The new one minute manager, written by Ken Blanchard and Spencer Johnson, is a revision of the co-authors’ The one minute manager, originally published in 1982. Ken Blanchard is considered one of the most influential leadership experts in the world. He has co-authored 60 books and in 2005 was inducted into Amazon’s Hall of Fame as one of the top two best-selling authors of all time. Spencer Johnson parallels Ken, and he also became a member of Amazon’s list.
The book at the beginning explains how so many managers fall under one of two categories – tough managers and nice managers. With a nice manager employees feel fine, however, organisations suffer. With a tough manager, organisations seem to win but the employees lose. The book says the most effective managers manage themselves and the teams they work with so that both the people and the company profit from their presence. The one minute manager believes that people work best when they feel good about themselves. It’s more about the quality of the work not the quantity of work done. When it comes to decision-making managers should strive to encourage their teams to create solutions on their own.
Anyway, the book is divided into three major parts – one-minute goals, one-minute praisings and one-minute reprimands. As a manager, you should learn and use these techniques in order to create more time to think and to plan more time for work-life balance and give the same to the people you manage showing them you care about them.
When it comes to goals, there are five qualities of giving them.
- set three to five goals for each employee
- ensure that the goals are observable and measurable (you can also check very popular SMART goals rule)
- describe the goals using 250 words or less
- review these goals regularly and match the progress with original definitions
- do not wait for the annual review with setting goals
At the beginning of the task assigned the manager should work side-by-side with his team member acting as a facilitator.
Next concept, one-minute praisings, presents the importance of praising that should occur right after an employee does some good job. It might be something tiny which shows employee’s engagement. Our goal as a manager is looking for the right opportunities to appreciate their actions. We should take 60 seconds to praise their work in a specific upfront way, remembering to express how we feel and how it helps. The praise has to be given directly after the actual performance of a given task. Do not wait until it is time for an annual review, but, on the other hand, when you are giving positive feedback you should offer a few seconds of silence to your employees and let them feel good. Remember about a handshake and sincerity. Generally, people work harder when they feel appreciated.
The last but not least, one-minute reprimands. The rules are almost the same as with praisings. They work best when you tell people beforehand that you are going to let them know how they are doing. Reprimand people immediately after they did something wrong. Be specific and tell people how you feel about what they did wrong. Then stop for a few seconds of uncomfortable silence to let your employee feel how you feel. At the end of the reprimand shake hands or touch them in a way that let them know you are on their side. Remind them how much you value them and confirm that you believe in them. When the situation is over let them feel that it’s a singular situation without any further restrictions.
And actually, this is it. The book is really short and worth coming back from time to time in order to make all the aforementioned techniques your daily habits. If somehow, you haven’t bumped into this reading yet, I would strongly recommend picking it up.
The New One Minute Manager
by Kenneth H. Blanchard and Spencer Johnson
Complexity of ideas
Size: 112 pages
Other information and reviews of this book on Goodreads: https://www.goodreads.com/book/show/22103881-the-new-one-minute-manager