Ken Blanchard - Secret. What Great Leaders Know and Do
Don't lose. Subscribe and receive a link to the article in your email.
The book teaches the art of situational leadership - a simple system that refutes the seemingly immutable rule of management: treat all subordinates equally. But in modern world an individual approach is needed and the choice of the right leadership style in relation to a particular employee.
Secret #1: One Minute Goals
The One Minute Manager wants to hear the opinion of the subordinate not only in terms of feelings and attitudes, but also in tangible, measurable terms. If the employee cannot do this, then he did not try to solve the problem, but only complains.
A problem only exists when there is a difference between what actually happens and what you want to happen.
The first task of a manager is to teach a subordinate how to solve problems. The latter should follow the following pattern:
- Align your goals with those of the company.
- Determine what actions are best.
- Write down each goal so that it fits on one page and does not exceed 250 words.
- Read and reread each of his goals, which will take him about 1 minute each time.
- In the future, every day, take a minute to evaluate how quickly he is approaching his goal.
- Take a minute to find out how his behavior corresponds to his goal.
One-minute goals work because people learn to analyze their goals and measure their progress. At the same time, it is important that these are the most important goals, and not a description of every aspect of the work, otherwise it will all turn into paperwork. There are enough unnecessary documents in any company anyway.
Second Secret: One Minute Praise
The modern manager and leader must remain in close contact with his subordinates. You can do this in two ways:
- The first: closely monitor the activities of his subordinate;
- Second way: make detailed records of the progress of the subordinate and send them.
Both ways at first glance seem demotivating, signs of espionage in the workplace and mistrust. In fact, this manager was trying to "catch the employee on something good."
In most companies, in which subordinates experience stress and irritability, managers, on the contrary, try to catch them on something bad.
The One Minute Manager is not always in front of your eyes. He does this when he needs to praise an employee or give him a one-minute reprimand (we'll talk about this later).
One minute of praise seems superfluous and not enough, but it is not. This time is enough to charge the subordinate with energy and inspire him. It works great in the following situations and conditions when you:
- Praise people without delay.
- Tell people to their faces that you are going to give their opinion on their work.
- Tell people how pleased you are with what they have done, how it will help the organization and everyone working in it.
- Tell people specifically what they did right.
- Encourage them to achieve even greater success.
- Pause to let them feel how nice you are.
- Shake hands or otherwise establish contact to make it clear that you support their work in the organization.
Why does one minute praise work? In there is the term fixing. As soon as a person has earned praise, he immediately receives it, therefore he experiences pleasure. This means that he unconsciously connects it with his successes. This motivates him to work better.
Most managers wait until the employee does everything absolutely right to praise him. As a result, many people fail to reach their potential because their managers try to catch them doing something wrong - something that does not live up to their potential. desired level work. This is not a very efficient method. Therefore, it is necessary to praise the employee, and at the same time it is desirable immediately.
Third secret: one-minute reprimands
If an employee has already worked in the company for a long time and knows what it means to do his job well, then the One Minute Manager reacts very quickly to his mistakes:
- First he checks the facts.
- Then he puts his hand on his shoulder.
- Doesn't smile.
- Look into your eyes for 30 seconds.
With this approach, these 30 seconds seem like an eternity to the employee, he really becomes ashamed.
The manager makes it clear that the only reason he is angry is his great respect for the employee, for his competence. Such a reprimand is remembered for a long time, so much so that, as a rule, a person does not repeat the mistake twice.
However, it is important to conduct the one-minute reprimand correctly. The first thing to understand is to tell people in advance that you are going to express your opinion about their work in an unambiguous way.
The one-minute reprimand is divided into two parts. First, it is important to point out that a mistake has been made. After that, tell about what exactly was done wrong. Do not doublethink about how you feel about this oversight. And then be silent for a few seconds, achieving complete and oppressive silence so that people feel what you feel. This all takes 30 seconds.
Now it's time to lift the mood and enthusiasm of the worker. Shake his hand or otherwise let him know that you are really on his side.
- Remind him how much you appreciate him.
- Confirm that you feel good about him, but not about his work in this situation.
- Remember that when a reprimand is over, it is over forever.
The subordinate after such a reprimand feels quite uncomfortable and, of course, does not want this to happen again. He also understands that if the reprimand takes place, it will be fair, it will be an expression of an opinion about his action, and not a humiliation of his human dignity.
There are several reasons why a one-minute reprimand is effective:
- One-minute reprimand provides fast feedback. You complain to a person immediately after you notice his wrong behavior. Most managers accumulate stones in their bosoms, and then dump it all on the employee in one fell swoop.
- It does not offend human dignity, does not attack the individual. If so, then, accordingly, the subordinate does not think to defend himself (after all, this is our first reaction to criticism). Reprimand is only for behavior and wrong action. Man's actions are bad, but he himself is good.
- First comes 30 seconds of reprimand, then 30 seconds of praise. The employee has an opinion about the manager: harsh, but fair.
- Touch also works in some magical way. People, when you touch them, immediately recognize whether you care about them or are trying to find a new way to manipulate them.
It is also necessary to clarify the answer to one important question. One-minute praises and reprimands look simple enough, but aren't they really just ways to get people to do what you want them to do? Isn't this manipulation?
One Minute Management is a powerful way to get people to do what you want them to do. However, it is a means of getting people to do something they don't know about or don't agree with. That is why it is so important that each person knows in advance what you are doing and why.
There are things that work, and there are things that don't. Treating others dishonestly returns a hundredfold in the long run, while honesty and candor are rewarded, albeit not immediately.
To become a One Minute Manager, you need to master these three simple secret and strictly follow them in everything. We wish you good luck!
Ken Blanchard is an American author and management expert born May 6, 1939. His book, The One Minute Manager, co-authored with Spencer Johnson, has sold over 13 million copies and has been translated into 37 languages.
Ken Blanchard is the author of over 30 other bestsellers, including Raging Fans: A Revolutionary Approach to Customer Service (1993), One Minute Leadership and Manager: Improving Efficiency Through Situational Leadership (1985), Enthusiastic! Turn to the people "(1997)," Great job! The Power of Positive Relationships (2002) and Moving to a Higher Level (2006).
Blanchard is the "spiritual director" of the Ken Blanchard Company, an international management training and consulting organization that he and his wife founded in 1979 in San Diego, California.
Ken Blanchard is an honorary trustee of Cornell University and a visiting professor at the School hotel business at Cornell University.
Author's website - http://kenblanchard.comAbout the author in the encyclopediaReviews about the author "Blanchard Ken"Ken Blanchard, Mark Miller
Secret. What Great Leaders Know and Do
This book is dedicated to a new generation of leaders
What Great Leaders know – and do
Copyright © 2004 Berrett-Koehler Publishers, Inc.
© 2004 by the Blanchard Family Partnership and T. Mark Miller
© Pretext, Authorized translation into Russian, 2005.
Foreword
All ups and downs depend on the leader! That is why I have been dealing with leadership issues for almost thirty years. For the same reason, I agreed to write the preface to The Secret. When I found out that Ken Blanchard and Mark Miller were working on this project together, I knew something amazing was about to happen. And that's why.
Ken has written about leadership for over a quarter of a century. Just look at this list: The One Minute Manager, Leadership and the One Minute Manager, Whales: Higher and Better! ("Whale Done!")! It could go on and on and I'm sure you've heard of many of these books (and read some of them, of course!). Ken has sold over thirteen million of his titles. In the entire history of the United States, this has rarely happened - four of Ken's books at the same time were named bestsellers by BusinessSweek magazine! Ken had a significant impact on our generation in the sense that we learned from him to lead.
Mark went the other way. For more than twenty-five years he has worked on the management team of one of America's largest companies, Chick-fil-A, headquartered in Atlanta, Georgia. Chick-Fil-Ay is a chain of 1,000 fast food restaurants that generates about $2 billion in revenue each year. Mark is now Vice President of Learning and Development. I have had the honor of speaking twice at the company's annual conferences. The Chick-fil-hey people really know how to lead! And for them, "The Secret" is not a secret. It is he who is the soul of their successful work.
I urge you to do a very simple thing: learn the "Secret" - and put the "Secret" into practice. And then your leadership style and your whole life will be transformed forever!
John Maxwell Author of The 21 Irrefutable Laws of Leadership, Founder of The INJOY GroupPossibility
Why is it so difficult to lead? Exactly one year ago, I was extremely happy. I got mine! Just four years out of college, I became director of corporate customer service for the Southeast sales region. It was clear to me that I could handle it. It all started with answering phone calls in the catalog ordering department. I had to talk to customers, often listening to their complaints. Then I was promoted to project manager, I began to work closely with the sales department and deal with corporate clients. And I know for sure, honestly, that I was good at giving clients what they needed, when they needed it. All kinds of awards for the unsurpassed ability to establish excellent relationships with clients rained down on me like a golden rain. I was one hundred percent sure that I could make my subordinates work the same way.
Then I was in seventh heaven, and today I am exhausted and, it seems, I can lose my job. What happened? What did I do wrong?
With these thoughts in mind, Debbie turned into the parking lot at public library. She knew that no force could disturb the strict order of her work in the office. And, by the way, her boss always advised her to take a time out every month and try to evaluate what is happening, approve what works, and make adjustments where necessary. She was always too busy to waste time on this, but today was a special day. In difficult times, you need to act decisively.
Debbie entered the library and was immediately plunged into pale memories of the far from cloudless days of study. The heavy smell of old books still hung in the air. The light was just as dim. It always seemed strange to her. Why are libraries so poorly lit?
Debbie went up to the librarian and said:
Hello, I would like to work here. Somewhere brighter, if possible.
“Of course,” the woman replied with a smile. Do you need any specific books?
No, but thanks anyway. I just need a quiet place where I can work for a couple of hours. I need to solve a few business issues.
“If you need anything, I am at your service,” the librarian offered kindly.
She escorted Debbie to a table in the far corner. reading room standing near tall windows.
Debbie sat down and opened her laptop. First, I need to study the situation properly. Then I will try to understand how I came to such a life.
SITUATION TODAYSeller reviews
the worst of all seven sales regions
Customer rating
the worst of all seven sales regions
Contribution to total profit
below normal
Management
Employee evaluation
much lower than it was when I took over the department
Fluidity
I lost four out of ten subordinates in less than a year. Yes, this is a problem.
Okay, that's how it is today. Why did things deteriorate so quickly and drastically? Debbie began to remember the past twelve months. What events could lead to a sharp decline in the quality of her department?
THE MAIN EVENTSI was appointed team leader.
First meeting: Conflict over changes I wanted to make to the team.
July
They chose Bob, new to the company; bad decision.
August
Reduced costs to improve profitability.
September
They hired two: Brenda (she fit perfectly); Charles (wait and see).
October
Lost one important customer due to poor customer service.
November
Bob is fired. The employees are in complete disarray.
December
Summing up the results for the year showed a significant decline in work compared to the previous year.
January
Evaluation of the performance of everyone in the team. Everyone was told to "work hard or fail."
February
Lost two more clients - for the same reason as the previous one.
General meetings have been postponed until further notice - while we are thinking about improving the results.
Wow! It is foolish to be surprised that the year turned out to be worse than ever. Just look at this whole nightmare! Unfortunately, there is no point in discussing what happened. This is not exactly what I should be doing now to change the state of affairs in the team.
Debbie was pulled out of her dark thoughts by the librarian.
– How does it work? Successfully?
- Not really. I analyzed the current situation and now I don’t know what to do with all this,” Debbie admitted.
“Perhaps I can help you,” said the librarian.
Debbie laughed at her words, but she tried not to show her reaction.
Thank you, but I don't think you can. The problem is too complex.
“What do you mean, I didn’t mean that I myself could end your difficulties,” the woman patiently explained. “But we have quite a few books on business. What problem are you trying to solve?
“At our company, problems are often referred to as opportunities,” Debbie said.
"Okay, what's the opportunity?" the woman asked with a smile, trying to get to the heart of the matter.
- Well, let's just say that I have the opportunity to improve the work of my team.
– Do you know what happened?
Debbie thought.
- I'm not sure. Here, I compiled a list of all the main events that probably caused it, but ...
- But what? the woman said.
“I have a feeling that maybe I myself am a significant part of the problem. I have been in charge of this department for only a year, I have not studied it, and I have no such experience.
I can't believe I'm pouring my heart out to the librarian, Debbie thought.
“We have a lot of materials on leadership,” the librarian suggested.
“Leadership,” Debbie repeated after her.
“Yes,” she said, “you said it might be related to your problem.
“Yes, but only part of it, the main thing is the performance of my subordinates,” Debbie felt herself beginning to defend herself. It's one thing to admit to yourself that the problem may be in her. But to hear such an opinion from an outsider is a completely different matter.
The librarian stepped back.
“Well, I won’t bother you any more.
Ken Blanchard is an American author and management expert born May 6, 1939. His book, The One Minute Manager, co-authored with Spencer Johnson, has sold over 13 million copies and has been translated into 37 languages.
Ken Blanchard is the author of over 30 other bestsellers, including Raging Fans: A Revolutionary Approach to Customer Service (1993), One Minute Leadership and Manager: Improving Efficiency Through Situational Leadership (1985), Enthusiastic! Turn to the people "(1997)," Great job! The Power of Positive Relationships (2002) and Moving to a Higher Level (2006).
Blanchard is the "spiritual director" of the Ken Blanchard Company, an international management training and consulting organization that he and his wife founded in 1979 in San Diego, California.
Ken Blanchard is an honorary trustee of Cornell University and a visiting professor in the School of Hospitality Management at Cornell University.
Books (6)
Leadership: to the heights of success
Be a top level leader. Lead people by inspiring them to create a high-performing organization. Can this be achieved?
Ken Blanchard and his colleagues have been helping for decades just good companies become great and - importantly - stay great. For the first time, this book brings together the knowledge of outstanding leadership and the unique experience of international business.
Without a doubt, the book will inspire you to rise to new heights of leadership and captivate other people.
One Minute Manager at work
Everyone can become a ONE MINUTE MANAGER! The phenomenally successful One Minute Manager program literally rocked America, becoming the #1 New York Times bestseller and finding application not only in the business world, but also for homemakers, students and professionals - anyone who wants to effectively manage their lives. .
The addition to this program here will help you apply the secrets of the One Minute Manager - ONE MINUTE GOAL SETTING, ONE MINUTE PRAISE and ONE MINUTE REVIEW - to REAL SITUATIONS so that you can immediately start implementing them in your life!
One Minute Manager and Situational Guide
clear and plain language this book teaches managers the art of Situational Leadership, a simple system that rejects standard rule management - treat all employees equally.
You will understand why in matters of management it is so important to practice an individual approach to each subordinate, to know when to delegate authority, when to help, and when to order, how to choose the right leadership style in relation to a particular employee, and how One Minute Management techniques will allow you to manage people better and motivate them better. This wonderful, practical book is an invaluable textbook for creative, individualized thinking to get the very best out of your people and achieve the best bottom line for your organization.
The One Minute Manager Builds a Highly Effective Team
The concept of a well-functioning team today more than ever has importance for the successful functioning of organizations. Ken Blanchard has teamed up with Donald Carew and Eunice Parisi-Carew to show you that any team goes through four stages of development on its journey to becoming an effective team: Orientation, Frustration, Integration, and Production. The authors then show how a manager can help any team achieve maximum efficiency quickly and painlessly.
This valuable addition to the One Minute Manager Library is an essential tool for anyone who works with a team and wants to build an effective team.
Value Management
The book "Value Management" describes the culture of organizational and managerial work, when strategy, processes and people are subordinated to a common set of values, united by a common attitude to problems and common goals.
Increasing competition today requires every company to build success on performance. When an organization has a clear vision of its mission and its values, it has a sound basis for evaluation. existing methods management and bringing them into line with a clearly articulated mission and values.
Secret. What Great Leaders Know and Do
Sooner or later, any boss, whether it be the president of an international corporation or the head of a volunteer group, asks the question: what is the secret of great leaders?
Telling an entertaining story about the work of an ordinary department of one company, Ken Blanchard and Mark Miller provide an answer to this difficult question.
Reader Comments
Novel/ 10/18/2015 Books are just super... I couldn't even think that it works... I checked it..! Works!!!
Vladimir/ 17.02.2015 an excellent book. very productive!
Konstantin/ 20.08.2013 Many years ago, when I first became a supervisor, my supervisor gave me a series of these books.
Now I am a top manager of a large and successful company. Most of the employees who were in my submission reached career heights! Why? because I've learned the ABCs of a manager (One Minute). And every minute I use this method in practice.
Zakharov Alexander/ 10.10.2012 A simply unique book - THE SECRET - the author competently revealed simple things, "opened my eyes" to many things. Thanks to the site administration for the availability of such books.
Tatiana/ 08/31/2012 I thought a lot about how people achieve great heights... They are ordinary people... where does all this potential come from? And after reading the book "The Secret", I realized that I need to improve in everything and constantly! Have a goal and a dream!!! This is my first impetus to development... Thanks to these great people!!!
Ivan/ 08/18/2012 I have read only One Book of the Author so far - The Secret - Depth of thought, lightness and simplicity of presentation, great love for people - inspire self-development and help other people. Thank you so much to everyone who participated in the creation of this book.
Regards, Ivan.
Student/ 12.02.2012 Thank you very much for the posted books!!
I read about the situational guide and I wanted to know more, thanks to you I’ll do it now)) Thanks again!
Guest/ 10.01.2011 Books are very useful and practical. I am the owner of the business - I recommend! Can be used in our CIS realities. Thank you for the books and the author and creator of this site!
Natalia/ 3.08.2010 The book "Secret" is very useful, accessible, easy to read. The essence is stated quite simply. I liked it very much, I recommend it.
Andrew/ 9.06.2010 Excellent books! I have two of them in my personal library.
Victoria/ 05/11/2010 Secret. What Great Leaders Know and Do.
Awesome book: a lot practical advice, easy language and excellent presentation of the material. I recommend:)
translated from English P. A. Samsonov Edition: THE ONE MINUTE MANAGER® by Kenneth Blanchard, Ph. D., Spencer Johnson, M.D., 1983.
© 1981, 1982 by Blanchard Family Partnership and Candle Communications Corporation
© Translation. LLC Potpourri, 2001
© Design. Potpourri LLC, 2013
* * *
One of the most unusual books on the bestseller list!
New York Times
I gave copies of this book to my boss, employees, other managers, wife, close friends. It is addressed to everyone - and it's great!
Robert Davis, ex-president chemical company "Chevron"
Do you need one minute control? Yes!
"Working Woman"
The One Minute Manager has had a huge impact on the way we do business at our company. In training and development programs, we teach the principles in this book to be used in situations where two or more people interact with each other. This is an example of a modern - and timeless - management style.
Joseph P. Viviano, President, Hershey Chocolate Company
Even after so many years, in my free time I take The One Minute Manager off the shelf to brush up on my managerial technique. I don't know of a better or easier to use management guide.
Charles Lee, Chairman and CEO of GTE Corporation
The One Minute Manager has become a classic of business literature due to its simplicity and comprehensiveness in its embrace of all the essential elements of a productive relationship between a manager and his people. Every business person will benefit from this book.
James Broadhead, Chairman and CEO, Florida Power and Light Corporation
A critical attitude to work has become the leading technique of management today. The One Minute Manager's approach of rewarding good work appears to be far more effective.
David Jones, former chairman of The Joint Chiefs Staff
Symbol
The symbol of the One Minute Manager - the image of one minute on the dial of modern digital watches - is meant to remind us that we should take at least one minute a day to look in the face of the people we manage. We must understand that they are our main resources.
Introduction
In this short story, we will introduce you to much of what we have learned about how best to interact with people while studying medicine and the behavioral sciences. By the word "best" we mean those relationships in which people achieve high results and at the same time are satisfied with themselves, their organization and their employees.
The allegorical story "The One Minute Manager" is a simple compilation of what many wise people have taught us and what we have learned ourselves. We recognize the importance of these sources of wisdom. And we also know that the people who work under you will look to you for mine source of wisdom.
Therefore, we believe that you will begin to apply the knowledge gained from this book in practice, in everyday management issues, following the recommendation of the ancient sage Confucius: "The essence of knowledge is to use it, having it."
We hope you enjoy application what you will learn from the One Minute Manager and that you and the people who work with you will lead healthier, happier and more productive lives as a result.
Kenneth Blanchard, Ph.D
Spencer Johnson, MD
Search
There lived a bright young man who was looking for an effective manager.
He wanted to work for such a manager. He wanted to be that kind of manager.
For many years of searching, he visited the most remote corners of the earth.
He visited small towns and the capitals of mighty powers.
He talked to many leaders: government officials and military officers, construction foremen and corporate directors, university presidents and fund administrators, store and restaurant managers, banks and hotels, men and women, young and old.
He visited a variety of offices: large and small, luxurious and miserable.
He saw the full spectrum of how some people control others.
But he didn't always like what he saw.
He's seen a lot of tough managers whose organizations seem to thrive while their employees suffer.
Some of the bosses considered them to be good managers.
Many of their subordinates thought otherwise.
Visiting such "harsh" managers in the offices, our young man asked: "What kind of manager would you call yourself?"
Their answers almost did not differ from each other.
“I am an autocratic manager—I am always in control,” he was told. "I am a results oriented manager." "Solid". "Realistic". "Thinking about profits."
He also dated "nice" managers whose employees prospered while companies failed.
Some of the subordinates considered them good managers. Those to whom they themselves obeyed doubted this.
Asking these "nice" managers the same question, the young man heard:
"I am a democratic manager." "I'm an accomplice manager." Assistant Manager. "Sensitive". "Humane".
But he was not satisfied.
It seemed that all the managers in the world care either only about results or only about people.
Managers who only cared about results were often labeled "autocratic" while managers who cared about people were often labeled "democratic."
The young man believed that each of these managers - both the "harsh" autocrat and the "pleasant" democrat - were only partially effective. It's like being half manager, he thought.
He returned home tired and disappointed.
He could have abandoned his quest a long time ago, but he had one major advantage. He knew exactly what he was looking for.
Effective managers, he thought, manage themselves and the people they work with so that their activities benefit both the organization and the workers.
The young man looked for effective managers everywhere, but found only very few. And the few he found didn't want to share their secrets with him. He was already beginning to think that he might never figure out what makes an effective manager.
Then wonderful stories began to reach him about some special manager who - what an irony of fate! - lived in a nearby town. The young man wondered if these stories were true and, if true, if this manager would be willing to reveal his secrets to him.
Curious, he called the secretary of this special manager to set up a meeting. The secretary immediately connected him to the manager.
The young man asked the manager to take him. He replied, “Any time this week except Friday morning. Take your pick."
The young man chuckled to himself, deciding that this supposedly wonderful manager was just crazy. Where is it heard of a manager being so available at all times? But the young man nevertheless decided to see him.
When the young man entered the manager's office, he was facing the window. The young man coughed - the manager turned to him and smiled. He invited the young man to sit down and asked:
- How can I help?
The young man replied:
– I would like to ask you a few questions about how you manage people.
The manager readily stated:
- Ask.
- Well, for starters, how regularly do you hold meetings with your subordinates?
- Once a week - on Fridays from 9 to 11. That's why I could not see you at this time, - the manager replied.
What do you do at these meetings? continued the young man.
“I listen to my people review the accomplishments of the past week, discuss their problems, and decide what they still need to accomplish. Then we develop a plan and strategy for the next week.
– Are the decisions made at these meetings binding on you and your people? the young man inquired.
“Of course,” the manager replied. Otherwise, what's the point of taking them?
“So you are an accomplice manager?” the young man asked.
- No, - the manager answered, - I am not a supporter of interference in decision-making processes; my people do it themselves.
“Then what is the point of these meetings?”
- I already said. Young man, please don't make me repeat myself. This is a waste of my time and yours. We are here to get results. The goal of this organization is productivity. Being organized, we are able to achieve much greater productivity.
“Oh, so you understand the need for productivity. Then you are a manager who is more focused on results than on people, the young man suggested.
- Not! the manager exclaimed, causing his interlocutor to flinch. “I hear that too often.” He got to his feet and began pacing the office. – How can you get results without people? I care about both results and people. People and results go hand in hand.
“Here, look at this,” the manager handed the visitor a card. “I always keep it on my desk as a reminder of one practical truth.
* * *
People who feel good achieve good results.
* * *
While the young man looked at the card, the manager continued:
– Think for yourself. When do you work best? When do you feel good? Or when it's bad?
The young man nodded, beginning to understand the obvious.
“I achieve much more when I feel good,” he replied.
“Of course,” the manager agreed. And all people are the same.
It dawned on a young man new idea and he raised his finger.
“So,” he said, “helping people feel good makes us more productive.”
“Yes,” the manager confirmed. – However, it should be remembered that productivity is not only amount work done. This is also quality. - He went to the window and said: - Young man, come here.
He pointed to the cars moving along the street and asked:
– See how many foreign cars are on the road?
“There are more of them every day. I think they are more economical and last longer,” the young man replied.
The manager nodded slowly and said:
- Exactly. So why do you think people buy foreign cars? Because American manufacturers make not enough cars? Or because, - the manager continued without a pause, - that they don’t make cars of that quality that Americans want to see?
“If you think about it,” the young man replied, “it really is a question quality and quantities.
“Of course,” the manager said. “Quality is about providing people with the products or services they really want.
The manager stood by the window, lost in thought. He remembered not so long ago when his country provided technologies that helped rebuild Europe and Asia. And he never ceased to be amazed at how America fell behind in productivity.
The young man brought the manager back to reality.
“I remembered the commercial on TV,” he said. - They showed a foreign car and the following lines floated from above: "If you're going to buy a car on installment, don't buy a car that won't make it to the end of the payment period."
The manager turned around and said:
- I'm afraid it's very good resume. And that's the whole point. Productivity is both quantity and quality.
They sat down on the sofa.
And to be frank, the best way to achieve both of these goals lies through people.
The young man's interest grew. He asked:
– You have already said that you are not an accomplice manager. How would you describe myself?
"It's easy," the manager replied without hesitation. I am the One Minute Manager.
Surprise appeared on the young man's face. He had never heard of the One Minute Manager.
The manager laughed.
I am the One Minute Manager. I call myself that because I need very little time to get very big results from people.
Although the young man had spoken to many managers, he had never heard such speeches. A one-minute manager is a person who achieves good results in a short time. It was hard to believe.
Seeing the doubt on the visitor's face, the manager said:
- You do not believe me? You don't believe I'm a One Minute Manager?
“I must confess that it is hard for me to even imagine,” the young man replied.
The manager said with a smile:
“Look, if you really want to know what kind of manager I am, you better talk to my people.
The manager leaned over the telephone and said something. Moments later, his secretary, Miss Metcalfe, entered the office and handed the young man a piece of paper.
“These are the names, positions, and phone numbers of six people who report to me,” the One Minute Manager explained.
Who should I talk to? the young man asked.
“You decide for yourself,” the manager replied. Choose any name. Talk to any of them or all of them.
- And with whom to start?
“I already told you that I don't make decisions for other people,” the manager said firmly. - Decide for yourself.
He stood up and escorted the visitor to the door.
“You not once but twice asked me to make a very simple decision for you. To be frank, young man, I find this to be importunate. Don't ask me to repeat what I have already said. Either start or continue your search elsewhere.
The visitor was amazed. He felt very uncomfortable. The momentary pause seemed like an eternity to him.
The One Minute Manager then looked the young man in the eyes and said:
“You want to learn more about managing people, and I like that. He shook hands with his guest.
“If after talking with these people you still have any questions,” he said amiably, “come again. I appreciate your interest and desire to learn management. I really really want to give you the concept of the One Minute Manager. I myself once received it as a gift, and it turned my life around. I want you to understand it properly. If you like this idea, you might one day become a One Minute Manager yourself.
“Thank you,” the young man muttered.
He left the manager's office in some confusion. When he passed by the secretary, she said knowingly:
– Judging by your confused look, you have already met our One Minute Manager.
The young man, still somewhat confused, replied:
- Maybe.
“I can help you,” Miss Metcalfe said. “I called those six of his subordinates. Five of them are here and they have agreed to talk to you. Perhaps you will understand the One Minute Manager better after you talk to them.
The young man thanked her, looked at the list of subordinates and decided to talk to three of them: Mr. Trenel, Mr. Levi and Mrs. Brown.
Secret #1: One Minute Goals
Entering Mr. Trenel's office, the young man saw a smiling middle-aged man in front of him.
"So you've already visited the old man." Nice person, isn't it?
“I think so,” the young man replied.
“Did he tell you he was the One Minute Manager?”
- Of course. What, that's not true? the young man asked.
- I can not say. I hardly see him.
“You mean you never get help from him?” the young man wondered.
- Almost none, although we talk when he entrusts me with some new job. He calls it One Minute Goal Setting.
- One Minute Goal Setting - what is it? the young man asked. “He told me he was a One Minute Manager, but there was no talk of One Minute Goal Setting.
"It's one of the three secrets of One Minute Control," Trenel replied.
– Three secrets? the young man asked, burning with curiosity.
“Yes,” Trenel confirmed. – One Minute Goal Setting is the first of these secrets, the basis of One Minute Management. You see, in most organizations, if you ask people what they do and then ask the same question to their superiors, you too often end up with two completely different lists. In some organizations where I have worked, any connection between what I considered mine official duties, and what my boss thought they were was purely coincidental. And I regularly found myself in an awkward position by not doing something - it never occurred to me that this was my job.
- Doesn't that happen here? the young man asked.
- Not! Trenel replied. “That doesn't happen here. The One Minute Manager always makes it clear what our responsibilities are and what we are responsible for.
- How he does it? the young man asked.
“Effective,” Trenelle replied with a smile.
“After he has told me what needs to be done,” Trenel began to explain, “or after we have agreed on what needs to be done, each goal is written down on no more than one page. The One Minute Manager believes that a goal and a plan to achieve it should be expressed in no more than 250 words. He insists that everyone should have time to read it in no more than a minute. He takes a copy for himself, I take a copy for myself, so we both have a clear idea of what needs to be done, and we periodically monitor the process.
– Do you have these one-page statements for each goal?
“I hope there aren’t too many of these pages for each person?”
“Not much,” Trenel replied. The old man believes in the 80/20 rule. This means that 80% of the most important results are achieved when 20% of the goals are achieved. Therefore, we limit One Minute Goal Setting to these 20%, that is, key areas of responsibility, so that there are only three to six goals. Of course, in some special cases, we set special One Minute Goals.
“Interesting,” said the young man. “I seem to be beginning to understand the importance of One Minute Goal Setting. This is a kind of “no surprises” philosophy: everyone knows from the very beginning what is expected of him.
"Exactly," Trennel nodded.
“So One Minute Goal Setting is just a definition of responsibilities?” the young man asked.
- Not. Having introduced us to what our work consists of, the manager always explains to us what good performance consists of. In other words, it clarifies the performance standards for us. He shows us what he expects of us.
How does he show you? the young man asked.
“Let me give you an example,” Trenel suggested.
“When I first started working here, one of my One Minute Goals was to identify performance issues and find a solution that would make a difference.
I understood what the problem was that needed to be solved, but I did not know what to do with it. So I called the One Minute Manager. When he picked up the phone, I said:
– sir i have a problem.
Before I could say another word, he said:
– This is good! After all, you were hired to solve problems.. And there was dead silence on the other end of the line.
I didn't know what to do. The silence seemed deafening to me. Finally I squeezed out:
“But, sir, I don't know how to solve this problem.
– Trainer - he said, - one of your tasks - identify and solve their own problems. But since you're new, come on in and let's talk..
When I went to him, he said:
– Tell me what your problem is, but only in behavioral terms.
– In behavioral terms? I asked. - What do you have in mind?
– I mean, - manager explained, that I don't want to hear about attitudes and feelings alone. State what is happening in tangible, measurable terms.
I have tried to describe the problem in the best possible way.
He said:
– Excellent, Trenel! Now tell me what you want to happen - again in behavioral terms.
– I dont know, - I said.
“Then don’t waste my time.” he cut.
I froze in amazement, not knowing what to do. He graciously broke the silence.
– If you can't say what you want to happen, he said, - you don't have a problem yet. You are just complaining. A problem exists only when there is a difference between what actually going on and what you want to, to happen.
Being a smart person, I suddenly realized that I know what I want to happen. When I mentioned this to the One Minute Manager, he suggested that we talk about what could be causing the discrepancies between the desired and the actual.
He asked:
“Well, what are you going to do with all this?”
– Well, I could do A, - I answered.
– If you do A, is that exactly what you want to happen?- he asked.
– Not, - I said.
– Then your solution is no good. What else could you do?
- I could do B, - I said.
– But if you do B, will what you want to happen happen? he asked again.
– No.
I finally understood.
“So this is also a bad decision.” he said. - What else can you do?
I thought for a couple of minutes and said:
– I could do C. But if I do C, what I want to happen won't happen, so that's also a bad decision, right?
– Yes. you start to understand said the manager with a smile on his face. - Is there anything else you can do?
– I could probably combine some of these solutions - I said.
– Might be worth a try... he reacted.
– Exactly! If I do A this week, B next week, and C two weeks from now, everything will work out. Fiction! Thank you very much. You have solved my problem.
He got very angry.
- This is not true, - he interrupted me - you have decided it yourself. I just asked you a few questions - questions you might have asked yourself. Now go and start solving your problems in your own time, not mine.
Of course I understood what he did. He taught me how to solve problems so that in the future I could do it myself.
Then he stood up, looked me straight in the eyes and said:
- You're doing great, Trenel. Remember that next time you will already solve the problem.
I remember that, leaving his office, I smiled.
Trenel leaned back in his chair, his face showing that he was reliving that first meeting with the One Minute Manager.
“So,” the young man began, reflecting on what he had just heard…
One Minute Goals Summary
One Minute Goal Setting is extremely simple:
1. Align your goals.
2. Determine what actions seem best.
3. Write down each of your goals so that it fits on one page and uses no more than 250 words.
4. Read and reread each of your goals, which will take you about a minute each time.
5. From then on, take a minute every day to check how quickly you are moving towards a particular goal.
6. How your behavior matches your goal.
“Exactly so,” exclaimed Trenel, “you are a capable student.
“Thank you,” said the young man, quite pleased with himself. But let me sum it all up briefly. I want to remember.