Leadership and the One Minute Manager Quotes

“One of the biggest obstacles to high performance in organizations comes from unclear expectations and accountability.”
― Kenneth H. Blanchard, Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership II

“First let’s look at a model of Situational Leadership® II that shows a combination development level and leadership style.”
― Kenneth H. Blanchard, Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership II

“if you think your people are responsible and that your job is to be responsive to them, you really work hard to provide them with the resources they need to accomplish the goals you’ve agreed to. You realize your job is not to do all the work yourself or to sit back and wait to ‘catch them doing something wrong,’ but to roll up your sleeves and help them accomplish their goals. If you do that, both of you are successful.”
― Kenneth H. Blanchard, Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership II

“Another aspect of competence,” Kathy continued, “involves transferable skills like planning, problem solving, and time management skills.”
― Kenneth H. Blanchard, Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership II

“That’s what day-to-day coaching is all about,” said Randy, “being responsive to the people you lead.”
― Kenneth H. Blanchard, Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership II

“You have to learn how to diagnose the development levels of the people you work with on each of their goals. I’ll tell you more about that in a minute. Finally, you have to learn to use a variety of leadership styles to provide individuals with what they need from you.”
― Kenneth H. Blanchard, Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership II

“The importance of day-to-day coaching comes to mind when I think of my favorite college teacher. He was always getting into trouble with the dean and other faculty members because on the first day of class he would hand out the final examination. The rest of the faculty would say, ‘What are you doing?’ He’d say, ‘I thought we were supposed to teach these students.’ They’d say, ‘You are, but don’t give them the questions for the final exam.’ He’d say, ‘Not only am I going to give them the questions for the final exam, but what do you think I’m going to teach them all semester?’” “He”
― Kenneth H. Blanchard, Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership II

“The entrepreneur explained that she was having a hard time finding people who were willing to work as hard as she was. “I feel I have to do everything myself. I can’t count on anyone to take on some of the things that need to be done,” said the entrepreneur. “What you have to do,” said the One Minute Manager, “is learn to delegate.”
― Kenneth H. Blanchard, Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership II

“In other words, you’re saying managers should work for their people, and not the reverse.”
― Kenneth H. Blanchard, Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership II