Book Review By: Mostafa Younis One The Minute Manager Kenneth Blanchard, Ph.D. Spencer Johnson, M.D. People Who Feel Good About Themselves Produce Good Results. To believe that Dynamite comes in small packages, you have to read the book "The One Minute Manager" and youll believe in this more than ever. A book looks like one of those childhood fairy tales. "The One Minute Manager" is a book for finding a balance between being an autocratic manager, who cares only about the results, and a democratic manager, who cares only about the people. The lessons are imparted in the form of an interesting parable about a young man who has set out looking for world-class management skills. In his search, he meets the One Minute Manager, a willing mentor who seems to have things well in control and plenty of time on his hands.
During the course of the story, the young man finds that a good manageris an honest man, who leads by example and who genuinely cares for hispeople. He learns that the original One-Minute Manager has establishedcertain precepts to ensure that a work group is individually moreresponsible.These 3 secrets are:The First Secret: One Minute GoalsEnsure that your people understand perfectly what their duties are, whatis expected of them and that there are no surprises.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 than250 words.4.Read and re-read each goal, which requires only a minute or soeach time you do it.5.Take a minute every once in a while out of your day to look at yourperformance.6.See whether or not your behavior matches your goal. 80-20 Goal-Setting rule“80% of your really important results will come from20% of your goals”The Second Secret: One Minute PraisingLet the people know when they are doing the right thing.One Minute Goal Setting is simply:
1.Tell people up front that you are going to let them know how they aredoing.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 ithelps theorganization 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 yousupport their success in the organization.“Help People Reach Their Full Potential, Catch Them DoingSomething Right”The Third Secret: One Minute ReprimandsDo it immediately and talk only about the incorrect behavior only, not thepeople personally.The One Minute Reprimand works well when you:1. Tell people beforehand that you are going to let them know how theyare doing.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. 5. Stop for a few seconds of uncomfortable silence to let them feel howyou feel.
the second half of the reprimand:6. Shake hands, or touch them in a way that lets them know you arehonestly on their side.7. Remind them how much you value them.8. Reaffirm that you think well of them but not of their performance inthis situation.9. Realize that when the reprimand is over, it’s over.Most companies spend 50% to 70% of their money on people’s salaries.And yet they spend less than 1% of their budget to train their people.Most companies, in fact, spend more time and money on maintainingtheir buildings and equipment than they do on maintaining anddeveloping people. “The Best Minute I Spend Is The One I Invest In People”These concepts have been further illustrated in the book. The parablefinally ends in the young man adopting and exploiting the one-minutepolicies and gradually attaining great success and fame, like his mentor.