A classic business parable, “The One Minute Manager” tells the story of a young businessman’s quest to learn how to lead empowered employees.
I enjoyed the lessons that were taught in this book but found it to be a little corny. The conversations were obviously authored to prove a point but they didn’t feel authentic. If I were the young man in this book I would have asked better questions.
But I do appreciate the conciseness the book provides. The authors could have easily made this a 250-page book and I am glad they did not.
This book teaches the reader how to use psychological triggers to encourage positive action. I enjoyed being reminded of these and it made me reflect on the last few meetings I have been a part of.
I would recommend this book to any manager (Jr. or Sr.) level as it’s a good reminder of how to set goals, communicate, and deliver feedback.
One Minute Goal Setting
- Agree on your goals
- See what good behavior looks like
- Write out each of your goals on a single sheet of paper using less than 250 words
- Read and re-read each goal, which requires only a minute or so each time you do it.
- Take a minute every once in a while to look at your performance
- See whether or not your behavior matches your goals.
The One Minute Praising
- Tell people upfront that you are going to let them know how they are doing
- Praise people immediately
- Tell people what they did right – be specific
- Tell people how good you feel about what they did right, and how it helps the organization and the other people who work there
- Stop for a moment of silence to let them “feel” how good you feel
- Encourage them to do more of the same
- Shake hands or touch people in a way that makes it clear that you support their success in the organization
The One Minute Reprimand
- 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
- Reprimand people immediately
- Tell people what they did wrong – be specific
- Tell people how you feel about what they did wrong – and in no uncertain terms
- Stop for a few seconds of uncomfortable silence to let them feel how you feel
- The second half of the reprimand
- Shake hands, or touch them in a way that lets them know you are honestly on their side
- Remind them how much you value them
- Reaffirm that you think well of them but not of their performance in this situation
- Realize that when the reprimand is over, it’s over