you are preparing for growth. A Conscious Choice not an Ignorant One However, overhiring as a conscious choice […]

Filed Under Corporate Values, Employee Engagement, High Potential, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Succession Planning, Talent Management, Work Levels | 5 Comments

Judging Employee Potential Is Easy – Making Meaning of the Shades of Gray

By Michelle Malay Carter on April 21, 2008 

I had my semi-annual dental visit last week. No cavities! As the dentist read my x-rays, I thought, how can he tell anything from that? It just looks like shades of gray. I had the same level of amazement during my children’s ultrasounds. I consider myself fairly intelligent, but I couldn’t tell a foot from […]

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Adaptive Path At Destiny’s Door

By Michelle Malay Carter on April 18, 2008 

During my typical morning internet surfing, my circuitous route led me to this CEO job opening announcement at Adaptive Path.? Love the?name. ?After reading their website, I’m sure my management consulting firm, PeopleFit, could benefit from their” finding-your-market” and product design services.?? I still don’t fully understand what they do, but they seem hip, savvy, […]

Filed Under Corporate Values, Executive Leadership, Organization Design, Requisite Organization, Strategy, Succession Planning, Talent Management, Work Levels | 2 Comments

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 […]

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

Good Friday Freebie – Digital Book: Organization Design, Levels of Work and Human Capability

By Michelle Malay Carter on March 21, 2008 

Free Digital Book I authored a chapter in an edited book published last summer, Organization Design, Levels of Work and Human Capability. If you like the content of this blog and want to read more about the history and application of Elliott Jaques’ meta-model Requisite Organization, click here, fill out a survey for the Global […]

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

Harvard Business Discovers Level 6 Work – The Strategy of Combining Two Models

By Michelle Malay Carter on February 26, 2008 

In a former work levels post on strategy, I discussed how migrating a strategy upward by one level of complexity can give an organization a breakaway lead from its competitors operating at the lower level.? From “Or” Thinking to “And” Thinking, i.e. From Level 5 to Level 6 My historical example was that the US […]

Filed Under Corporate Values, Executive Leadership, Felt Fair Compensation, Organization Design, Requisite Organization, Strategy, Succession Planning, Talent Management, Work Levels | 6 Comments

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