One Minute Manager. Kenneth Blanchard, Spencer Johnson

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

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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, 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 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 employees 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 superintendents 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 the offices of such "harsh" managers, 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 in such a way that their activities benefit both the organization and employees.

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.

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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 the modern world, an individual approach and the choice of the right leadership style in relation to a particular employee are needed.

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:

1. Align your goals with those of the company.
2. Determine what actions are best.
3. Write down each goal so that it fits on one page and does not exceed 250 words.
4. Read and reread each of his goals, which will take him about 1 minute each time.
5. In the future, every day, take a minute to evaluate how quickly he is approaching his goal.
6. 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:

• 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 the desired level of performance. 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:

• A one-minute reprimand provides quick 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.

We also need 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 secrets to perfection and strictly follow them in everything. We wish you good luck!

Ken Blanchard is a renowned American researcher, consultant and author of several books on management, including thirty bestsellers. One of the most famous theories that Ken Blanchard helped create with Paul Hersey is the Situational Leadership Model. He also developed the ABCD trust model.

Who is Blanchard Ken?

Ken Blanchard received his BA in Political Science and Philosophy from Cornell University in 1961, his MA in Sociology from Colgate University in 1963, and his PhD in Management and Leadership from Cornell University.

The man still works at Cornell University as an honorary professor. After Ken had been in the academic world for some time, he decided to go into management consulting with his wife in 1979. Blanchard has combined his consulting work with research work in the areas of leadership, customer loyalty, coaching, employee engagement, project development, organizational development, and more.

Ken's work has led him to write a number of bestselling books. For example, his book The One Minute Manager has sold over ten million copies.

Blanchard has received numerous nominations and awards for his work in management, leadership, and speaking. He is still active in his organization as Chief Spiritual Director. The company operates worldwide under the name "Ken Blanchard Companies" and provides training and consulting services to large multinational enterprises and organizations.

The best of his books

In addition to The One Minute Manager, the following works by Ken are most popular:

• "Leadership: to the heights of success".

In this book, you will learn why tailoring management styles to individual employees is so important, as well as how to determine the leadership style that is right for a particular person.

• "Lead like Jesus."

Effective leadership (whether at work, community, church, or home) starts from within. Before you can lead someone else, you must know who you are. This book will help you understand yourself.

• "Kit Killed: The Power of Positive Relationships".

In this book, Ken explains how to focus on the positive aspects of life and redirect the negative to tools that will increase your productivity. These methods are surprisingly easy to learn and can be applied at home, allowing readers to become better parents and more committed spouses in their happy and successful personal lives.

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 just good companies become great and, importantly, stay great for decades. 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 suggested 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

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 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 is more important than ever 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 solid base from which to evaluate existing management practices and align them 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.

Tatyana/ 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.

Andrei/ 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.
Amazing book: lots of practical advice, easy language and excellent presentation of the material. Recommend:)

Managers at various levels are constantly faced with the question of how to do more and better in a shorter time, how to increase productivity while maintaining a favorable environment in the team. And not every manager manages to build good relations with the team, learn to work smoothly and come to an understanding. The One Minute Manager by Kenneth Blanchard and Johnson Spencer is for managers who are looking for ways to improve their company's performance.

The book is built in a narrative manner, so it is easy to read and with enthusiasm. It does not look like an ordinary business manual, but at the same time, despite the small volume, it contains a lot of useful information. There is nothing superfluous here, everything is clear, logical, understandable. The authors talk about three techniques that every manager is recommended to use in their work. This will make it easier to solve problems and achieve goals, as well as help build relationships with the team. Thanks to this, the stress level will decrease, the work will begin to bring more pleasure. The book will be useful to read not only for managers, but also for subordinates. It will also be useful to many other people, because it is often necessary to perform the function of a manager in everyday life, and not just in the workplace.

The work belongs to the genre of Economics. Business. Right. It was published in 1983 by Potpourri. This book is part of the Business Series. On our site you can download the book "One Minute Manager" in fb2, rtf, epub, pdf, txt format or read online. The rating of the book is 3.93 out of 5. Here, before reading, you can also refer to the reviews of readers who are already familiar with the book and find out their opinion. In the online store of our partner you can buy and read the book in paper form.