The One Minute Manager

The One Minute Manager

Then we develop plans and strategies for the next week.’
‘Are the decisions made at those meetings binding on both you and your staff?’ questioned the young man.
‘Of course they are’, insisted the manager. ‘What would be the point of having the meeting if they weren’t?’
‘We’re here to get results’. The manager continued. ‘The purpose of this organization is efficiency. By being organized we are a great deal more productive.’
‘How on earth can I get results if it’s not through people? I care about people and results. They go hand in hand.

People Who Feel Good About Themselves Produce Good Results
‘Helping people to feel good about themselves is a key to getting more done’.
‘Of course’, the manager added. ‘Quality is simply giving people the product or service they really want and need.’
‘It showed the mane of the foreign car, and over it came the words If you’re going to take out a long-term car loan, don’t buy a short-term car.’

‘No!’ Trenell said. ‘It never happens here. The One Minute Manager always makes it clear what our responsibilities are and what we are being held accountable for.’
The One Minute Manager feels that a goal, and its performance standard, should take no more than 250 words to express. He insists that anyone be able to read it within a minute. He keeps a copy and I keep a copy so everything is clear and so we can both periodically check the progress.’
‘One of my One Minute Goals was this: identify performance problems and come up with solutions which, when implemented, will turn the situation around.
He said, Good! That’s What you’ve been hired to solve.
One of your goals for the future is for you to identify and solve your own problems. But since you are new, come up here and we’ll talk. ‘When I got up there, he said, Tell me, Trenell, What your problems is – but put it in behavioural terms.
‘Behavioural terms “ I echoed. What do you meen by behavioural terms?
‘I mean, the manager explained to me, that I do not want to hear about only attitudes or feelings. Tell me what is happening in observable, measurable terms.
‘If you can’t tell me what you’d like to be happening, he said, you don’t have a problem yet. You’re just complaining. A problem exists only if there is a difference between what is actually happening and what you desire to be happening.

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.

Help People Reach Their Full Potential
Catch Them Doing Something Right

“ In most organizations the managers spend most of their time catching people doing – what?” he asked the young man.
The young man smiled and said knowingly, Doing something wrong’.
We catch people doing something right’.
‘That’s when he gives you a One Minute Praising.
‘Well, when he has seen that you have done something right, he comes over and makes contact with you. That often includes putting his hand on your shoulder or briefly touching you in a friendly way.’
He looks you straight in the eye and tell you precisely what you did right. Then he shares with you how good he feels about what you did.’
He will praise me if I am performing well and deserve it even if things are not going well for him elsewhere. I know he may be annoyed about other things. But he responds to my situation, not according to what’s going on elsewhere for him at the time. And I really appreciate that.
‘Because you and he have other ways of knowing when your job performance is “praiseworthy.” You both can review the data in the information system – the sales figures, expenditures, production
schedules, and so on . And then, Levy added, after a while you begin to catch yourself doing things right and you start praising yourself. Also, you’re always wondering when he might praise you again and that seems to keep you going even when he’s not around. It’s uncanny. I’ ve never worked so hard at a job in my life.’

The One Minute Praising works well when you:
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.

As soon as he has learned about the mistake he comes to see me. First he confirms the facts. Then he might put his hand on my shoulder or may be just come round to my side of the desk.
He looks me straight in the eye, she continued, and tells me precisely what I did wrong. Then he shares with me how he feels about it – he’s angry, annoyed, frustrated or whatever he is feeling.
He looks me squarely in the eye and lets me know how competent he thinks I usually am. He makes sure I understand that the only reason he is angry with me is that he has so much respect for me. He says he knows this is so unlike me. He says how much he looks forward to seeing me some other time, as long as I understand that he does not welcome that same mistake again.

First of all, Ms Brown said, he usually gives me the reprimand as soon as I’ve done something wrong. Second, since he specifies exactly what I did wrong, I know he is on top of things and that I am not going to get away with sloppiness. Third, since he doesn’t attack me as a person – only my behavior its easier for me not to become defensive. I don’t try to rationalize away my mistake by fixing blame on him or somebody else. I know he is being fair. And fourth, he is consistent.

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 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.

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.

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