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This microbook is a summary/original review based on the book: The One Minute Manager
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Thebestseller 'The One Minute Manager' is an easy-to-read book that presents and illustrates how to use three practical managerial techniques: setting goals, praising positive behaviors, and reprimanding negative ones. It also includes many behavioral studies and helps the reader understand how these practices can help improve communication and relationships in or out of work.
The author believes these new management techniques will make you a more efficient managerable to get better results, taking better advantage of your time and make your employees more competent. Also, these techniques can make your employees use the same approach and a chain of positive feedback and effective communication, reaching your entire organization.
You can start using 'minute-management' techniques immediately. You do not have to wait until you fully understand them and know exactly how they should be applied in your organization. In fact, the best way to become familiar with and understand how they can work for you is to start using them now. Starting to work with them will be the most effective way to adapt them to your organization, and once you've taught others about how they work, they can help you make the process regular and effective.
A manager needs to be constantly evaluating and improving their staff and procedures, and the 'minute-management' program facilitates this process. You will learn how to develop effective goals for yourself and your team that will ensure that your entire organization is always growing. These goals will give you a quantitative way of measuring the success of your new techniques.
Following this program, you will learn the importance of praising those who are delivering good results within your team, who will then develop to continue the good work and merit recognition for their accomplishments. And when someone makes a mistake, you will also be able to express your feelings about it, but still guaranteeing that this person is valued by the company. This will allow your team members to use their mistakes as a learning experience to help them improve as employees.
The main purpose of the three tools 'minute managers' use is to create effective and constant communication with those around them. Better communication is always a positive goal and will help you become more understanding. The sooner everyone adopts the idea, the faster you'll see the results.
One of the first tools you should use in the 'minute-management' method is the establishment of meaningful 'minutes goals'. This practice allows the manager and employee to be in sync with the employee's role and what must be done to succeed. As a manager, this will allow you to clearly define the responsibility of your employees and measure their success.
The idea is not to dictate the goals of the employees but to discuss their tasks together and help them develop their own goals. Each goal should be briefly described with deadlines. These descriptions should have no more than one or two paragraphs and should not take more than one minute to read. Each 'minute-goal' should be accessible to employees so they can refer to it whenever they need it. They can then verify that their attitudes are aligned with their goals.
If they are not, they can make necessary adjustments to get back on track without needing to be reminded of it.
That makes employees effectively manage themselves to a certain degree that is beneficial to both. Your employees should also not need many goals to achieve. Once you explain your desired roles and results step-by-step, your primary responsibilities will encompass between three and five goals in all. You will then be able to measure success by these goals because you will both understand them.
When you set effective goals and communicate to your employees exactly what is expected of them, they will not be surprised or disoriented. You may need to offer some guidance at times, but this method will allow them to stay on track and make necessary adjustments to achieve their goals.
The next important tool is the "praise-minute". As seen in the previous topic, people are much more likely to understand their purposes and pursue business goals when you teach them how to set goals and measure their actions appropriately. But the best way for them to know they are making progress is to communicate this to them in a clear way.
As soon as the mistake happens, meet with your staff to confirm the facts of the incident and explain what happened. Tell them specifically what is wrong, so that it is absolutely clear. Then tell the person how you feel about the mistake - that it bothers or upsets you - and how it can have a negative impact. Then you can pause the moment so that the person understands the gravity of the situation and the mistakes. The next part of the rebuke will help end the discussion positively.
Let your employees know that they are better than the mistake they made and that you still believe in their potential. Make it clear that you are still confident in their abilities and trust them to correct the mistake. Also, let them know that you want them to be successful and that you support them. Once the rebuke is over, so is the problem. Reprimands are not exactly positive experiences for you or your employee, but following this formula helps make it a meaningful learning opportunity.
In every aspect of the 'management-minute' technique, the key is to act immediately to achieve the desired results. If you do not set goals at once, employees will not know what you want from them or how they need to achieve results, which is a waste of time. Letting an employee's actions, whether good or bad, accumulate for a long time before recognizing them can often generate negative behavior and keep them from reaching their full potential. Acting quickly prevents disasters and encourages success.
If you compliment an employee long after a deserving attitude, he/she may not understand what specific behavior you want him/her to continue. There will then be a disconnection between what he/she did and why it was good, and the praise will not be as effective. By praising immediately, you guide your employees step by step on the path you want.
An example is when children learn to speak. In the beginning, you praise them for simply making sounds with their mouth. Then the learning process continues, you stop applauding the sounds and keep the accolades for words formed. Over time, the child is already speaking whole sentences. If you had waited until the child spoke whole sentences to compliment them, it would have taken much longer for her to succeed. So immediate praise accelerates the learning process and employee improvements.
The same thing happens with regards to rebuke. If you let issues develop until you have a list of things to say about what an employee has done wrong, the experience can quickly become disruptive. Even if it happened smoothly, it would be very discouraging for an employee, and he may have trouble identifying exactly what he did wrong because it all happened some time ago. Alternatively, immediate reprimand maintains negative feedbacks in small doses and helps guide employee behavior, preventing further mistakes from occurring.
Management can be a confusing topic because there are a lot of conflicting points of view about what works and what does not. No two managers are exactly alike, but many follow similar plans to achieve their goals. Some people believe that management takes care of numbers and results achieved, even if it means being tough on their employees and making them unhappy. While some managers may find this effective, their employees are more likely to disagree. This type of manager is not communicating competently or even caring for his team.
Another common type of manager is the kind and supportive guy who is so concerned about people that the numbers and results are neglected. Profit suffers because the manager does not want to propel people into not making things difficult for them. While these managers certainly have happier employees who can defend the method, their superiors, who are probably more concerned with numbers, have a different opinion. If a business is not profiting, then the management techniques used probably need to be improved.
Each of these different managers is doing something right, but also letting something important happen. The best managers can strike a balance between caring for people and looking for results, which provides the balance needed to succeed in both categories. By caring for people and demonstrating that they are important, a manager is empowering and developing them to be more effective members of the organization, making them responsible for important issues.
Those who know what's important to you will take your priorities seriously. The results you want to achieve will be important goals for them as well. These employees will become assets that increase the value of the company and improve profits and results every time they are measured. When people feel they are important, they work hard and better to achieve meaningful results.
'Minute management' means setting goals, praising achievements and positive behaviors, and rebuking employees when they make mistakes. Applying these three excellent management techniques, you can develop a culture focused on the success of the results, which will reach each level of your organization. The trick is to remember that you are dealing with people and that they need to feel they are important to you. But at the same time, results are equally important, and your people must understand that too. These techniques will help you communicate this importance to your employees.
And the same goes for your other relationships and interactions. You can not only use these methods in your home and personal life, but you can also find out that other people with whom you shared these techniques are doing the same. Goals, reprimands, and praise are powerful behavioral motivators that can help you and those around you develop positive habits. These habits keep us constantly aware of what is most important and how we need to behave to achieve it.
You may be surprised at how much of a difference these methods can generate. This is one of the most effective and cost-effective ways to develop your people and processes. Investing time and effort in your relationships can make you a communicator and a more effective manager.
12min tip: If you liked this title and want to continue to improve as a manager, we also recommend our micro-book based on High Output Management, by Andy Grove. Check it out!
Kenneth Hartley Blanchard is an American author and management expert. His extensive writing career includes more than 60 published books, most of which are co-written works. His most successful book, The One Minute Manager, sold more than 13 million copies and was translated into... (Read more)
Spencer Johnson was an American physician and author, best known for the motivational book “Who Moved My Cheese?” (1988). Born in South Dakota in 1938, he received a Bachelor of Arts in psychology in 1963 and also obtained a medical degre... (Read more)
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