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
The Golden Rule is Pyrite
By Michelle Malay Carter on January 28, 2010
One of the greatest life lessons anyone can learn is that WE ARE NOT ALL THE SAME. When we treat others as we would like to be treated, it may or may not be well received. If it is not well received, we consider the others to be ingrates, and so the downward spiral begins.
From [...]
Filed Under Employee Engagement, Personal Observation, Talent Management | Leave a Comment
Add Time Spans to Your Resume to Reflect Your Requisite Level of Capability
By Michelle Malay Carter on January 16, 2010
I answered a question on a LinkedIn Management Consulting group from a person inquiring about how to ensure you are being considered for roles at the right level.
Assuming you have been employed at full capacity in your previous work, adding a time element to your resume’s bullet points is one of the best ways to demonstrate your level [...]
Filed Under Felt Fair Compensation, Requisite Organization, Talent Management, Work Levels | 1 Comment
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
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
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 Dark Side of the Underutilized Employee - Fire them or promote them?
By Michelle Malay Carter on November 13, 2009
What to Do About Attitude Problems
One of my most popular articles is What To Do About Attitude Problems? Promote them! This article explores the negative behaviors a manager might experience not because an employee is unqualified for a job, but because she is cognitively overqualified.
As I’ve said before, high capability does not always mean high [...]
Filed Under Employee Engagement, High Potential, Managerial Leadership, Requisite Organization, Talent Management, Work Levels | 2 Comments
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