Book Leadership Management Motivational - A One Minute Manager
Learn About Book Leadership Management Motivational on A One Minute Manager Book
There are two types of managers: those concerned with the well-being of the people they lead (dubbed democratic) and those concerned with the bottom line (usually called autocratic). On the other hand, effective managers can manage themselves and the people they work with so that their presence benefits both the organization and the people.
Business leadership training for executive
Kenneth H. Blanchard and Spencer Johnson's short tale The One Minute Manager is about a young reporter trying to figure out the most crucial techniques for successfully managing people. He seeks the assistance of the "One Minute Manager" – one of the most well-known CEOs in his field – who helps him comprehend the three basic concepts that underpin his management style: one-minute goal setting, one-minute praise, and one-minute rebuke.
This boss does not spend much time with the employees he supervises. All that is required to improve the outcome of his subordinates while keeping them motivated is to clearly describe the aim and be able to change the progress while providing helpful feedback along the way. People tend to require fewer and fewer interactions with their managers over time, becoming capable of devising their techniques to complete tasks and eventually becoming One Minute Managers.
I. The one-minute management foundation: one-minute goal setting
Some managers gripe about having to work with disgruntled employees. However, the same people appear to be highly motivated to do anything outside of work hours. It's possible that the problem isn't with their attitude but with the comprehension of their work goals.
For example, one night while bowling, I ran across some of my previous company's "problem employees." One of the principal troublemakers, as I recall, took the bowling ball and walked up to the line, rolling the ball. He then began to scream, holler, and leap around. Why do you believe he was so pleased? Because he was hit with a strike. All of the pins had been knocked down by him.
So why he and other people are not that excited at work? It's because they don't know where the pins are.
Kenneth Blanchard and Spenser Johnson, The One Minute Manager
The goal of bowling is obvious. When you've aced it, you'll know. Why don't we take the same approach at work with our objectives?
As the adage goes, if you don't know where you're going, you'll never get there. There is a disconnect between what people are doing and what their manager thinks they should be doing in many businesses. Everything starts with the task at hand being clear: it should have a concise description that both the manager and the employee agree on, and it should be made evident to the people you lead what they are responsible for. They must understand that doing things is only one part of the equation. They, too, should be following the rules.
It's also inefficient to inundate personnel with a slew of objectives. Use the 80/20 rule: concentrate on the 20% of actions that will provide 80% of the results — this will also make goal-setting easier.
The older man [the one-minute manager] believes in the 80-20 goalsetting rule. 80% of your significant results will come from 20% of your goals. So we only do One Minute Goal Setting on that 20%, our key areas of responsibility – maybe three to six goals in all. Of course, if a particular project comes up, we set special Minute Goals.
Kenneth Blanchard and Spenser Johnson, The One Minute Manager
According to the One Minute Manager, a goal should be written on no more than one page and should be no more than 250 words long so that anyone can read it in under a minute. He maintains one copy and gives one to his subordinates so that they may both check on the progress regularly. Once the employee understands his task, the one-minute manager makes sure to explain what constitutes good performance. Performance expectations are always apparent.
When employees have trouble understanding how to solve a problem or achieve a goal, the one-minute manager tries to help by presenting the situation in behavioral terms (putting aside the attitudes and feelings and specifying the issue in observable, measurable terms). Then he double-checks that the employee understands the aim, and then he asks questions that will aid him in solving the problem.
"I described the problem the best I could. "
He said That's good, Trenell! Now tell me what you would like to be happening in behavioral terms. "I answered, "I don't know." "Then don't waste my time, he snapped. "I just froze in amazement for a few seconds. I didn't know what to do. He mercifully broke the dead silence. "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 only exists if there is a difference between what is happening and what you desire.
Kenneth Blanchard and Spenser Johnson, The One Minute Manager
A summary
- Agree on your objectives.
- Take a look at what excellent behavior entails.
- On a single piece of paper, write down your objectives in fewer than 250 words.
- Read and re-read each goal, which should take no more than a minute each time.
- Take a minute out of your day now and then to evaluate your performance.
- Check to see if your actions are in line with your goals.
2. The one-minute praising is the most potent instrument in the managerial arsenal.
Kenneth H. Blanchard, the author, has claimed that if he had to teach only one management method, he would choose One Minute Praising since catching individuals doing something is the key to growing them. Unfortunately, people only know they're doing an excellent job in most businesses when their bosses don't say anything negative about them. Thus no news is good news. This is problematic because they do not receive continual feedback; instead, they must wait until they make a mistake before learning whether they are doing well or not.
Feedback is the most powerful motivator for humans. The breakfast of champions is feedback. On the other hand, positive feedback is rarely offered to people when they are caught doing something correctly.
The manager should create a habit of going about and checking for things done well so that he may give positive, constructive comments once the goals have been stated and understood by all parties involved. Goals are reached in tiny increments, and letting team members know they're on the right track can aid them in figuring out the next steps. Because people lose interest in something that no one cares about, the author underlined that this activity is so vital that some one-minute managers even allocate time to look for things done correctly.
The breakfast of champions is feedback.
The most crucial part of training someone to become a winner is catching them doing something right – at least about right, then gradually bringing them toward the desirable behavior. You don't have to see a winner doing things well often since good performers catch themselves doing things correctly and might be self-reinforcing.
Most bosses wait till their employees achieve something flawless before praising them. As a result, many people never achieve high performance because their supervisors are preoccupied with catching them doing things incorrectly—that is, everything that falls short of the final intended output.
A summary
- Tell individuals upfront that you'll keep them updated on how they're doing.
- People should be praised right away.
- Be specific when you tell individuals what they did well.
- Tell folks how pleased you are with what they did correctly and how it benefits the organization and other employees.
- Allow a little stillness for them to "sense" how terrific you are feeling.
- Encourage them to keep doing what they're doing.
- Shake hands or touch people in a way that shows you care about their success at the company.
3. The one-minute reprimand – calibrated tough love
The reprimand is the last weapon in the One Minute Manager's inventory. We cannot solely rely on praise: when someone makes a grave error, he should be informed. When used correctly, it can be an ideal type of feedback, assisting the person who committed the mistake of improving future work. If you follow the following rules when using the One Minute Reprimand, it will work very well:
1. The feedback must be given right away.
You approach the person as soon as you notice the misbehavior or your data information system alerts you. Gunnysacking or storing unpleasant thoughts over someone's poor performance is not suitable. Discipline is less effective in shaping future conduct unless it occurs as soon as the misbehavior is feasible.
The majority of bosses are 'gunnysack' disciplinarians. They collect observations of negative behavior and then charge in and 'dump everything on the table' when the performance assessment comes around, or they are angry in general because the sack is so full.' They inform folks about all their mistakes in the last few weeks, months, or years. The manager and subordinate frequently wind up shouting at each other over the facts or simply remaining silent and resentful of one other. The person receiving comments does not hear what he or she has done incorrectly.
Managers could deal with one conduct at a time if they intervened early enough, and the individual getting the discipline would not be overwhelmed. They could hear the feedback, which appeared to be more fair and transparent. A performance evaluation could be a continuous procedure rather than a one-time event.
2. Do not chastise those who are learning.
A person who is still learning can make mistakes owing to a lack of knowledge or experience. In certain circumstances, the management should direct the employee toward pieces of training that will help them enhance or fulfill the essential skills and reassess their existing objectives.
Reprimands should be issued when a subordinate refuses to accomplish something because of an attitude problem. Even so, the manager must remember the following:
3. Never question someone's worth.
Reprimand only the behavior that feedback and reaction focus on the specific activity rather than their thoughts about themselves as people. Consider the phrase "their behavior is not acceptable, yet they are acceptable." It is easier for the scolded individual to avoid becoming defensive in this manner.
This is why it's sometimes helpful to follow up a reprimand with a compliment, focusing on the traits a person already possesses that will help them solve the problem in the future. However, there is a snag here as well: The One Minute Manager told a fascinating anecdote on why it's critical to always have the reprimand come before the praise, rather than the other way around:
There is a story from ancient China that illustrates this point. An emperor once appointed a second in command. He summoned this prime minister and essentially said to him, "Why don't we divide up the responsibilities?" Why don't you do all of the shaming, and I'll do all the praisings? Fine, said the prime minister. All of the punishings will be done by me, and all of the rewards will be done by you. This emperor soon discovered that they could either do it or not when he ordered someone to do anything.
People moved, though, as the prime minister spoke. So the emperor summoned the prime minister and said, "Why don't we re-distribute the tasks?" For a long time, you've been doing all the shaming around here. Now you do the rewarding, and I'll do the punishing. As a result, the prime minister and the emperor swapped places.
Within a month, the prime minister had been elevated to the position of emperor. The emperor had previously been a kind person, rewarding and kind to all; nevertheless, he suddenly began to punish people. What was wrong with that old codger, many wondered? He was thrown out on his ear.
They stated when they came to choose a replacement, "You know who's really starting to come around now—the prime minister." As a result, he was immediately installed in the office.
Kenneth Blanchard and Spenser Johnson, The One Minute Manager
4. The Simple Touching Rule
The touch sends a powerful message. People have strong feelings about being touched, and it is essential to respect their feelings. No one would make contact with someone whose motives are unknown during praise or a rebuke. Touch is a highly truthful medium. When you touch someone, they can tell whether you care about them or are just attempting to discover a new technique to control them.
According to The One Minute Manager, there is a basic rule about touching: "When you touch, don't take." Only connect the people you manage when you give them something, such as comfort, support, or encouragement.
A summary
Tell individuals ahead of time that you'll tell them how they're doing in no uncertain terms during the first part of the scolding.
- People should be reprimanded right away.
- Tell individuals precisely what they did wrong.
- Tell people exactly how you feel about what they did wrong, and say it loudly.
- Stop for a few moments of awkward quiet to let them know how you're feeling.
- The reprimand's second half
- Shake hands with them or touch them to show you're on their side.
- Remind them of your admiration for them.
- Reiterate your admiration for them, but not for their behavior in this situation.
- Recognize that once the reprimand is through, it's finished. Ideally, you won't revisit it.
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