About The Authors
Dr. Kenneth Blanchard, President of Blanchard Training and Development, Inc. (BTD), is an internationally known author, educator and consultant/trainer.
He is the co-author of the highly acclaimed and most widely used text on leadership and organization behaviour, Management of Organization Behaviour: Utilizing Human Resources.
Dr. Blanchard received his B.A. from Cornell University in Government and Philosophy, an M.A. from Colgate University in Sociology and Counselling and a Ph.D. from Cornell in Administration and Management.
Dr. Blanchard has advised such distinguished corporations and agencies as Chevron, Lockheed, AT&T, Holiday Inns, young Presidents' Organization, the United States Armed Forces, and UNESCO.
The Hersey/Blanchard Situational Leadership approach to management has been incorporated into the training and development programmes of Mobil Oil, Caterpillar, Union 76, IBM, Xerox, The Southland Corporation, and numerous fast-growing entrepreneurial companies.
In his role as management consultant, Dr. Blanchard teaches seminars throughout America. He is President of Blanchard Training and Development, Inc., in Escondido, California.
Dr. Spencer Johnson is the Chairman of Candle Communications Corporation, and an active author, publisher, lecturer and communications consultant. He has written more than a dozen books dealing with medicine and psychology, and has over three million copies of his books in print.
Dr. Johnson's education includes a degree in psychology from the University of Southern California, an M.D. degree from the Royal College of Surgeons in Ireland, and medical clerkships at Harvard Medical School and the Mayo Clinic.
He has been Medical Director of Communications for Medtronic, a pioneering manufacturer of cardiac pacemakers, and Research Physician for the Institute For Interdisciplinary Studies, a medical-social think-tank in Minneapolis. He has also served as a consultant in communications for the Centre for the Study of the Person, Human Dimensions in Medicine Programme; and to the Office of Continuing Education at the School of Medicine, University of California in La Jolla, California.
The One Minute Manager, like all the other books Dr. Johnson has written, reflects his continuing interest in helping people to experience less stress and better health through better communications.
Dr. Johnson and Dr. Blanchard have also produced, in conjunction with 20th Century-Fox, The One Minute Manager videotape.
The Symbol
The One Minute Manager's symbol - a one minute readout from the face of a modern digital watch - is intended to remind each of us to take a minute out of our day to look into the faces of the people we manage. And to realize that they are our most important resources.
About The Book
He had seen many 'tough' managers whose organizations seemed to win while their people lost. Some of their superiors thought they were good managers. Many of their subordinates thought otherwise.
The man also met many 'nice' managers whose people seemed to win while their organizations lost. Some of the people who reported to them thought they were good managers. Those to whom they reported had their doubts.
It was as though most managers in the world were primarily interested either in results or in people. The managers who were interested in results often seemed to be labelled 'autocratic', while the managers interested in people were often labelled 'democratic'.
The young man thought each of these managers - the 'tough' autocrat and the 'nice' democrat - were only partially effective. 'It's like being half a manager', he thought.
According to him, Effective managers are those who manage themselves and the people they work with so that both the organization and the people profit from their presence.
Then he began hearing marvellous stories about a special manager who lived, ironically, in a nearby town. He telephoned the special manager's secretary for an appointment. On response, he got the option to pick any time during that week except Wednesday morning.
The young man quietly chuckled because this supposedly marvellous manager sounded very strange to him. What kind of manager had that kind of time available? But the young man was fascinated.
Later on, he found out that that the special manager held regularly scheduled meetings with his subordinates on Wednesday mornings.
On special manager's desk, a plaque was kept which reminded him of a practical truth. It read :
People Who Feel Good About Themselves Produce Good Results
When the young man asked the special manager to describe himself, the manager laughed and said, 'I'm a One Minute Manager. I call myself that because it takes very little time for me to get big results from people.'
How does the One Minute Manager do this? Behind his success lie just three secrets which he gets to know through three people who reported to him.
The first of the three secrets to One Minute Management is One Minute Goal Setting.
1. Agree on your goals.
2. See what good behaviour 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 behaviour matches your goal.
2. See what good behaviour 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 behaviour matches your goal.
He found out that the motto of the organisation was :
Help People Reach Their Full Potential Catch Them Doing Something Right
The second of the three secrets to One Minute Management is One Minute Praising.
1. Tell people right from the start 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.
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.
A One Minute Reprimand is the third secret to becoming a One Minute Manager.
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 people immediately.
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.
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, its's over.
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, its's over.
Finally, the young man found out that why special manager called himself a One Minute Manager. He set One Minute Goals with his staff to make sure they know what they are being held accountable for and what good performance looks like. You then try to catch them doing something right so you can give them a One Minute Praising. And then, finally, if they have all the skills to do something right and they don't, you give them a One Minute Reprimand.
The One Minute Manager showed the young man one of the notes that he kept on his desk. It read :
The Best Minute I Spend Is The One I Invest In People
The One Minute Manager also showed his visitor the plaque he had made for himself. It read :
Everyone Is A Potential Winner
Some People Are Disguised As Losers,
Don't Let Their Appearances Fool You
Take A Minute :
Look At Your Goals
Look At Your Performance
See If Your Behaviour Matches Your Goals
One of the favourite plaques of the One Minute Manager and also the key to a really successful reprimand read :
We Are Not Just Our Behaviour
We Are The Person Managing Our Behaviour
Lastly, the young man was showed the plaque which the One Minute Manager had created to remind him of how goals - the One Minute Goals - and consequences - the Praisings and the Reprimands - affect people's behaviour read :
Goals Begin Behaviours Consequences Maintain Behaviours
