The One Minute Manager
by Kenneth Blanchard and Spencer Johnson
One Minute Goal Setting is the first secret and the foundation for One Minute Management. The authors advocate the 80-20 goal-setting rule: that 80% of your really important results will come from 20% of your goals. How do you get people truly excited about their work? Make it clear what is expected of them. One Minute Goal Setting is simply:
1. Agree on your goals.
2. See what good behavior looks like.
3. Write out each of your goals on a single sheet of paper using less than 250 words.
4. Read and re-read each goal, which requires only a minute or so each time you do it.
5. Take a minute every once in a while out of your day to look at your performance, and
6. See whether or not your behavior matches your goal.
One Minute Praisings is the second secret. The authors suggest that effective managers help people reach their full potential by catching them doing something right. "People who feel good about themselves produce good results." The One Minute Praising works well when you:
1. Tell people up front that you are going to let them know how they are doing.
2. Praise people immediately.
3. Tell people what they did right - be specific.
4. Tell people how good you feel about what they did right, and how it helps the organization and the other people who work there.
5. Stop for a moment of silence to let them "feel" how good you feel.
6. Encourage them to do more of the same.
7. Shake hands or touch people in a way that makes it clear that you support their success in the organization.
One Minute Reprimand is the third and final secret to effective managing. "Clearly the number one motivator of people is feedback on results." Feedback is the breakfast of champions. The One Minute Reprimand works well when you:
1. Tell people beforehand that you are going to let them know how they are doing and in no uncertain terms.
the first half of the reprimand:
2. Reprimand them immediately. [reprimand the behavior only, not the person or their worth]
3. Tell people what they did wrong - be specific.
4. Tell people how you feel about what they did wrong - and in no uncertain terms.
5. Stop for a few seconds of uncomfortable silence to let them feel how you feel.
the second half of the reprimand:
6. Shake hands, or touch them in a way that lets them know you are honestly on their side.
7. Remind them how much you value them.
8. Reaffirm that you think well of them but not of their performance in this situation.
9. Realize that when the reprimand is over, it's over.
The authors write that, as a manager, there are three choices when it comes to getting the most out of an employee:
1. Hire a winner (can be hard to find and expensive to hire and keep)
2. Hire someone with potential to be a winner and then systematically train them
They suggest that option 2 is best. However, isn't it ironic that most companies spend 50-70% of their money on people's salaries and yet they spend less than 1% of their budget to train their people?
It has been said that "The best minute I spend is the one I invest in people." Effective managers manage themselves and the people they work with so that both the organization and the people profit from their presence. So, in summary, how can you give yourself and others "the gift" of getting greater results in less time? 1) Set goals; 2) Praise and reprimand behaviors; 3) Encourage people; 4) Speak the truth; 5) Laugh, work, enjoy!
"Everyone is a potential winner. Some people are disguised as losers...don't let their appearance fool you."