Putting the One Minute Manager to Work: How to Turn the 3 Secrets into Skills

One Minute Manager

by Kenneth H. Blanchard

The second book in this record-breaking series,  Putting the One Minute Manager to Work , turns the three secrets of One Minute Management into day-to-day skills and shows how they work in real-life situations.  By going straight to boardrooms and assembly lines for their examples, the authors put the One Minute concepts into working systems that directly affect a company's bottom line. Here is the next step in the revolutionary, simple, and uniquely effective system that is changing how the world runs business.  

Genres: Business, Nonfiction, Management, Leadership, Self Help, Reference

112 pages, Hardcover

First published January 1, 1984

About the author

Ken Blanchard, one of the most influential leadership experts in the world, is the coauthor of the iconic bestseller, The One Minute Manager, and 60 other books whose combined sales total more than 21 million copies. His groundbreaking works have been translated into more than 27 languages and in 2005 he was inducted into Amazon’s Hall of Fame as one of the top 25 bestselling authors of all time.

Ken is also the cofounder and chief spiritual officer of The Ken Blanchard Companies®, an international management training and consulting firm that he and his wife, Margie Blanchard, began in 1979 in San Diego, California.

When he’s not writing or speaking, Ken also spends time teaching students in the Master of Science in Executive Leadership Program at the University of San Diego. Ken can be found at www.kenblanchard.com.

Reviews

[Debbie · Rating 4 out of 5]

Read this as a follow-up to the 1st book in the series (because my library had both of them) and it was a great extension, laying out the steps for implementation. Love the way both of these books are written as allegories ... so readable.

[Rachel Le · Rating 3 out of 5]

VỊ GIÁM ĐỐC MỘT PHÚT KEY POINTS
1. Quy trình Price:
P: pinpoint: định hướng: xác định phạm vi hành động cần quan tâm
R: record: ghi nhận: đo lường mức độ hành động trong hiện tại bằng biểu đồ ( phải có số liệu chính xác để đánh giá thay vì dựa vào cảm tính => nhìn nhận đúng vấn đề)
I: involve: thống nhất về những mục tiêu và chiến lược hành động trong công tác huấn luyện và đánh giá.
C: coach: huấn luyện: quan sát hành động và xử lý kqua ( đưa ra feedback)
E: evaluate: đánh giá: theo dõi tiến trình hành động và xác định chiến lược tương lai.
2. Bí quyết của phương pháp quản lý 1 phút:
- Lập mục tiêu 1p ( chỉ tối đa 30s nói cảm xúc cá nhân)
- 1p khen ngợi
- 1p khiển trách
+ Khi kết thúc việc khiển trách bằng một lời KHEN là bạn đang tạo cơ hội cho người bị khiển trách suy nghĩ về sai lầm của họ chứ không phải thái độ khiển trách của bạn. Vd: cá nhân a k có vde gì, chỉ là hành động vừa rồi của a chưa ổn/ a là 1 nv rất tốt, tôi nghĩ việc này không xảy ra với anh,...
+ Trong trường hợp người bị phê bình phản đối: dừng lại và giải thích với họ rằng đây kp cuộc thảo luận ( tôi muốn chia sẻ cảm nghĩ của mình về việc sai của anh, nếu anh muốn thảo luận tôi sẵn sàng tiếp chuyện sau. Còn ngay lúc này chúng ta không thể thảo luận hai chiều được, vì tôi chỉ muốn chia sẻ cảm nghĩ của tôi).
- Quy tắc khen-chê-khen KHÔNG hiệu quả. Khởi đầu lời phê bình bằng lời khen thì hiệu quả lời khen sẽ kém đi, người nghe k biết chuyện tiếp theo sẽ là gì. Giữ đúng trình tự phê bình-khen thì người nghe sẽ lĩnh hội cả hai.
- Áp dụng khen chê thoả đáng rất quan trọng. Việc khen chê bừa bãi sẽ đánh mất uy tín của mình (nv kb khi nào họ làm đúng làm sai và bối rối kb làm tnao mới đúng).
+ Khi nv không làm được do huấn luyện => tái lập mục tiêu và rèn luyện lại ( việc khiển trách khiến những người đang học việc thêm bị động và bất an). Process với người đang học việc: chỉ bảo - hướng dẫn - cho làm thử - quan sát - khen ngợi/ hoặc hướng dẫn lại.
+ Khi nv không làm được do thái độ => khiển trách
- Chỉ những phản hồi tích cực mới khuyến khích thành quả tích cực trong tương lai. Activator ảnh hưởng Behavior 15-20%, trong khi Consequence ảnh hưởng Behavior 75-80%
+ Khoảng thời gian cho feedback nên gấp 10 lần thời gian lên kế hoạch và triển khai.
+ Yếu tố quyết định SỰ LẶP LẠI của hành động là kết quả của hành động trước đó. Thành công của Activator chỉ mang ý nghĩa nhất thời với hành động khi đó.
- Quote: ở cương vị giám đốc, điều quan trọng không nằm ở những gì đang diễn ra trước mắt bạn mà là những gì xảy ra khi không có sự hiện diện của bạn.
3. Nguyên tắc ABC:
A: activator: yếu tố kích hoạt: việc tôi làm trước khi X hành động
B: behavior: hành động: việc X làm
C: consequence: kqua: việc tôi làm sau khi X hành động

[Reid · Rating 4 out of 5]

Good 'how to' book on management.


Some good ideas I gleaned from the book:

"People who produce good results feel good about themselves."

One Minute Praisings: be specific, tell the person exactly what they did right.

When to deliver a One Minute Reprimand vs work on One Minute Goalsetting: when a person is unwilling -- OMR, when a person is unable -- OMG.

ABCs of Management:

A = Activators (What a manager does before performance,ex. OMG)
B = Behavior (Performance: what someone says or does, ex. WT or task
C = Consequence (What a manager does after the performance, ex OMP, OMR)

Keep it Short and Simple
You have 30 seconds to relay feelings regarding undesirable performance

CAN'T DO SOMETHING? -> go back to Goal Setting ( a Training Problem)
WON'T DO SOMETHING? -> go to Reprimand (attitude problem)

One is unwilling, one is unable ---- both problems result in undesirable performance.

4 STEPS in TRAINING (modified)
1. TELL
2. SHOW
3. LET TRY/OBSERVE
4. PRAISE progress or REDIRECT (RETRAIN)

15%-25% of desirable performance results from Goal Setting
75%-85% of desirable performance results from consequences like praisings and reprimands

Only positive consequences,encourage desirable future results.

Managers should spned 10X as much time following up as it takes to do goal setting.

Only Reprimand when you KNOW a person can do better.

When you end a Reprimand with a Praising, people think about their behavior (undesirable performance) NOT what you said or how you said it.

PAYING THE P R I C E

PINPOINT - the Problem or desired result

RECORD - measure the performance so that you know if there is a Problem (and improvement is needed, then Reprimand or Reset Goals) or if is desirable and there is Progress (then give a OMP)
Share the Record with the employee who is responsible: graphs, numbers, etc. as a training tool.
FEEDBACK IS THE BREAKFAST OF CHAMPIONS
(Measurements, numbers are the Feedback)
Start with small goals and move to bigger ones; don't start with the huge goal; ex. 39% labor across the board.

INVOLVE - determine goals and consequences for desirable outcomes (bonuses)

COACH - Observe performance and give feedback; use numbers; "You did (or did not) meet your goal". As people improve, move them to monitoring their own behavior.

EVALUATE - "Are you getting the results you want or not?"
"Why or why not?"

-> Reprimand or new Goal Setting required?

It is more constructive to compete against a performance standard rather than against others.

EMPLOYEES NEED TO KNOW:
1. What they are being asked to do
2. What good behavior looks like
3. How well they are doing
4. What they would get for good performance

[Nahid · Rating 4 out of 5]

This is the companion volume to The One Minute Manager – good “how to” books on management, specially people management. It shows how the One Minute management techniques can be employed on a day to day basis to improve performance, productivity and profits. Aside from the three secrets of one-minute manager, some of the ideas I gleaned from the book:

➡️ People who produce good results feel good about themselves – it’s more consistent with management style. (as opposed to People who feel good about themselves produce good results).

➡️ ABC’s of management (the Activators, the resulting Behavior, and the appropriate Consequences).

➡️ The PRICE system (Pinpoint, Record, Involve, Coach and Evaluate) and its application.

➡️ Be specific while praising the person. Tell them exactly what they did right.
➡️ While reprimanding focuses on behavior, not the person.

➡️ If a person can’t do something-------> go back to goal setting (A Training problem).

➡️ If a person won’t do something-------> reprimand (An Attitude problem).

➡️ Only Reprimand when you know a person can do better.

➡️ Only positive consequences encourage desirable future results.

The key to successful management are conviction and consistency. It was a quick read and shows how this can be achieved in engaging story-telling format.

[Hany Mohamed Ali · Rating 5 out of 5]

كتاب عن طريقة تنفيذ أفكار كتاب the one minute manager

والمبادئ الأساسية هي :
دقيقة لتحديد الهدف
دقيقة للمدح علي الأداء المتميز
دقيقة للتأنيب علي التقصير

كتاب بيوضح تأثير التحفيز السلبي والإيجابي علي العامل بإعتبارة أهم عنصر فسلسلة الإنتاجية وأهم عناصر زيادة الأرباح للشركات

طريقة وضع هدف محدد للعامل وتحفيزة عن طريق المدح الفوري علي فعله الإيجابي وازاي فحالة التقصير تتبع تأنيبك ليه بمدح لشخصه بعيدا عن سلوكه
وتأثير الصمت الإداري علي السلوك الجيد للعامل علي توقع تكرار سلوكة الجيد

نظام ال PRICE ك 5 خطوات فعلية لتطبيق الأفكار كنظام إداري

الكتاب فشكل قصة بأحداث عن شخصيات إدارية حقيقيه
كتاب بسيط فأسلوبه لكن أفكارة عظيمة

[Kim · Rating 3 out of 5]

I read this book only because I bought it as a package deal with The One Minute Manager. To summarize my review of The One Minute Manager, I thought the book might be helpful for anyone who has never managed people before, but it was really nothing life-changing for anyone who has managed others.

This book is considerably more useful to the experienced manager. I approached this book with a slightly closed mind; however, I actually plan to implement some of these strategies at my business. Overall, I'd say worth reading.

[Sean · Rating 3 out of 5]

While certainly dated, Kenneth Blanchard's follow-up to One Minute Manger is decent. It still reads terribly, like a piece of fiction. But what it does do is add some pieces that were missing from the first book. Showing ways on how to implement the One Minute Managerial style is definitely needed, but this book could have done with quite a few more examples. I loved the PRICE method and especially the pinwheel. I believe I'll be using that in the future. Overall, this book and the last should have been combined and the author should steer clear of cliched corny conversations.

[ARC · Rating 4 out of 5]

I suspect this book was written as a follow-up to the original book due to implementation issues faced in reality.

Basically, a typical performance management system was added on top of the basic principles of One Minute Management so that it can implemented practically in reality.

Nonetheless, as always with books in this series, it is a quick read and shows how this can be achieved in engaging story-telling format.

[Jacob Weber · Rating 4 out of 5]

Putting the One Minute Manager to work was not the type of book I thought I would read but I'm glad I did. It gave me a view through the window of management which is new to me and introduced me to several different ideals and tools to manage. I enjoyed how the author told the story as a manager experiencing first hand the benefits of one minute management and how it can better your business/personal life.

[Alissa · Rating 3 out of 5]

If a person can't do something - Go back to goal setting (Training Problem)
If a person won't do something - Reprimand (Attitude Problem)

When you end a reprimand with a praising people think about their behavior not your behavior.

There have to be set expectations - if not they'll never be met b/c the person can't read your mind and won't know what exactly they are.

[Jeffrey Fike · Rating 5 out of 5]

Great, easy to read story incorporating a ton of the better practical operations and administrative management concepts of the recent past. Building on The One Minute Manager, this book is an invaluable companion to the original, providing you subscribe to the theory or practice of One Minute Management.

[Jamie from The Doer Co · Rating 5 out of 5]

I really like this series and how the concepts interlock. PRICE is a great, simple framework for development - of other people or yourself. I wasn't sure how much value I would find in this book (or the 1st One Minute Manager) because I work by myself... But they are actually still very relevant even for my situation.

[Jon Saxton · Rating 4 out of 5]

I like the simplicity of these management books and the parable style. I'm not sure this book is deserving of any literary awards, but the practical applications of the ABC's, One-Minute Goal-settings, praises and reprimands and the PRICE system are excellent and can be applied across many different fields. I'd highly recommend this to all new managers.

[Beth Dufraine · Rating 5 out of 5]

I still have this book (almost the same dust cover image), but the ISBN is: 0-688-02632-X
The image I have is stored on my flickr account at:
http://www.flickr.com/photos/sugarcoo...

[Mohammed Agbawi · Rating 4 out of 5]

I'm thankful for this book. Since it adds three new techniques (goal, admiring and blaming ) for one min. It was for me the same technique of my previous boss (god blessing him) for admiring and blaming only.

[Sunny · Rating 2 out of 5]

This was kind of hokie. There were one or two small aha moments, but nothing to really write home about. The information is still valid, but presented with some very dated attitudes. And, occasionally, I felt like I was reading an after-school special. Especially that whole Hank story.

[DANIEL GHANIME]

If you read the One Minute manager and you need a user's manual, this book can give you what you need, on the other hand you can make a presentation out of it related to the ways used to apply the One minute Manager.

[Jennifer · Rating 1 out of 5]

While I found the first book valuable, there’s no reason to buy or read this one. It reads as gimmicky, and could have been summarized in one paragraph as an addendum or afterthought since the original came out.

[Nour ElDin · Rating 4 out of 5]

I give it 4 stars as it to short, but really it deserves 5, I benifited a lot from this book and the previous The One Minute Manager, in the field of management it is very simple and to the point, really recommend it to any one in a management field.

[Vikna · Rating 3 out of 5]

Very easy reading with a good lesson though it will take more than a minute to learn.

[Jacob · Rating 4 out of 5]

A very necessary follow up to the one minute manager

[Robin]

Shouldn't be hard to read, right? So why haven't you? Put it to work for you.

[Cathy · Rating 3 out of 5]

OK...but overly wordy for the subject matter (like most of these types of books)

[Ganesh · Rating 3 out of 5]

it's good for the people in management, the way of power and responsiblities delegation, the way to collect reports of job completed/ uncompleted are really learnable.

[Pam · Rating 5 out of 5]

good resource

[Dina · Rating 4 out of 5]

I thought this was a very useful book. It is a quick read and had some helpful tips.

[Salam778 · Rating 5 out of 5]

Great help at work

[Lynn · Rating 5 out of 5]

Loved it. Quick to read and useful.

[Jim · Rating 2 out of 5]

A good book as are all of Blanchard's books.

[José · Rating 2 out of 5]

A brief yet effective book that conveys common sense tips on how to get better results from your employees.