One minute manager read. One Minute Manager. About the book "The One Minute Manager" by Spencer Johnson, Ken Blanchard

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.

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.

One Minute Manager

Spencer Johnson

Ken Blanchard

This book details three practical management techniques. As you read, you'll discover some discoveries that will help you understand why these extremely simple methods work so well. Finally, you will understand how they can be applied to your own situation, and you will be able to: simplify your life as much as possible, get more done in less time, get rid of unnecessary stress, and achieve peace of mind. With the help of the One Minute Manager you can radically change your life. This system works quickly. It's simple. She works.

Kenneth Blanchard, Spencer Johnson

One Minute Manager

Translated from English by P. A. Samsonov according to the publication: 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"

Joseph P. Viviano, President of Hershey Chocolate Company

Charles Lee, Chairman and CEO of GTE Corporation

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

Introduction

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

Kenneth Blanchard, Ph.D.

Spencer Johnson, MD

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 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.

“Effective managers,” he thought, “manage themselves and the people with whom they work so that their activities benefit both the organization and the employees.”

The young man looked everywhere for effective managers, but found only very few. And the few he found did not want to share their secrets with him. He was beginning to think that he might never find out what he was doing.

Page 2 of 4

an effective manager as such.

Then he began to hear wonderful stories about a special manager who - what an irony! - lived in a neighboring town. The young man wondered if these stories were true and, if true, whether this manager would be willing to tell him his secrets.

Curious, he called this special manager's secretary to set up a meeting. The secretary immediately connected him with the manager.

The young man asked the manager to see him. He replied: “Any time this week except Friday morning. Choose for yourself."

The young man chuckled to himself, deciding that this supposedly wonderful manager was simply crazy. Where have you heard of a manager being so available at any time? But the young man still decided to see him.

One Minute Manager

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 you?

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 couldn’t see you at this time,” the manager answered.

– What do you do at these meetings? – continued the young man.

“I listen to my people review their accomplishments over 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 asked.

“Of course,” the manager replied. – Otherwise, what’s the point of taking them?

- So you are a manager-participant? – asked the young man.

“No,” answered the manager, “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 it. Young man, please don't make me repeat myself. This is a waste of my time and yours. We are put here to get results. The goal of this organization is productivity. By being organized, we are able to be much more productive.

– Oh, so you understand the need for productivity. Then you are a manager who is more results-oriented than people-oriented,” the young man suggested.

- No! – the manager exclaimed, causing his interlocutor to flinch. “I hear this too often,” he rose to his feet and began to walk around 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.

A new idea struck the young man and he raised his finger.

“So,” he said, “by helping people feel good, we become more productive.”

“Yes,” confirmed the manager. – However, it should be remembered that productivity is not only the amount of work done. It's also about quality. “He went to the window and said: “Young man, come here.”

He pointed to the cars moving down the street and asked:

– Do you see how many foreign cars are on the road?

“There are more and more of them every day.” I believe they are more economical and last longer,” the young man answered.

The manager nodded slowly and said:

- Exactly. So why do you think people buy foreign cars? Because American manufacturers don't make enough cars? Or is it because,” the manager continued without pause, “that they don’t produce cars of the quality that Americans want to see?”

“If you think about it,” the young man answered, “it’s really a question of quality and quantity.”

“Of course,” said the manager. – Quality means providing people with the products or services that they really want.

The manager stood at the window, lost in thought. He remembered not so long ago when his country provided technology that helped rebuild Europe and Asia. And I never ceased to be amazed at how America had fallen 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 above: “If you are going to buy a car in installments, do not buy a car that will not survive until the end of the payment period.”

The manager turned around and said:

“I'm afraid that's a very good summary.” And that's the whole point. Productivity is both quantity and quality.

They sat down on the sofa.

“And frankly, the best way to achieve both of these goals is 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 yourself?

“It’s as easy as shelling pears,” the manager answered without hesitation. – I am the One Minute Manager.

Surprise showed 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 it takes me very little time to get very big results from people.

Although the young man had talked 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 that I'm a One Minute Manager?

“I must admit, it’s hard for me to even imagine,” answered the young man.

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. A few moments later, his secretary, Miss Metcalfe, entered the office and handed the young man a piece of paper.

“Here are the names, positions and telephone numbers of six people reporting to me,” explained the One Minute Manager.

– Who should I talk to? – asked the young man.

“Decide for yourself,” answered the manager. Choose any name. Talk to any or all of them.

– Who should I start with?

“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 asked me not once, but twice, to make a very simple decision for you.” Frankly, young man, I think this is intrusiveness. Don't ask me

Page 3 of 4

repeat what I have already said. Either get started or continue your search elsewhere.

The visitor was amazed. He felt very awkward. The second pause seemed like an eternity to him.

Then the One Minute Manager looked the young man in the eyes and said:

– You want to learn more about managing people, and I like that. “He shook his guest’s hand.

“If after talking with these people you still have any questions,” he said friendly, “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 once received it as a gift, and it changed my life. I want you to understand it properly. If you like this idea, you could become a One Minute Manager yourself someday.

“Thank you,” muttered the young man.

He left the manager's office in some confusion. When he passed by the secretary, she said understandingly:

– Judging by your confused look, you have already met our One Minute Manager.

The young man, still somewhat confused, responded:

- Maybe.

“I can help you,” said Miss Metcalfe. “I called these six of his subordinates. Five of them are here and they have agreed to talk to you. You may 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. Levy and Mrs. Brown.

First Secret: One Minute Goals

Entering Mr. Trenell's office, the young man saw a smiling middle-aged man in front of him.

“So you’ve already visited the old man.” Nice man, isn't he?

“I think so,” answered the young man.

– Did he tell you that he is the One Minute Manager?

- Certainly. Is this not true? – asked the young man.

- Can not say. I hardly see him.

“Are you saying that you never get help from him?” – the young man was amazed.

– Almost none, although we talk when he entrusts me with some new work. He calls it One Minute Goal Setting.

– One Minute Goal Setting – what is it? – asked the young man. – He told me that he is a One Minute Manager, but there was no talk about One Minute Goal Setting.

“This is one of the three secrets of One Minute Management,” Trenell replied.

- Three secrets? – the young man asked, burning with curiosity.

“Yes,” Trenell 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 their bosses the same question, you too often end up with two completely different lists. In some of the organizations where I worked, any connection between what I considered my job responsibilities and what my boss thought they were was purely coincidental. And I regularly found myself in the unpleasant position of not doing something - it never occurred to me that this was my job.

– Doesn’t that happen here? – asked the young man.

- No! - 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,” Trenell replied with a smile.

“After he tells me what needs to be done,” Trenell began to explain, “or after we agree on what needs to be done, each goal is written down, taking up 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 gets a copy, I get a copy, so we both have a clear idea of what needs to be done and track the process periodically.

– Do you have these one-page statements for each purpose?

– I hope there aren’t too many of these pages for each person?

“Not much,” Trenell replied. – The old man believes in the 80/20 rule. This means that 80% of your most important results come from achieving 20% of your goals. So we limit One Minute Goal Setting to those 20%, the key areas of responsibility, so 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 think I’m beginning to understand the importance of One Minute Goal Setting.” It's a kind of "no surprises" philosophy: everyone knows from the very beginning what is expected of them.

“Exactly,” Trenell nodded.

– So, One Minute Goal Setting is simply defining the terms of reference? – asked the young man.

- No. After introducing us to what our job is, the manager always explains to us what it takes to do it well. In other words, it clarifies the standards of execution for us. He shows us what he expects from us.

- How does he show it to you? – asked the young man.

“Let me give you an example,” Trenel suggested.

“When I first started working here, one of my One Minute Goals was to identify performance problems and find a solution that would make a difference.

I understood what the problem was that needed to be solved, but I didn’t know what to do about 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 deathly silence at 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.”

“Trenell,” he said, “one of your tasks is to identify and solve your problems yourself.” But since you’re new, come in and let’s talk.

When I went to see him, he said:

– Tell us what your problem is, but only in behavioral terms.

– In behavioral terms? – I asked again. - What do you have in mind?

“What I mean,” the manager explained, “is that I don’t want to hear about attitudes and feelings alone.” Lay out what is happening in tangible, measurable terms.

I tried to describe the problem in the best possible way.

He said:

- Great, Trenelle! Now tell me what you want to happen - again in behavioral terms.

“I don’t know,” I said.

“Then don’t waste my time,” he snapped.

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

Being a smart person, I suddenly realized that I knew what I wanted to happen. When I told the One Minute Manager about this, he suggested we talk about what might have caused

Page 4 of 4

discrepancies between desired and actual.

He asked:

- Well, what are you going to do with all this?

“Well, I could do A,” I replied.

– If you do A, will that be exactly what you want to happen? - he asked.

“No,” I said.

“Then your decision is no good.” What else could you do?

“I could do B,” I said.

– But if you do B, will what you want happen happen? – he asked again.

I finally get it.

“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’re starting to understand,” the manager said with a smile on his face. – Is there anything else you can do?

“I could probably combine some of these solutions,” I said.

“Maybe it’s worth a try,” he responded.

- Exactly! If I do A this week, B next week, and C in two weeks, everything will work out. Fantastic! Thank you very much. You solved my problem.

He got very angry.

“That’s not true,” he interrupted me, “you decided it yourself.” I just asked you a few questions - questions that you might have asked yourself. Now go and start solving your problems on your time, not mine.

I, of course, 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 did great, Trenel. Remember that next time you will already solve the problem.

I remember that I was smiling when I left his office.”

Trenell leaned back in his chair, his face showing that he was reliving his 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. Agree on 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. In the future, take a minute every day to make sure how quickly you are approaching a particular goal.

6. To what extent does your behavior correspond to your goal?

“That’s right,” exclaimed Trenel, “you are a capable student.”

“Thank you,” said the young man, very pleased with himself. – But let me briefly outline all this. I want to remember.

Read this book in its entirety by purchasing the full legal version (http://www.litres.ru/ken-blanshar/odnominutnyy-menedzher/?lfrom=279785000) on liters.

End of introductory fragment.

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Read this book in its entirety by purchasing the full legal version on liters.

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Here is an introductory fragment of the book.

Only part of the text is open for free reading (restriction of the copyright holder). If you liked the book, the full text can be obtained on our partner's website.

Managers at different 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 relationships with the team, learn to work harmoniously and come to understanding. The One Minute Manager, written by Kenneth Blanchard and Johnson Spencer, is intended for managers looking for ways to improve their company's performance.

The book is structured in a narrative manner, so it is easy and enjoyable to read. It is not like a regular business manual, but despite its small volume, it contains a lot of useful information. There is nothing superfluous here, everything is clear, logical and understandable. The authors talk about three techniques that are recommended for every manager to use in their work. This will make it easier to solve problems and achieve goals, and will also help to establish relationships with the team. This will reduce stress levels and make work more enjoyable. 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 you often have 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. The book is part of the "Business" series. On our website you can download the book “The One Minute Manager” in fb2, rtf, epub, pdf, txt format or read online. The book's rating is 3.93 out of 5. Here, before reading, you can also turn to reviews from readers who are already familiar with the book and find out their opinion. In our partner's online store you can buy and read the book in paper form.

When he entered the One Minute Manager's office, the secretary said:

– You can go straight to him. He is already waiting for you.

Entering the office, the young man again drew attention to how clean and tidy everything was there. The One Minute Manager greeted him with a warm smile.

- Well, did you find anything? - he asked.

- Many things! – the young man exclaimed enthusiastically.

“Tell me what you learned,” the manager suggested.

“I found out why you call yourself the One Minute Manager.” You set One Minute Goals with your people so they know what they are responsible for and what good work looks like. Then you try to catch them doing something good so you can give One Minute Praise. And finally, when they have all the skills they need to do a good job but are doing something wrong, you resort to the One Minute Reprimand.

– And what do you think about all this? asked the One Minute Manager.

“I am delighted with how simple all this is,” said the young man, “and at the same time effective - it brings results.” I am convinced that this method works great for you.

– It will work for you too, if you are ready apply him,” the manager said.

“Perhaps,” said the young man, “but I would be more sure of it if I could understand Why he works.

“It’s always like that, young man.” The more you understand why a method works, the more likely you are to use his. So I'll be happy to tell you everything I know. Where would you like to start?

– Well, first of all, when you talk about One Minute Management, do you really mean that you only need a minute to do all the things that you do as a manager?

- No not always. This is simply a figurative expression implying that being a manager is not that difficult and that managing people does not take as much time as many people think. So when I talk about One Minute Management, it is more of a symbolic term, since each of the controls, including goal setting, can of course take more than a minute. Although very often this can actually be done in one minute,” he said. – Look at one of the memos that I keep on my desk.

The young man read:

* * *

The best minute I have spent is the minute spent with people.

* * *

“It’s a strange thing,” the manager continued. – Most companies spend between 50% and 70% of their money on employee salaries. And less than 1% of their budget goes to employee training. In fact, most companies spend more time and money maintaining their buildings and equipment than maintaining and improving the skills of their employees.

“I never thought about it,” the young man admitted. – But if it is people who achieve results, of course, it makes sense to invest time and effort in people.

“Exactly,” said the manager. “It’s a pity that no one spent time on me when I first started working.”

- What are you about? – asked the young man.

– In most organizations where I worked before, I often didn’t even know what I was supposed to do. Nobody bothered to tell me about this. If someone asked me if I was doing a good job, I would answer, “I don’t know” or “I think so.” If you asked me why I think this, I would answer: “I haven’t been called on the carpet to the authorities for a long time” or “No news is good news.” It was as if my only incentive was to avoid punishment.

“This is all very interesting,” the young man admitted. “But I'm not sure I understand.”

“If you don’t mind, I’d probably understand it better if I could ask you a few whys.” Let's start with One Minute Goal Setting. Why does it work so well?