This book is composed of three main factors, that is, One Minute Goals, One Minute Praisings, and One Minute Reprimands. The authors explain what they have learned from their studies in medicine and in the behavioral science about how people work best with other people.
The term of “best” means that the people produce valuable results, and feel good about themselves, as well as they also feel good about the organization and the other people with whom they work.
The “tough” managers whose organizations seem to win while their people lost, called “autocratic managers,” or “bottom-line managers” as well as the “nice” managers whose people seem to win while their organizations lost, called “democratic manager,” “participative,” “supportive,” “considerate,” or “humanistic,” are not the good model of manager.
The “effective manager” who cares about people and results of the organization is the good one. “People Who Feel Good About Themselves Produce Good Results” is the main idea to assist the people to feel good about themselves, which is a key to getting the good productivity – both quantity and quality.
The best way to achieve both of these results is through people in the organization. The first strategy of the one minute manager is “One Minute Goal Setting” The One Minute Manager must make the responsibilities clear and what the people are accountable for. The clear goal setting will render the efficiency happen because the goal will tell the people what is expected to happen from the beginning.
The goal of task must be written in one page, not more than 250 words for each task including the clear standard of performance. The goal must be written in the observable and measurable term.
In sum, 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 than 250 words;
(4) Read and re-read each goal, which requires only a minute or so each time you do it;
(5) Take a minute every once in a while out of your day to look at your performance; and
(6) See whether or not your behavior matches your goal.
The second principle is One Minute Praisings. The first step of One Minute Praising is to keep catch the people doing the job right based on the idea of “Help People Reach Their Full Potential; Catch Them Doing Something Right.”
The One Minute Manager will not catch people doing something wrong, but put the accent on the positive. If the people can do the job right, One Minute Manager will give the people a One Minute Praising. The good manager will look the people straight in the eye and tells them precisely what they did right. Then, he shares with them how good he feels about what they did.
In short, One Minute Praising will work if you:
(1) Tell people up front that you are going to let them know how they are doing;
(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 it helps the organization 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 your support their success in the organization.
The last principle is One Minute Reprimands. This action will be quick to respond to the people who really know the clear goal, but make a mistake. The next step is that the reprimand must be specifically explained what the people did something wrong. The main idea of reprimand is to attack only behavior, not personal dignity. The last step is that the reprimand must be consistent. The reprimand does not last long but the people will not forget it, and the people will not make the same mistake twice.
In another word, the One Minute Reprimand works well when you:
(1) Tell people beforehand that you are going to let them know how they are doing and in no uncertain terms, called the first half of 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 – and in no uncertain terms;
(5) Stop for a few seconds of uncomfortable silence to let them feel how you feel;
(6) Shake hands, or touch them in a way that lets them know you are honestly on their side;
(7) Remind them how much you value them;
(8) Reaffirm that you think well of them but not of their performance in this situation; or not because of his personal worthiness.
(9) Realize that when the reprimand is over, it’s over.
I am positive that if we can consistently perform as the directives mentioned above, we can be the best manager and our organizations will be sucessful. However, do you think those principles are completely sensible?
3 comments:
I came across your blog randomly. I am assistant manager of the feed store I work at. My manager was just telling me about this book. She loves it. I haven't read it, but what you were explaining of it, it seems like a really good book.
Thank you very much for your comment! I think the likewise as you; this book is very useful for all managers!
The last word of this book is that please don't forget to tell someone else about this book! That why I posted it's instruction in my blog! You might do the same thing as me.
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