The document outlines the principles of One Minute Management, emphasizing three key techniques: setting one minute goals, providing one minute praise, and delivering one minute reprimands. These methods aim to enhance employee performance and motivation through clear expectations, timely feedback, and constructive criticism. The author shares personal experiences and encourages the importance of education for military personnel transitioning to civilian life.

1. Kelly Jensen, MBA
US Army Retired
Military University Development Manager
FIND YOUR PURPOSE

2. • Effective ways to manage people in
a little amount of time
• 3 steps you can use to manage
people successfully
• Managers can help people stay
motivated to work harder
• We can become our own managers
and make decisions for ourselves

3. Overview
• What are the three secrets of one minute
management
• Why these secrets work with examples
• The Game Plan – One Minute Management

4. The First Secret: ONE MINUTE
GOAL SETTING
• The foundation for One Minute Management
• 80 – 20 goal-setting rule
• Behavioral terms (observable, measurable)
Versus
Complaining (attitudes or feelings)

5. Summary: ONE MINUTE
GOAL SETTING
1. Discuss and agree on goals.
2. Demonstrate what good performance looks like
(behavior).
3. Write out each goal on a single sheet of paper
using less than 250 words.
4. Three to Six one minute goals and the 80/20 rule
80% of your important accomplishments will come from 20% of your goals
5. Manager and employee keep copies of goals

6. Benefits of One Minute Goals
• No surprises – everyone knows what is expected
from the beginning.
• Employee is responsible for solving his own
problems and achieving the goals he/she has set.
• When faced with a difficult situation, manager should
encourage employee to Think, Analyze, and Act on the
problem,
• Both manager and employee will benefit
• Manager has more time to focus on his work.
• Employee learns how to think around problems and solve them.
• Positive impact on productivity, efficiency and self-
development of personnel.

7. One Minute Goal is Simply
• Agree on your goals
• Demonstrate what good performance looks
like
• Write out each goal on a single sheet of paper
using less than 250 words
• Read and re-read each goal, which requires
less than a minute each time you do it
• Take time every once in awhile to look at your
performance against your behavior – does it
match your goals?

8. Second Step: One Minute Praising's
• Manager’s promise of providing feedback on a timely basis
• Manager wants employee to succeed
• Manager should observe employees’ activities closely
• Employee should keep and share with manager detailed records of
his/her progress
• Catch employees doing something right
• Manager then gives employee a One Minute Praising
• At the moment the employee does something right, the manager:
• Meets with employee and lets him/her know what they did right
• Is sincere and tells employee how good he feels about what they did – pauses
for short time to share the feeling with employee
• Encourages employee to keep performing at a high level
• This takes approximately one minute

9. Benefits of One Minute Praising's
• By providing instant and sincere feedback, and praising, the
employee will:
• Feel more please with their work
• Gain more confidence
• Try to continuously improve
• Develop a good relationship with their manager
• No surprises at time of Performance Review (PR)
• Why do some managers wait until the PR to assess employee
performance?
• Timely feedback may correct behaviors and performance
instantly and return better results

10. The One Minute Praising Works Best
When You
• Tell them up front what you are going to do
• Praise them immediately
• Tell them what they did right – be specific
• Tell them how good you feel about what they did, and
how it helps the rest of the team
• 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 it
clear that you support their success in the
organization

11. Third Step: One Minute Reprimands
• Occurs when manager is aware of a mistake made by
employee
• When manager is aware, they should:
• Respond quickly by meeting with the employee in private
• Confirm the facts
• Shares his feelings about the situation
• The manager then:
• Affirms how competent the employee is
• Says that he knows the action caused by employee is something
manager is not used to seeing in their performance
• Encourages the employee not to make the same mistake again

12. Benefits of One Minute Reprimands
• Serve as a way to quickly respond and correct
employee’s bad performance
• Manager does not wait until Performance
Review to inform employee
• Employee realizes that Manager wants him to
succeed

13. The One Minute Reprimand Works
Well When You:
Tell people beforehand that you are going to let them know how they are
doing and in no uncertain terms
The first half of the reprimand:
• Reprimand people immediately, and in private
• Tell them what they did wrong – be specific
• Stop for a few seconds of uncomfortable silence to let them feel
how you feel
The second half of the reprimand:
• 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 that you think well of them, but not of their performance
in this situation
• Realize that when the reprimand is over, it’s over

15. Conclusion
• The steps in this book are designed to help us achieve our goals
and objectives
• Managers who care about their employees successes will inspire
them to perform at a higher level with enthusiasm
• “People Who Feel Good About Themselves Produce Good
Results”
• “Happy Employees are Productive Employees”
• Each of you should have your own copy of this book…will you
read it and take the time to consider how it might help?

16. ?’s

17. Reference:
Blanchard, K. and Johnson, S. (1982). The one minute manager. New York: Morrow.

18. My Story
• I was an Air Force Brat…born in Texas and my parents retired in Utah at
10 years old.
• Joined USAR December 2, 1975 as a Field Artillery Fire Direction
Specialist in Ogden, Utah – with aim to go to college
• Graduated High School May 28th
, 1976 and 8 days later was in basic
training
• Returned from AIT and went to college…released to ROTC Control Group
• Wasn’t real serious about college – got married and left school.
• Joined Army National Guard in April 1978
• Took AGR position as Unit Administrator in Guard March 10, 1980
• Transferred to USAR and took AGR position as Army Reserve Recruiter
July 17, 1983 – Ogden Utah Recruiting Station – SLC Battalion
• Became USAR Guidance Counselor in July 1986 – Fort Douglas, UT
• Converted to Regular Army in October 1988 – Station Commander in
Cedar City, UT
• Large Station Commander – Kearns, UT – October 1990

19. Continued
•Interim First Sergeant – Salt Lake City Company – Oct 1992 – Mar 1993
•RA Guidance Counselor – Oct 1993 – Salt Lake City MEPS
•HQ USAREC Plans Policy and Programs – Mar 1994
•Senior Operations NCO – Phoenix Recruiting Battalion – Jun 1997
•Senior Guidance Counselor – Phoenix MEPS – Dec 1998
•Retired January 31, 2000
•Went to work for a Mortgage Company in their Operations department as a
supervisor – no college degree (183 semester hours)
•Six months later unable to get promoted to manager vacancy – no degree
•Most schools wanted me to start over because credits were over 10 years
old
•Graduated from Ottawa University in 2006 with BA in Management –
thought that was all I would need…
•Laid off in December 2007 – hard time finding a job over 4 months

20. Continued
•Hired with Grand Canyon University in April 2008
•Began MBA with emphasis in Leadership in June 2008
•Military Division began at GCU in October 2008
•Asked to be outside development representative in November 2008
•Graduated with MBA in May 2010
•Promoted to team manager October 2010
•Was asked to teach online with GCU in October 2010
• Teach Principles of Leadership
• Servant Leadership

21. Why did I share this with you?
•Education is important to you and your families well being now, and after
you leave the service
•Bachelor’s degree is an absolute must before you leave the service – and
it doesn’t matter what it is in.
•Master’s degree is a good bet – more specific to what you want to do
•Don’t find yourself unprepared for life as a retired soldier or veteran
•You have the time it takes, and credit that can help you get there – it takes
your drive, will and determination to make graduation happen – motivate
yourself and get there – plenty of good schools that can help!

22. What are your questions?
Grand Canyon University
Find your Purpose