The one minute manager


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The one minute manager

  1. 1. oneTheminutemanager 1
  2. 2. Quest of the young manTypes of manager: 1. Autocratic Manager • They always keep on top of the situation • They are Hard-nosed, profit minded individuals • Their organizations seemed to win while their people lost 2. Democratic Manager • They are participative, supportive and nice individuals • They want to be more close to their subordinates • They give more importance to people than results 2
  3. 3. Quest of the young manThe managers who were interested inresults often seemed to be labeled“autocratic”, while the managers interestedin people were often labeled “democratic”.The young man thought each of thesemanagers—the “tough” autocratand the “nice” democrat—were onlypartially effective.“It’s like being half a manager” hethought.Still the quest continues until hefinds a manager who might havethe answers to his confusions… 3
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  5. 5. The One Minute ManagerPlaque * People Who Feel Good About Themselves Produce Good Results * 5
  6. 6. The One Minute Manager“It’s ironic that most companiesspend 50% to 70% of theirmoney on people’s salaries. Andyet they spend less than 1% oftheir budget to train theirpeople. Most companies, in fact,spend more time and money onmaintaining their buildings andequipment than they do onmaintaining and developing theirown people”. Observation shows that here results aremore important than the people themselves 6
  7. 7. The One Minute ManagerPlaque * The Best Minute I Spend Is The One I Invest In People * 7
  8. 8. The One Minute ManagerSecrets of One Minute Manager • First Secret • Second Secret • Third SecretThe One Minute Manager doesn’tmake decisions for others, ratherencourage them to take their owndecisions. 8
  9. 9. The First Secret:One Minute Goals• In most organizations when you ask peoplewhat they do and then ask their boss, alltoo often you get two different lists.• A goal, and its performance standard,should take no more than 250 words toexpress.• That goal can be read within a minute. TheManager and his subordinate both keep acopy so everything is clear and so they canboth periodically check the progress.80-20 goal-setting ruleThat is, 80% of your really important resultswill come from 20% of your goals. So youonly do One Minute Goal Setting on that 20% 9
  10. 10. The First Secret:One Minute Goals Plaque * Everyone Is A Potential Winner Some People Are Disguised As Losers, Don’t Let Their Appearances Fool You * 10
  11. 11. The First Secret:One Minute GoalsPlaque * Take A Minute: Look At Your Goals Look At Your Performance See If Your Behavior Matches Your Goals * 11
  12. 12. The First Secret:One Minute Goals SummaryOne 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 singlesheet of paper using less than 250 words.4. Read and re-read each goal, whichrequires only a minute or so each time youdo it.5. Take a minute every once in a while out ofyour day to look at your performance, and6. See whether or not your behavior matchesyour goal. 12
  13. 13. The Second Secret:One Minute Praising• It becomes a lot easier for you to do well, ifyou got crystal-clear feedback from themanager on how you were doing.• He wants you to succeed, and to be a bighelp to the organization and to enjoy yourwork.• The manager would try, therefore, to letyou know in no uncertain terms when youwere doing well, and when you were doingpoorly• He would stay in close contact with you.• He would try to catch you doing somethingright.• In most organizations the managers spendmost of their time catching people doingsomething wrong. 13
  14. 14. The Second Secret:One Minute PraisingIF YOU DID SOMETHING RIGHT then…• He comes over and makes contact withyou• He usually puts his hand on your shoulderor briefly touching you in a friendly way• He makes the eye-contact and tells in nouncertain terms that how he feels about it.Amazingly, all that course doesn’t take morethan a minute! 14
  15. 15. The Second Secret:One Minute Praising SummaryThe One Minute Praising works well whenyou:1. Tell people up front that you are going tolet them know how they are doing.2. Praise people immediately.3. Tell people what they did right—bespecific.4. Tell people how good you feel about whatthey did right.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 thatmakes it clear that you support their successin the organization. 15
  16. 16. The Third Secret:One Minute ReprimandsImportant points:1.He usually gives me the reprimand as soonas I’ve done something wrong.2.Since he specifies exactly what I did wrong,I know he is ‘on top of things’ and that I’mnot going to get away with sloppiness.3.Since he doesn’t attack me as a person—only my behavior—it’s easier for me not tobecome defensive. I don’t try to rationalizeaway my mistake by fixing blame on him orsomebody else. I know he is being fair.4.He is consistent 16
  17. 17. The Third Secret:One Minute ReprimandsIF YOU DID SOMETHING WRONG then…• He comes to you and confirms the facts.• He might put his hand on your shoulder ormaybe just come around to your side of thedesk.• He looks you straight in the eye and tellsyou precisely what you did wrong.• And then he shares how he feels about it –he’s angry, annoyed, frustrated or whateverhe is feeling.Amazingly, all that course doesn’t take morethan a minute! 17
  18. 18. The Third Secret:One Minute Reprimands SummaryThe One Minute Reprimand works wellwhen you:1. Tell people beforehand that you aregoing to let them know how they are doingand in no uncertain terms. the first half of the reprimand:2. Reprimand people immediately.3. Tell people what they did wrong—bespecific.4. Tell people how you feel about whatthey did wrong—and in no uncertain terms.5. Stop for a few seconds of uncomfortablesilence to let them feel how you feel. 18
  19. 19. The Third Secret:One Minute Reprimands Summary the second half of the reprimand:6. Shake hands, or touch them in a waythat lets them know you are honestly ontheir side.7. Remind them how much you valuethem.8. Reaffirm that you think well of them butnot of their performance in this situation. Realize that when the reprimand is over, it’s over. 19
  20. 20. An Ancient Chinese Story: ’Tough and Nice’ manager vs. ‘Nice and Tough’ manager 20
  21. 21. The NewOne Minute Manager• You can set One Minute• You can give One Minute Praising• You can give One Minute ReprimandsNow• You can also speak the simple truth, you can laugh and you can enjoy your work. 21
  22. 22. Game Plan 22