October Management Journey Carnival

Welcome to the October 2011 edition of the Management Journey Carnival.  Topics for the Management Journey Blog Carnival include interpersonal effectiveness, managing the 4 generations, emotional intelligence, communication, innovation, change management, teamwork, leadership skills, customer service, and other related topics. This blog carnival presents top recent posts from thought leaders around the web.

As we head into the last several months of 2011, the blogosphere continues to be enlightened with thoughtful contributors who share their insights on the management journey.  For the October Management Journey Blog Carnival, let’s review the wisdom of 20 insightful thought leaders:

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Featured Podcast

Featured Podcast

Our featured podcast this month comes from Sara Green of Harvard Business Review. She interviews Steven Levy, Senior Writer at Wired Magazine. Levy provides some interesting thoughts on what made Jobs successful in spite of some of the known limitations of Steve Job’s leadership style (every leader has some). Levy argues for Steve Jobs: A Perfect CEO.

 

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Articles

Featured Articles

Some suggest that one reason more women are not in the top ranks is because more of them do not want to be there.  In her article, Advice for Ambitious Women, Melissa Anderson of The Glass Hammer explains the fallacy of this reasoning and shows why women need to advocate for themselves.

It seems there is never enough time and this is particularly true for “stressed-out” managers trying to balance all of the demands of this time. How can managers improve their time management skills?  Like most performance problems, improvement starts with analysis and measurement.  Jurgen Apello of Noop.NL shows the power of these tools in his post, The Purpose of Time Tracking.

Unlocking the creative and innovative forces within us can be difficult at times.  Before we ever hear the objections of others, we often have to mediate the battle of internal, competing voices that argue with each other in our own head.  In his article, Madman, Architect, Carpenter, Judge: Unlocking Our Personas to Get Unstuck, Ed Batista of Ed Batista Consulting provides a useful framework for mediating these voices and unlocking our creative potential.

It is good for managers to identify wise business mentors and leaders to emulate.  Every leader does not deserve to be followed however. In The 12 Most Obvious Signs of a Wise Leader, Tristan Bishop of The 12 Most . . . offers some sound advice on how to identify those individuals who are worthy of emulation.

For managers and leaders, a critical skill is knowing when to stay committed to a course and when to toss the strategy out and start over. When managers and leaders stubbornly hold on to a bad idea it is equivalent to tapping down on the accelerator and driving a car into the wall (or maybe over a cliff). When managers and leaders give up too soon it is equivalent to ending a race before crossing the finish line. Taking wisdom from the arts, Renee Charney of Charney Coaching & Consulting  provides a thoughtful method for decision-making in her article, Getting (something) Out of a Scrape: 4 Questions to Ask Yourself.

It is always good to learn how to do something from someone who has actually done it–successfully!  Diversity management is no different.  Barbara Frankel of Diversity Inc provides useful tips for other businesses in her article Companies Making Diversity-Management Progress.

Managers and leaders must continue to become smarter in how they manage their own emotions and the emotions of others. In the third article of his series, Part III: How to Improve Your Emotional Intelligence, Derek Lauber of Lightbox Leadership LLC provides some practical strategies for both understanding and improving the other intelligence–emotional intelligence (EQ).

Understanding and accounting for the perspective of others is a skill of savvy managers and leaders. It is the opposite of win/lose strategies where one party with the most influence or organizational power dominates the other party.  As Maril McDonald of Let Go and Lead explains, Equilibrium is a State of Mind.  Maril makes an effective argument for leaders and managers to consider the motivations of others.

Ineffective communication is often a contributing factor to many organizational problems.  The same holds true for delegation.  Mike Moore of Management By Delegation explains the pivotal role of communication to successful delegation in his article, Good Communication A Key Management Skill for Effective Delegation.

What do you want to do when you grow up?  Many managers in the workplace are still asking themselves this question.  Jonathan Mulligan of CPA Career Coach offers three good questions to find out What Should I Do With My Life?

Management coaching is a growing field.  Satisfaction with business coaching services varies however.  Where does the problem lie?  Rajesh Setty of RajeshSetty.com tackles this issue in his post, Seven Reasons Why Most Coaching Programs May Not Work For You.

A significant difference in management and leadership is the fact that you do not need a title to be a leader.  Seasoned managers know that there are many informal leaders in the organization who influence others without any formal authority.  Robin Sharma of Sharma Leadership International  provides, Powerful Tactics to Lead Without a Title.

What does it take to be an effective leader? Is leadership the application of calculated formulas or is it a more complex undertaking?  In his post, Lead From Your Gut, Doug Sundheim of Taking Smart Risks artfully applies the connection between music like jazz and the art of leadership.  Hint: It’s the place where preparation and intuition meet.

Although change is an inevitable part of life, the uncertainty it brings is unsettling for many and paralyzing for some. Since we live in an age of constant change, managers must effectively handle the fear that comes with organizational change.  For my contribution to this month’s carnival, I offer Five Strategies for Managing the Fear of Change from Management is a Journey.

Being a manager requires taking difficult and unpopular actions at times. With managers, it is often not “what they do” however that is the problem, but rather “how they do it.”  Ron Thomas of Strategy Focused HR explains why this is true in his post, The Lesson From Yahoo: Like It or Not Every Manager IS a Role Model.

Some of the most rewarding and difficult management and leadership positions are in the non-profit sector.  Rosetta Thurman of RosettaThurman.com gives a comprehensive insider picture of the state of leadership and management in the non-profit sector since the Great Recession hit.  Her article, Inside Daring to Lead 2011: 42 Important Findings About Nonprofit Executive Directors, discusses important findings regarding the non-profit sector including executive compensation, executive performance and transition, and job satisfaction and well-being.

It is important to love what you do particularly in tough business times like these.  In his post, The Most Overlooked Truth About Employees’ Motivation, Mohammed Tohami of Transformational Motivation argues that only passion driven organizations will survive and thrive in the future.

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Featured Video

Featured Video

Our featured video this month comes from Roger Crockett of Rocrockett.com.  Roger interviews Greg Brown the CEO and Chairman of Motorola Solutions.  This video, Greg Brown on Communication, is a discussion on leadership from a global CEO that covers some important topics including the importance of communication, avoiding corporate arrogance, and promoting the right organizational culture.

ribbon award winner editor pick

Editor's Pick

Editor’s Pick

Words are powerful and as my wise grandmother used to tell us kids, You’d better watch what comes out of your mouth because once it is out you cannot take it back! This month’s editor’s pick goes to Liz Ryan of Bloomberg Businessweek. I was impressed with her informative and entertaining article that discussed Ten Things Only Bad Managers Say. She makes powerful arguments why every manager and leader should drop these ten phrases from their business communications.

This concludes the October edition of the Management Journey Carnival. The next edition will be published on November 21st. I look forward to seeing you again at the November Management Journey Blog Carnival. You can submit your article  here. I select posts based on their content value and relevant submissions are welcomed. (Please do not submit anonymous, generic blog, or off-topic submissions as they will not be considered.)

Robert

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