the new one-minute manager

ken blanchard and spencer johnson

Meeting Instructions:

• Purpose: Make decisions on manager and employee binding responsibility. People participate in making key decisions about what they’re going to do next. Listen as the group reviews and analyzes:

1. What you achieved the previous week, 

2. What problems you had,

3. What remains to be accomplished,

4. Your plans and strategies to get those things done.

Think about when you work best? Is it when you feel good about yourself or when you don’t?

Three Secrets to the book

1. One Minute Goals

   1. Based on performance standard (what needs to be done and by when) 1-2 paragraphs

   2. 80% of your really important results will come from 20% of your goals. 

   3. You read your goals periodically, to remind yourself what’s important, and compare what you’re doing to what is important.

   4. One of your goals as an employee here is that you identify and solve your own problems.

      1. Figure out what people are doing or not doing that’s causing the problem.

      2. Figure out what you would like to be happening.

         1. Problem: when there’s a difference between what's happening and what you desire to be happening. Without being able to define what you want to happen, there’s no problem. 

      3. When you know what you want to happen, figure out what caused the discrepancy between the actual and desired.

      4. Figure out what you’re going to do about it.

      5. If your solution does not give you what you want to happen, combine failed solutions.

   5. Review your most important goals every day and ask if what you’re doing matches your goals.

2. One Minute Praisings

   1. Telling employees it's easier for them to do their job if he gave them crystal clear feedback. 

   2. Track progress of employees so you can catch them doing something right

      1. Tell people: 

         1. What they did right

         2. How you feel about it

         3. How it helps. 

         4. Encourage more of the same

         5. Make clear your confidence in them to keep it up

      2. Only give praise when it's earned, because earned confidence helps you cope with all the changes around you.

3. When you know the process well enough you can write your own goals and give yourself praise, but if you do something wrong you get the One Minute Re-Direct

   1. As soon as you become aware of the mistake, tell them what they did wrong.

   2. Take a minute to talk about it and then the person, then tell them how you feel. Give them a moment before this to let them think about how it makes them feel.

   3. Remind them they’re better than their mistake

We are more than just our behavior, we are the person managing our behavior.

The number one motivator in people is feedback on results. They want to know how they did.

Managers have 3 selection choices

1. Hire winners, who are rare and costly

2. Hire someone with potential, then systematically help them

3. Swing for the fences

The most important and natural thing to do to help people become winners is to catch them doing something approximately right in the beginning. Then you move on toward the desired result.

Goals begin behaviors, consequences influence future behaviors.