START AGILE MESSAGING

Research shows that CEOs, senior executives, and top-tier managers spend 1,200 hours a year on non-face-to-face communications. You really shouldn't have to waste your time like this and you won't have to if you do three things:

Start agile messaging and stop unclear messaging.
Start precision communication and eliminate Workslop.
Set new standards and build an agile communication culture.

As a result, the days of miscommunication will soon be over.

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READ A STRATEGIC BRIEFING

READ A FOREWORD BY PROFESSOR RONALD E. DULEK

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00

days

00

hours

00

minutes

00

seconds

CEO

WORK TIME

62.5

HOURS A WEEK

FACE-TO-FACE

INTERACTIONS

WORK TIME

NON

FACE-TO-FACE

INTERACTIONS

WORK TIME

INEFFICIENT

WORK TIME

1200

HOURS A YEAR

HBS

Harvard Business School's Michael E. Porter and Nitin Nohria launched a study tracking how large companies’ CEOs spent their time and they published two articles in Harvard Business Review:

"How CEOs Manage Time"

"What Do CEOs Actually Do?"

They found out that the CEOs worked on average 9.7 hours a weekday and 62.5 hours a week including weekend days and vacation days. The CEOs spent 61% of the work time on face-to-face interactions, which is considered to be the most effective way of working for top leaders.

However, the remaining 39% was spent on non-face-to-face interactions including talking on the phone or reading and replying to written correspondence (15%), and managing electronic communications (24%).

Key Questions

"How to minimize the likelihood of producing undesired outcomes and Workslop as a result of writing unclear messages and using AI to write messages?"

"How to minimize the time it takes to read and reply to written correspondence and how to manage electronic communications in the age of AI?"

The Strategic Intent

"The Why"

If you fail to define the purpose clearly, the message fails to build momentum. Without understanding the "Why," your team members cannot use their initiative or improvise when the plan inevitably changes, as they lack a clear purpose.

The End State

"The What"

If you fail to define the desired outcome of the mission, the message fails to draw a picture of the end state. Without understanding the "What," your team members lack a vision of what success looks like at the end of the mission.

The Team

"The Who"

If you fail to define the team clearly, the message fails to tell them what to do. Without understanding the "Who should do what," your team members cannot do their jobs, as they lack a clear task assignment.

The Schedule

"The When"

If you fail to define the schedule clearly, the message fails to tell the team when to execute the plan. Without understanding the "When," your team cannot do the job on time, as they lack clear dates.

The Target

"The Where"

If you fail to define the destination clearly, the message fails to tell where to go. Without understanding the "Where," your team cannot reach the target, as they lack clear definition of the landscape they must cross to get there.

The Productivity

"The Digital Friction"

When you or your team receive Workslop you waste precious time and mental energy deciphering intent and hunting for actual substance. This creates a "Strategic Leak" that drains your productivity.

The Trust Risk

"The Competence Penalty"

If you or your team send AI-written unrefined Workslop it signals a lack of effort. Research shows Workslop senders are viewed as less creative and less capable, immediately eroding your executive authority and authenticity.

The Core AI Workflow

"Strategy First, AI Second"

Implement the 4-step workflow: Start with the Step Zero (Agile Message Strategy), then move on to the Prompt, Refine, and Personalize steps. Follow the role-based writing process and act as the Leader (Commander-in-Chief), Analyst, Researcher, Writer, and finish the workflow again as the Leader (Editor-in-Chief).

The Culture of Noise

"The Organization Drowns"

If leaders send fragmented, AI-written "first-draft" emails, the whole organization drowns. CEOs, senior executives, and top-tier managers spend over 24 hours a week reading for work; a third of that is wasted on poorly organized, "fuzzy" writing that hides the bottom line.

The Length Trap

"The Length Over Clarity"

If leaders reward lengthy emails, reports, and memos over short, clear, and concise ones, then the corporate culture starts to rot from the inside. If you use fancy words and "bizspeak" to mask fuzzy thinking you are creating a silent tax on every interaction.

The Editor-in-Chief

Mandate the Standard

You must mandate clarity to transform culture. Implement the "Two-Sentence Rule." If the main point can't be found in the first two sentences of the message, send it back unread. This forces the sender to stop fuzzy thinking and start writing with crystalline clarity.

The Style Guide

Ban the Jargon List

Crowdsource your style guide from the bottom up. Ask your team to collaborate and build a "Banned Jargon" list including words like leverage or synergies, for example. This creates shared ownership of an authentic, human brand voice.

The Agile Mindset

"The Agile Values"

The core of the agile mindset is shifting from a "Passenger" who passively follows a script to a "Pilot" who takes high-agency control of strategic outcomes. The Pilot's decisions are based on the Commander's Intent Statement that defines the mission purpose and the desired outcome, but leaves room for improvisation when a plan inevitably changes.

Message Outcomes

over Comprehensive Prose

You value tangible results such as approvals, alignments, or actions over the length, documentation, or "politeness" of the text.

Audience Collaboration

over One-Way Broadcasting

You replace "fire and forget" emails with reader-centric feedback loops that turn communication into a dialogue.

Human Strategy

over Automated Tools

You command AI as a powerful accelerator but never allow it to replace your personal judgment, empathy, or accountability.

Responding to Feedback

over Following a Script

You use real-time data and audience sentiment to pivot your approach dynamically rather than adhering to a rigid, pre-planned script.

Meet the Lead Instructor

Jorma Manninen: Moving Leaders from the Cabin to the Cockpit.

Jorma Manninen is the Founder and Lead Instructor at Business Made Agile. Since founding the company on January 1, 2023, Jorma has been on a mission to help CEOs, senior executives, and top-tier managers navigate the "Digital Void" created by the explosion of generative AI.

His methodology, forged under Professor Ronald E. Dulek at Aalto University, focuses on Strategic Messaging: the art of defining the Commander’s Intent before writing a single word. Jorma’s approach combines the precision of high-stakes business writing with the speed of modern automation to solve the "1,200-Hour Leak."

As an expert in HubSpot and GoHighLevel automation, Jorma doesn't just teach you how to communicate; he provides the engine to scale your leadership capacity and eliminate "Workslop" from your organization for good.

Messaging Made Agile: Strategy First, AI Second The Leader's Guide to Precision Communication is Jorma's first book and its publication date is 15 January 2026 at 12:01 am EST (GMT-5) (New York time)

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START AGILE MESSAGING

Order the book at Amazon!

Special Deal for You: $0.99 at Amazon.com

Order now! Price will go up soon...

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00

00

00

CEO Time Study

"The Executive Capacity Crisis"

CEO

WORK TIME

HOURS A WEEK

FACE-TO-FACE

INTERACTIONS

WORK TIME

NON

FACE-TO-FACE

INTERACTIONS

WORK TIME

INEFFICIENT

WORK TIME

HOURS A YEAR

HBS

Harvard Business School's Michael E. Porter and Nitin Nohria launched a study tracking how large companies’ CEOs spent their time and they published two articles in Harvard Business Review:

"How CEOs Manage Time"

"What Do CEOs Actually Do?"

They found out that the CEOs worked on average 9.7 hours a weekday and 62.5 hours a week including weekend days and vacation days. The CEOs spent 61% of the work time on face-to-face interactions, which is considered to be the most effective way of working for top leaders.

However, the remaining 39% was spent on non-face-to-face interactions including talking on the phone or reading and replying to written correspondence (15%), and managing electronic communications (24%).

Key Questions

"How to minimize the likelihood of producing undesired outcomes and Workslop as a result of writing unclear messages and using AI to write messages?"

"How to minimize the time it takes to read and reply to written correspondence and how to manage electronic communications in the age of AI?"

Stop Unclear Messaging!

Unclear Strategic Messaging is the Archenemy of Effective Communication & Successful Leadership.

The Strategic Intent

"The Why"

If you fail to define the purpose clearly, the message fails to build momentum. Without understanding the "Why," your team members cannot use their initiative or improvise when the plan inevitably changes, as they lack a clear purpose.

The End State

"The What"

If you fail to define the desired outcome of the mission, the message fails to draw a picture of the end state. Without understanding the "What," your team members lack a vision of what success looks like at the end of the mission.

The Team

"The Who"

If you fail to define the team clearly, the message fails to tell them what to do. Without understanding the "Who should do what," your team members cannot do their jobs, as they lack a clear task assignment.

The Schedule

"The When"

If you fail to define the schedule clearly, the message fails to tell the team when to execute the plan. Without understanding the "When," your team cannot do the job on time, as they lack clear dates.

The Target

"The Where"

If you fail to define the destination clearly, the message fails to tell where to go. Without understanding the "Where," your team cannot reach the target, as they lack clear definition of the landscape they must cross to get there.

The Message Strategy

The Commander's Intent

Apply agile messaging principles to define your Commander's Intent Statement and develop the Agile Message Strategy for your message before you write a word and your message will most likely produce the desired outcome.

Eliminate Workslop!

Workslop is the AI-generated content that destroys your productivity, authority, and authenticity.

The Productivity

"The Digital Friction"

When you or your team receive Workslop you waste precious time and mental energy deciphering intent and hunting for actual substance. This creates a "Strategic Leak" that drains your productivity.

The Trust Risk

"The Competence Penalty"

If you or your team send AI-written unrefined Workslop it signals a lack of effort. Research shows Workslop senders are viewed as less creative and less capable, immediately eroding your executive authority and authenticity.

The Core AI Workflow

"Strategy First, AI Second"

The Agile Culture

The ability to generate text is totally free in the age of AI. The ability to generate clarity is absolutely priceless.

The Culture of Noise

"The Organization Drowns"

If leaders send fragmented, AI-written "first-draft" emails, the whole organization drowns. CEOs, senior executives, and top-tier managers spend over 24 hours a week reading for work; a third of that is wasted on poorly organized, "fuzzy" writing that hides the bottom line.

The Length Trap

"The Length Over Clarity"

If leaders reward lengthy emails, reports, and memos over short, clear, and concise ones, then the corporate culture starts to rot from the inside. If you use fancy words and "bizspeak" to mask fuzzy thinking you are creating a silent tax on every interaction.

The Editor-in-Chief

Mandate the Standard

You must mandate clarity to transform culture. Implement the "Two-Sentence Rule." If the main point can't be found in the first two sentences of the message, send it back unread. This forces the sender to stop fuzzy thinking and start writing with crystalline clarity.

The Style Guide

Ban the Jargon List

Crowdsource your style guide from the bottom up. Ask your team to collaborate and build a "Banned Jargon" list including words like leverage or synergies, for example. This creates shared ownership of an authentic, human brand voice.

The Agile Mindset

"The Agile Values"

Message Outcomes

over Comprehensive Prose