The One Minute Manager William Reed Rising PT Tiara Marga Trakindo
Objectives of this Module• Understand how to use one-minute goal setting.• Understand how to use weekly staff meetings.• Understand how to use one-minute praising.• Understand how to use one-minute reprimands.
Introduction• Concepts from “The One-Minute Manager” by Kenneth Blanchard, Ph.D., and Spencer Johnson, M.D. (1982).• All participants should have read the book.• Time to test what you read – quiz!
The One-Minute Manager• One Minute Goal-Setting• Weekly staff meetings• One Minute Praising• One Minute Reprimand
One Minute Goal Setting• Managers and subordinates set goals together (in the beginning).• Agree on what is to be done and define performance standards.• Goals on a single page, 250 words max.• 3-5 goals only; focus on 80-20 rule (20% of goals result in 80% of impact).• “People who feel good about themselves produce good results.”
Weekly Staff Meetings• Review and analyze accomplishments of previous week (use goals as agenda).• Review and analyze problems.• Review what remains to be accomplished.• Develop plans & strategies for next week.
Problem Solving and Decisions• Focus on what is observable, measurable.• Problem: a difference between what is actually happening and what is desired to be happening.• Managers are expected to solve problems.• When assisting the problem-solver,
Summary of Goal Setting• Agree on your goals.• See what good behavior looks like.• Write goals on one page, 250 words max.• Read and re-read goals (takes one minute).• Review performance periodically.
Summary of Goal Setting• Make sure the goals are realistic, achievable.• Set small goals that are incremental, progressive towards the main goal.• Praise each small goal achievement; catch them doing something right.
One Minute Praising• “Help people reach their full potential; catch them doing something right.”• Observe new employees, employees in new jobs, and new projects/goals closely.• Have subordinate keep detailed records of performance and send them to you.
One Minute Praising• Face-to-face meeting with subordinate.• OK to touch if your motivation is correct and employee is comfortable with it.• Look at them straight in the eye and say precisely what they did right.• Tell them how good it makes you feel about what they did.• Important for new employees and
One Minute Praising• Must be immediate; don’t wait for annual performance review.• Specify exactly what they did right so you are sincere and familiar with what they are doing.• Be consistent; even if other things are not going well, praise people who deserve it.
One Minute Praising Review• Tell people up front that you will tell them how they are doing.• Praise people immediately.• Tell them specifically what they did right.• Tell people how good you feel about what they did, how it helps the organization and the other people who
One Minute Praising Review• 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 clear that you support their success in the organization.• Also: Ask for a one-minute praising; blow your own horn; you’ll win or break
One Minute Reprimand• Do it as soon as you learn of mistake.• Learn facts, confirm them with subordinate.• Look at them straight in the eye.• Tell them precisely what they did wrong.• Tell them how it makes you feel: angry, annoyed, frustrated, etc.• Be silent; let them feel how you feel.
One Minute Reprimand• Let them know how competent you think they are.• Tell them the reason for anger is because you have so much respect for them.• Do not attack who they are!• Convey to them what they did was not OK, but they are OK.• Don’t forget to praise them afterwards!
One Minute Reprimand Review• Tell people beforehand you are going to tell them how they are doing in no uncertain terms.• Reprimand people immediately.• Tell them specifically what they did wrong.• Tell people how you feel about what they did wrong – in no uncertain terms.• Stop for a few seconds of uncomfortable silence; let them feel
One Minute Reprimand Review• 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 you think well of them, but not of their performance in this situation.• Realize when the reprimand is over, it’s over – no further reminders.
Things to Remember• The best minute spent is one spent investing in people.• Feedback is the most important motivator of people.• Everyone is a potential winner; some people are disguised as losers; don’t let their appearances fool you.
Things to Remember• You can hire winners: they’re hard to find and expensive.• You can hire someone with the potential to be a winner; train them to be a winner.• Or pray: “I hope this person works out.”• We are not just our behavior; we are the person managing our behavior.• Goals begin behaviors; consequences maintain behavior.
THE ONE MINUTE MANAGER’S “GAME PLAN” SET GOALS; PRAISE & REPRIMAND BEHAVIORS; ENCOURAGE PEOPLE; SPEAK THE TRUTH; LAUGH;WORK; ENJOY and encourage the people you work with to do the same as you do! START with Set New Goals ONE MINUTE GOALS Review, Clarify & (1 sheet of paper; read in 1 minute) Agree On The Goals Goals Achieved Goals NOT Achieved YOU WIN YOU LOSE Proceed To Go Back to Goals once Then Proceed ToONE MINUTE PRAISINGS ONE MINUTE REPRIMANDS• praise the behavior (with true feeling) • reprimand the behavior (with true feelings)• do it soon • do it soon• be specific • be specific• tell the person what they did right, • tell the person what they did wrong,• and how you feel about it • and how you feel about it• encourage the person (with true feelings) • encourage the person (with true feelings)• shake hands, and • shake hands, and Proceed With Success Return to Start
Review of this Module• Managers must jointly set goals with employees, who must “own” the goals.• Weekly staff meetings can be extremely useful for review goals in a group setting.• One-minute praising is rewarding and meaningful to employees.• One-minute reprimands should address employees’ behavior and not