Kenneth Blanchard, The One Minute Manager and the Monkeys. One Minute Manager - Kenneth Blanchard, Spencer Johnson One Minute Manager Kenneth Blanchard and Spencer Johnson

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The book teaches the art of situational leadership - a simple system that refutes the seemingly unshakable rule of management: treat all subordinates equally. But in the modern world, we need an individual approach and the choice of the right leadership style for a particular employee.

Secret One: One Minute Goals

The one-minute manager wants to hear the subordinate's opinion not only in terms of feelings and attitudes, but also in tangible, measurable terms. If the employee cannot do this, it means that he did not try to solve the problem, but is only complaining.

A problem only exists when there is a difference between what actually happens and what you want to happen.

A manager's first job is to teach his subordinate how to solve problems. The latter should follow the following pattern:

Align your goals with the company's goals.
Determine what actions are best.
Write down each goal so that it fits on one page and does not exceed 250 words.
Read and re-read each of his goals, which will take him about 1 minute each time.
From now on, take a minute every day to appreciate how quickly he is approaching his goal.
Take a minute to figure out how his behavior matches his goal.

One-minute goals work because people learn to analyze their goals and measure their progress. 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. Any company already has enough unnecessary documents.

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:

First: closely monitor the activities of your subordinate;
Second way: force to keep detailed records of a subordinate's progress and send them out.

At first glance, both methods seem demotivating, signs of workplace spying and mistrust. In reality, this manager was trying to “catch the employee doing something good.”

In most companies, in which subordinates experience stress and irritability, managers, on the contrary, try to catch them doing something bad.

The one-minute manager is not always looming before 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 praise seems unnecessary and insufficient, but it is not so. This time is quite 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 your opinion about their work.
Tell people how pleased you are with what they did and how it will help the organization and everyone working in it.
Tell people specifically what they did right.
You encourage them to achieve even greater success.
Pause to let them feel how pleased 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? There is a term called consolidation. As soon as a person deserves praise, he immediately receives it, and therefore experiences pleasure. This means that he unconsciously connects it with his successes. This motivates him to do better.

Most managers wait until an employee does everything absolutely right before praising him. As a result, many people fail to reach their potential because their managers try to catch them doing something wrong - something that falls short of the desired level of performance. This is not a very effective method. Therefore, praising an employee is necessary and preferably right away.

The third secret: one-minute reprimands

If an employee has already worked in the company for enough 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.
Looks into your eyes for 30 seconds.

With this approach, these 30 seconds seem like an eternity to the employee, and he really feels ashamed.

The manager makes it clear that the only reason he is angry is his great respect for the employee and 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 do the one-minute reprimand correctly. The first thing to understand is to tell people up front that you are going to express your opinion about their work in no uncertain terms.

The one-minute reprimand is divided into two parts. First, it is important to point out that a mistake was made. After that, talk about what exactly was done wrong. Don't be double-minded about how this oversight makes you feel. 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 boost the employee’s mood and enthusiasm. Shake his hand or otherwise let him know that you are, in fact, on his side.

Remind him how much you value him.
Confirm that you feel good about him, but not about his performance in this situation.
Remember that once a reprimand is over, it is over forever.

After such a reprimand, the subordinate feels quite uncomfortable and, undoubtedly, 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:

A one-minute reprimand provides quick feedback. You complain to a person immediately after you notice his incorrect behavior. Most managers accumulate stones in their bosom, and then dump it all on the employee in one fell swoop.
It does not affect human dignity, does not attack the individual. If so, then, accordingly, the subordinate does not think of defending himself (after all, this is our first reaction to criticism). A reprimand is only for behavior and wrong action. A person'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: stern, but fair.
Touch also works in some magical way. People, when you touch them, will immediately recognize whether you care about them or are trying to find a new way to manipulate them.

We also need to clarify the answer to one important question. One-minute praise and reprimands seem simple enough, but aren't they really just a means of getting 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. This 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 also things that don't. Dishonest treatment of others in the long run is returned a hundredfold, while honesty and frankness are rewarded, albeit not immediately.

To become a One Minute Manager, you need to perfectly master these three simple secrets and strictly follow them in everything. We wish you good luck!

Kenneth Blanchard, Spencer Johnson

One Minute Manager

Translated from English P. A. Samsonov Published by: THE ONE MINUTE MANAGER® by Kenneth Blanchard, Ph. D., Spencer Johnson, M. D., 1983.

* * *

One of the most unusual books on the bestseller list!

"New York Times"

I have given copies of this book to my boss, subordinates, other managers, my wife, and close friends. It is addressed to everyone – and that’s great!

Robert Davis, former president of the chemical company Chevron

Do you need one minute control? Yes!

"Working Woman"

The One Minute Manager has had a huge impact on how our company is run. We teach the principles in this book in our training and development programs so that they can be used in situations where two or more employees are interacting with each other. It is an example of a modern—and timeless—management style.

Joseph P. Viviano, President of Hershey Chocolate Company

Even after all these years, when I have a spare moment, I still pick up The One Minute Manager from my shelf to brush up on my management technique. I don't know of a better, easier-to-use management reference book.

Charles Lee, Chairman and CEO of GTE Corporation

The One Minute Manager has become a classic of business literature for its simplicity and comprehensiveness in its embrace of all the essential elements of a productive relationship between a manager and his people. Every businessman will benefit from this book.

James Brodhead, Chairman and CEO of Florida Power and Light Corporation

A critical attitude to work has become a leading management technique these days. The One Minute Manager's approach of rewarding good performance seems much more effective.

David Jones, former Chairman of The Joint Chiefs Staff

The One Minute Manager symbol—the image of one minute on the face of a modern digital watch—is meant to remind us that we must take at least one minute a day to face 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 people can better interact through our studies of medicine and behavioral science. By “best” we mean relationships in which people achieve high results and 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 for you mine source of wisdom.

Therefore, we believe that you will begin to apply the knowledge gleaned from this book in practice, in everyday management issues, following the recommendation of the ancient sage Confucius: “The essence of knowledge is to have it, to use it.”

We hope you enjoy application what you'll learn from the One Minute Manager that you and the people who work with you will live healthier, happier, more productive lives as a result.

Kenneth Blanchard, Ph.D

Spencer Johnson, doctor of medicine

Once upon a time there lived a smart young man who was looking for an effective manager.

He wanted to work for such a manager. He wanted to become such a manager.

Over many years of searching, he visited the most remote corners of the earth.

He visited small towns and the capitals of powerful countries.

He spoke with many leaders: government officials and military officers, construction foremen and corporate directors, university presidents and foundation administrators, store and restaurant managers, bank and hotel managers, men and women, young and old.

He visited a variety of offices: large and small, luxurious and squalid.

He saw the full spectrum of how some people control others.

But he didn't always like what he saw.

He had seen many “tough” managers whose organizations seemed to prosper while their employees suffered.

Some of their bosses thought they were good managers.

Many of their subordinates thought otherwise.

When visiting the offices of such “severe” managers, our young man asked: “What kind of manager would you call yourself?”

Their answers were almost the same.

“I’m an autocratic manager—I’m always in control of the situation,” they told him. “I am a results-oriented manager.” "Solid". "Realistic". "Thinking about profits."

He also met “nice” managers whose employees prospered while their companies suffered losses.

Some of their 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 a co-manager.” "Assistant Manager" "Sensitive". "Humane".

But he was not satisfied.

It seemed as if every manager in the world cared either only about results or only about people.

Managers who were only concerned with results were often called “autocratic,” while managers who cared about people were often called “democratic.”

The young man believed that each of these managers – both the “stern” autocrat and the “pleasant” democrat – were only partly effective. “It’s like being half a manager,” he thought.

He returned home tired and disappointed.

He could have given up his quest a long time ago, but he had one important advantage. He knew exactly what he was looking for.

People who feel good achieve good results

What needs to be done to get people to work productively? How to get a person interested in working with enthusiasm? There are different people with different desires. Some people need money, others want to be provided for in terms of social protection.

Book Kenneth Blancher Emphasizes human psychology, it outlines a view of how to motivate productive work through the use of basic three practices - setting concise goals, praise and reprimands. A manager practicing this technique must adhere to the principle: “The best minute I spend is the minute spent on people.”

People are seen as one of the most basic resources of an organization, in which they need to invest for development and improvement. By developing the resource and applying the given management techniques in the organization, it is possible to achieve colossal results both for the company itself as a whole, for the products it creates, and for its internal background - motivating employees, reducing staff turnover, strengthening internal relationships. The result of using this technique is high productivity and quality of work performed.

Synergy of manager-subordinate relationships

Because the clock is ticking and time is running out. N.A.

For people to feel good, they must know how they work and what results they achieve. The strongest motivator for an employee is receiving feedback. Many managers practice feedback only at certain reference points - individual quarterly meetings, annual meetings. They accumulate everything over a long period of time and pour it on the subordinate. From Kenneth's point of view, it makes no sense to wait so long to give feedback and show where a person is right and where something needs to be changed. After all, the clock is ticking and time is running out. Something done incorrectly is lost in the jungle of completed work, the amount of “crutch” program code increases, motivation drops, people’s productivity decreases, because there is no understanding of how correctly a person is moving. We are talking here not about the goals achieved, but, to a greater extent, about the methods of achieving the goal. There is no synergistic effect between manager and subordinate. The subordinate needs to be shown each time in which direction he is moving, to correct it through feedback, and not to leave the person alone to make a decision about the effectiveness of his activities. Otherwise, he will draw conclusions on his own. Thus, one of the main motivators is feedback - constant awareness by the employee and manager of the work done.

Blancher's three whales

Blanchard bases his approach on three pillars:

one-minute goals;
one-minute praise;
one-minute reprimands.

To understand the effectiveness of the proposed approach, let's look at the main goals and approach of each point.

One Minute Goals

One Minute Goal Setting is the main tool for productive work, whether we are talking about an employee who already knows how to do everything, or about an employee who is still learning. Kenneth Blanchard

One-minute goals are a figurative concept that includes the following points:

the goal must be clear;
the description of the goal should be brief and contain no more than 250 words;
each goal is recorded on a separate “piece” of paper (in two copies, one is taken by the employee, the second remains for the manager);
reading should not take more than one minute.

The process of working on one-minute goals consists of three steps:

write down the agreed goal;
determine one most optimal solution suitable for the purpose;
daily monitoring of goals and progress.

To help keep the goal monitoring process in mind, Kenneth keeps a card on his person: “Take a minute: review your goals, review your metrics, check if your behavior is aligned with your goals.”

Kenneth Blachard's approach is closely related to agile approaches practiced by many IT teams, where goals are drawn up on cards, have short and clear formulations and take less than a minute to read and understand. Goals are reviewed daily and synchronized with team work.

Is there anything offered for the one-minute manager related to retrospectives or stand-ups? As it turns out, they exist here too; the Friday synchronization can be called a stand-up or a weekly retrospective, where achieved goals are checked and employee actions are adjusted if necessary.

One minute praise

Motto: “Help people realize their potential. Catch them doing something right."

Praise from a manager solves several important problems at once. First, the manager shows that he understands the issue being resolved by the employee, he is not alone, and his work is not left to chance. The second is the employee’s motivation, which is expressed in psychological support, giving a certain impulse that encourages the employee to take further action.

As practice shows, in most cases, managers catch their subordinates doing something wrong. And this is reflected in some negativity that accumulates in each individual employee. The complete opposite is the one-minute manager who catches on doing things right. One of Kenneth’s principles is that the more your subordinates succeed, the higher you climb the career ladder. You need to praise without delay; if you lose the moment, the effect will be much lower. In case an inexperienced person cannot do what is expected of him, the manager should not punish him, but return to one-minute target setting and make sure he understands what is expected of him.

The praise algorithm consists of the following points:

Praise people immediately, without delay;
Specifically say to your face what was done correctly;
Say how it will help the organization or how nice it was for you;
Pause to let the employee feel how pleased you are;
Encourage your employee to achieve even greater success;
Shake hands or otherwise make contact to make it clear that you support their work in the organization.

One-Minute Reprimands

If a subordinate makes a serious mistake, a One Minute Reprimand must inevitably follow.

The main idea: if a subordinate makes a serious mistake, he must inevitably follow one minute reprimand. Feedback from the manager should follow immediately. The employee must understand that the time has come for a reprimand; these are not ambiguous phrases, but a clear opinion about his work. It makes sense to reprimand only for an incorrect action. When reprimanding, you must preserve the employee’s identity, you must never hurt the person’s self-esteem, do not humiliate him, and only eliminate the wrong action.

The reprimand algorithm consists of the following points:

Reprimand immediately after making a mistake;
Say directly to your face what exactly was done wrong;
Communicate how you feel about the error;
Pause for a second to realize how you feel;
You shake hands, say that you are on his side;
Reminding him how highly you value him;
Confirm that you have a good attitude towards the employee, but not about their work in this situation;
You understand that when a reprimand is completed, it is closed forever.

Summarize

The figure below shows a classic diagram of subject-object interaction. We will consider the project manager as the subject, and the employee as the object.

From the point of view of a systems approach, it makes sense to reveal what processes take place in the subject of management, so that it becomes more clear what the subject is guided by when making certain decisions. Oval circles indicate global tasks: planning, accounting for facts, accounting for deviations. The process, as you can see, is cyclical and strongly depends on the feedback that comes from the control object. Lack of communication disrupts the process. It is obvious that in conditions of a changing external world, the adjustment should be almost continuous, within the agreed iterative time units.

The presented diagram is a classic management cycle consisting of 6 operations, which is used to design an organization’s management system and is well suited for designing/modeling similar situations, as discussed in this review.

MindMap for the book

Book "One Minute Manager" ( Kenneth Blanchard, "The One Minute manager"), which can be downloaded on the Internet, won the hearts of millions of Americans, showing how to effectively use their personal resources and achieve success while avoiding stress. Ken Blanchard did the impossible - he created a textbook that defines the possible degree of ease with which you should achieve your goal.

The peculiarity of this publication is that it is presented in the form of an allegorical story, which naturally tells how to get high results using the most important resource - your employees. It is addressed not to a specific circle of readers, like many works in the field of professional management, but to every person interested in achieving success.

Among the business luminaries who have been guided by this encyclopedia of modern management art for many years are such outstanding personalities as:

Robert Davis, former president of the chemical corporationChevron;
Joseph P. Viviano, PresidentHersheyChocolate";
Charles Lee, Chairman and CEO of the CorporationGTE;
James Brodhead, Chairman and Chief Executive Officer of the CorporationFloridaPowerandLight";
David Jones, former chairman of the organizationTheTointChiefsStaff".

The One Minute Manager in action

According to Blanchard, the main task of every manager is the ability to effectively use human resources. This undisputed management guru proclaims the need for an individual approach to each employee. The publication “One Minute Manager” at a very decent level defines the tactics of behavior of a manager in a company, according to which a sufficient amount of attention should be paid to his employees, without spending a lot of time.

The book gives an idea of how important it is to be able to motivate subordinates and create conditions for rational delegation of authority. Here the reader will receive answers to the following questions:

How to interest an employee in solving a problem?
How can we make everyone more productive?
How to create a team that can easily cope with any issue?

The author considers the principle “The best minute spent by me is the minute spent on people” to be the basis of any management. He focuses all his attention on human psychology, showing that within everyone lies enormous abilities that need to be revealed in time and directed to the benefit of the common cause.

Synergy of communication between boss and subordinate

Arguing on the topic of what the modern relationship between a company's rank-and-file staff and a manager should be like, Ken Blanchard comes to the only correct conclusion: constant feedback is necessary. Most managers, despite their high professionalism, focus their efforts on developing the company's strategy, concluding lucrative contracts and positioning in the market. However, we must not forget about the importance of communication with subordinates - after all, they are the ones who create the success of the company.

Typically, feedback in an enterprise occurs after the end of the reporting period. This happens once every quarter or year. But all this time, the boss recklessly allows his employees to independently solve current problems and draw certain conclusions, which significantly reduces the level of labor productivity in the company. People are not always able to objectively assess the state of affairs and find a way out of a difficult situation. Problems accumulate and by the time the annual report is signed, they can turn into a tsunami wave that will fundamentally destroy all employee motivation.

The essence of the main idea of the book “One Minute Manager,” which is a great pleasure to read online, is the need to find very small time resources every day for productive communication with subordinates.

“One Minute Goal Setting is the main tool for productive work, whether we are talking about an employee who already knows how to do everything, or about an employee who is still learning»
“Help people realize their potential. Catch them doing something right."
“If a subordinate makes a serious mistake, a One Minute Reprimand must inevitably follow.”

By competently operating such a small number of tools, a high-quality manager will certainly achieve success in managing the company.

To study the essence of the issue in more detail, you can analyze the diagram of the classic management cycle, which includes 6 operations. It fully reflects the algorithm of actions described by Blanchard.

To summarize, it should be noted the high value of the “One Minute Manager” in the development of the modern art of company management. The publication describes a high-quality approach to management practice in very accessible language. After all, everything ingenious, as we know, is simple.

The publication has been translated into Russian and is available for wide use. The book can be downloaded for free in the following formats:

apk, fb2 and epub for ipad and android. The one-minute manager is also available for download in a torrent file and as an audiobook.

Ken Blanchard was born on May 6, 1939, an American author and management expert. His book The One Minute Manager, co-authored with Spencer Johnson, has sold more than 13 million copies and been translated into 37 languages.

Ken Blanchard is the author of more than 30 other best-selling books, including Raging Fans: A Revolutionary Approach to Customer Service (1993), Leadership and the Manager in One Minute: Improving Effectiveness 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 chief" of the Ken Blanchard Company, an international management training and consulting organization that he founded with his wife in 1979 in San Diego, California.

Ken Blanchard is a Trustee Emeritus of Cornell University and a visiting professor at Cornell University's School of Hospitality Management.

Books (6)

Leadership: to the heights of success

Be a top level leader. Lead people by inspiring them to create a high-performing organization. Is it possible to achieve this?

Ken Blanchard and his colleagues have been helping simply good companies become great and, importantly, remain so for decades. This book brings together for the first time the knowledge of outstanding leadership and unique experience of international business.

Without a doubt, the book will inspire you to rise to new heights of leadership and carry others along with you.

One Minute Manager at Work

Anyone can become a ONE MINUTE MANAGER! The phenomenally successful One Minute Manager program took America by storm, becoming a #1 New York Times bestseller and finding use not only in the business world, but also among housewives, students and professionals - anyone who wants to effectively manage their lives. .

The addition to this program offered here will help you apply the secrets of the One Minute Manager - ONE MINUTE GOAL SETTING, ONE MINUTE PRAISE and ONE MINUTE REMEDIATIONS - to REAL SITUATIONS so that you can begin implementing them into your life immediately!

One Minute Manager and Situational Leadership

In clear and simple language, this book teaches managers the art of Situational Leadership - a simple system that overrides the standard management rule of treating all employees the same.

You will understand why in matters of management it is so important to take 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 manage people better and motivate them better. This wonderful, practical book is an invaluable primer on how to take a creative, personalized approach to bringing out the best in your people and achieving the best bottom line results for your organization.

The One Minute Manager Builds a High-Performing Team

The concept of a high-performing team is now more important than ever to the successful functioning of organizations. Ken Blanchard teamed up with Donald Carew and Eunice Parisi-Carew to show you that every team goes through four stages of development on the path to becoming an effective team: orientation, frustration, integration, and production. The authors then show how a manager can help any team achieve peak performance 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 the basis of operational efficiency. When an organization has a clear understanding of its mission and its values, it has a strong basis for evaluating existing management practices and aligning them with its clearly stated mission and values.

Secret. What Great Leaders Know and Do

Sooner or later, any boss, be it the president of an international corporation or the leader 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 answer this difficult question.

Reader comments

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Vladimir/ 02/17/2015 excellent book. very productive!

Konstantin/ 08/20/2013 Many years ago, when I just 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 under my command reached career heights! Why? because I learned the “ABC of a manager” (One Minute). And every minute I put this method into practice.

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Regards, Ivan.

Student/ 02/12/2012 Thank you very much for posting the books!!
I read about situational leadership and wanted to learn more, thanks to you I’ll do it now)) Thanks again!

Guest/ 01/10/2011 The books are very useful and practical. I am a business owner myself - I recommend it! Can be used in our CIS realities. Thanks for the books and to the author and creator of this site!

Natalia/ 08/03/2010 The book "The Secret" is very useful, accessible, easy to read. The essence is stated quite simply. I liked it very much, I recommend it.

Andrey/ 06/09/2010 Excellent books! I have two of them in my personal library.

Victoria/ 05/11/2010 Secret. What Great Leaders Know and Do.
An amazing book: lots of practical advice, easy language and excellent presentation of the material. I recommend:)

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