The folks at Fast Company think so. They’ve just launched something they’re calling the 30 Second MBA.

Last week’s question: How do you deliver difficult news to your staff, customers or to the public.

5 experts take a shot at the question throughout the week.

This week’s question: In a highly networked, global world, has the meaning of leadership changed?

I’m interested in learning from the 30 Second MBA faculty, none of which I’ve honestly heard of before this series.

I think the premise is a good one, and if they focus on management and leadership stuff, I may be linking to it as the series progresses. For now, I’ll be bookmarking it and keeping my eye on the 30 Second MBA.

What do you think? Can you really answer a tough business question in 30 seconds?

Stopwatch photo credit to nDevilTV

Post from: EveryJoe

30 Second MBA

I’m about to start Twittering. What tips do you have for using Twitter for business?

Awesome question! I’ve got 5 great tips.

I hope they help my connection…and more importantly, I hope they help YOU!

5 Ways to Use Twitter for Business

1. Follow some folks you trust and listen/watch what they do. Follow some folks you’d like to know and listen/watch what they do.
2. Start tweeting about things that are in line with your brand.
3. Share links, share ideas, share thoughts, share pictures, and just share.
4. Use http://search.twitter.com and look for the topics/ideas you care about…and respond to those that Tweet about the things that match with you. Use the @username to get folks attention. The @ is like a personal instant message that everyone can see.
5. Follow some more folks that are in line with your other (non-business) interests. You never know if they might be folks who might know someone who fits in with what you really want to do business wise.

And 1 more bonus tip on using Twitter for business:

Don’t set up an auto-DM for your profile. Auto-DMs are spam. Let conversation come to you, or go get it, but don’t force it with a DM.

What are YOUR best tips on using Twitter for business?

I’m @philgerb Feel free to follow and connect with me!

Image courtesy of Twitter, only when it’s not working :)

Post from: EveryJoe

Use Twitter for Business: 5 Tips

President Obama proposes we limit executive pay to $500,000 for institutions that got bailout money. See the full story here. It got me thinking about what all managers are worth, pay wise, and I think I came up with an interesting way to look at it:

If each step you go up the ladder is twice as much responsibility, how about capping each step at double what the highest paid associate at the level below makes.

Here’s how it might work:

• Front line employee makes $40,000 per year
• Front line manager makes $80,000 per year
• Second line manager makes $160,000 per year
• Third line manager makes $320,000 per year
• CEO makes $640,000 per year

Pretty simple, and yet potentially very fair. And if you include some performance bonuses, you might hit upon something almost everyone could agree on.

What is a manager worth to you?

Money roll 3 courtesy of zzzack

Post from: EveryJoe

What is a manager worth?

As I write this, I am sitting in the Saskatoon, Saskatchewan airport waiting to catch a flight to Winnipeg, Manitoba. I am heading home. When I left home 3 days ago I forgot to pack two items that I needed for the trip (shoes can always come in handy).

This made me think about what we need to pack in our “management bag” as we journey into management. Here are 12 items I would place in my management bag and I look forward to what you would add to the bag so that I don’t get to my destination and realize I am lacking sole power:

1. A sense of humor as mirth makes for good management.
2. A sense of humanity to realize we manage people and that management is a very human endeavor.
3. A strong dose of integrity, honesty, and authenticity.
4. A belief in ourselves, others, and the organization.
5. A passion for results and accomplishment.
6. A love of strong interpersonal communication.
7. A good set of ears and a fine connection with others.
8. A solid understanding of our organization and the organization’s mission and goals.
9. A real sense of service, being in this for others, and the desire for a positive legacy.
10. A comfort and even a fondness for change.
11. A calm and unflappable approach to others.
12. A toothbrush to demonstrate that we are concrete, practical, and not afraid to smile.

By the way, as you journey into and through management, I wish you a safe trip. What would you add to our management bag?

Photo Credit: Baggage Dept by http://www.flickr.com/photos/noelzialee/286944356/

Post from: EveryJoe

What’s in Your Management Bag?

Corporate Agility outlines a new model for competing in a flat world. Corporate Agility: A Revolutionary New Model for Competing in a Flat World was written by Charles E. Grantham, James P. Ware, and Cory Williamson.

Does your workplace produce a meaningful sense of self-control? From the book website:

We began with a presumption that, as population growth slowed and the baby boomers moved towards retirement, the workplace would become an increasingly important means of attracting and retaining talented workers. We knew from personal experience and our own previous research that talented people wanted – no, demanded – a great deal of personal control over their work, and that traditional, top-down, one-size-fits-all management and cube farms don’t exactly produce any meaningful sense of self-control.

Click here to read a detailed and well-written review of the book available at The Leadership Sphere.

Click here to read the authors informative and insightful Future of Work blog.

To avoid our organizations becoming fragile we must become more agile. I encourage you to investigate the work of Grantham, Ware, and Williamson on how organizations can heighten their agility.

Photo Credit: Fragile by http://flickr.com/photos/bb_matt/207102084/

David Zinger writes extensively on employee engagement.

Post from: EveryJoe

The Future of Work: Avoid Fragility, Embrace Agility

• Uncle Mark’s new digital camera pick
• Uncle Mark’s new cell phone pick (hint: same as the camera pick)
• Uncle Mark’s unsung hero of consumer technology
• Uncle Mark’s favorite new kitchen tool
• Uncle Mark’s new (and very old) wristwatch pick
• and Uncle Mark’s items for parents

You’re probably wondering “Who is Uncle Mark? Is this Phil’s Uncle Mark? Why do I care what Phil’s Uncle Mark has to say about Christmas gifts?” All are great questions!

Uncle Mark is Mark Hurst, author of the Good Experience, dedicated to the “creation of good, meaningful experiences in business and life.” Not to mention, he published a great book called Bit Literacy: Productivity in the Age of Information and E-mail Overload which we can all use to be more productive slackers.

Why is this a great Christmas gift guide? Because Mark selects only the BEST of the best, and recommends 1 item in each category. If you like his review, then you should buy the gift, and go back to slacking. It’s that simple!

Post from: EveryJoe

Christmas Gift Guide for Slackers

I would appreciate tips that Slacker Managers use to make something out of their waiting.

Here are my 4 airport productivity habits.

I like to get to the airport early. After checking in I always go to the bookstore and look at the new business books. I write down any titles I find intriguing and usually check them out of my local library when I return. The last time at the airport I found the following titles:

1. Calming Your Anxious Mind
2. It is all in Your Head.
3. Stumbling on Happiness
4. Business and the Buddha
5. You have no time to lose

In 10 minutes of browsing I had 5 great sources of books. To me, there is something about looking at the cover, holding the book, and flipping through the pages that I just don’t get with on-line book browsing.

I love to work while waiting for the plane to take off. This is some of my most productive planning and idea times. I know many people hate waiting but I enjoy getting to the airport early, navigating through security, grabbing a big cup of coffee and settling in to generate ideas, draft new articles for Slacker Manager (watch for the 12 Days of Management hatched in Halifax airport), and write short articles. I save my reading for the plane.

I will often wear headphones and listen to music while doing this to block out all the other external distractions and help me focus on the rhythm of the music and the ideas I am generating.

I always carry a number of pens and will often jot down quick ideas and action steps. I generally prefer to work with a clipboard and blank white paper. I also will sometimes use the napkins from Starbucks. I have used my computer notebook but overall I work better while waiting with pen and paper.

Many people seem irritated or impatient before their flight. They can’t seem to wait to get on the plane and they can’t seem to wait to get off of the plane when it lands.

What are you waiting for? How do you use the time before take off?

Photo credit: love is in the air by http://flickr.com/photos/linnybinnypix/444194790/

David Zinger just flew in from the Halifax airport.

Post from: EveryJoe

Take Off: 4 Airport Productivity Habits

Although the target audience is C-level leaders I believe anyone at any level of management can benefit by reading the HBR. The articles are well-written, they include wonderful illustrations, and the printed journal includes an eclectic collection of business cartoons.

What could be better than cartoons and Harvard together?

Click here to get your free 21 day pass to HBR-London. If you are a manager, make your next 3 weeks a chance to get a Harvard education.

You will have access to an engaging interactive site and a very helpful collection of articles including the following four:

1. Manage Your Energy, Not Your Time by Tony Schwartz and Catherine McCarthy
2. What Makes A Leader? by Daniel Goleman
3. Overloaded Circuits: Why Smart People Underperform by Edward M. Hallowell
4. Cognitive Fitness by Roderick Gilkey and Clint Kilts

London calling. So the quickest way to Harvard, even if you live in Boston, may be by going to London first.

Enjoy the journey with some of the best and brightest management writers on the planet.

…..

David Zinger dropped out of his Bachelor of Commerce degree 30 years ago but he has never dropped reading the Harvard Business Review.

Post from: EveryJoe

21 Day Free Pass to the Harvard Business Review: London

I have been on the hunt for a software gaming program that would help maintain
or enhance management skills. I have looked at Sims2 business but would like
more real-life. I have e-mailed a couple of other companies but they are
designed more for Corporate. The level that I am looking for is more along MBA
degree programs (I recently graduated with my MBA). Would you or your readers
have any suggestions?

Any ideas? I’m drawing a blank, and as we have MANY smart readers, I thought I’d throw it out to you. If there isn’t one that you recommend, perhaps a smart software developer might be able to make one?

Post from: EveryJoe

Readers Ask the Slacker: Management Game?

Too often our management plans consist of mental gymnastics that keep us in our heads and out of touch with what is occurring at work and with our staff.

Many managers are finding the benefit of learning about improvisation to improve their management approach and skills. See Patricia Ryan Madson’s Improv Wisdom blog links or Harvey Mackay’s latest newsletter: Making others look good reflects on you.

This week, I attended an improvisation class facilitated by Stephen Sims at the Prairie Theatre Exchange school in Winnipeg. Our class of 15 participants engaged in a number of improvisation games or exercises. 

Here are 6 key management points I derived from the first class. This is not necessarily the “crumbs” Stephen gave us so much as what I took away – so any misrepresentation of improvisation in these statements are my own misunderstanding.

1. Be connected. You must watch your team members closely and maintain a strong connection if you want to develop good improvisation skills or authentic management skills.
2. Set your team members up for success. Make it easy for your partners in management or improvisation and set them up for success. The “we” is stronger than the “me.”
3. Work or play with what is given you. In management and improvisation it is important to build upon what your team members contribute and to build upon their strengths.
4. Don’t force fun. Don’t impose humor in the office and don’t force humor in improvisation. Both practices involve the principle of letting things occur rather than getting things to happen. As Billy Welu the bowler stated: “trust is a must or your game is a bust.”
5. Lose your mind and come to your senses. Don’t over-think improvisation or management. Be present to what is going on and participate fully in the development of work or the exercises. Sense making may be more important than strategic thinking.
6. Fail and move on. Don’t get stuck in or on your failures -shake them off - learn from them - move on.

IMPROVe your management by taking an improvisation course and taking your management learning to a new stage.

David Zinger is an expert in

employee engagement and strength based leadership.

Photo Credit: pil07.jpg on Flickr by http://flickr.com/photos/hcgilje/455107485/

Post from: EveryJoe

6 Keys in Management Improvisation