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The One Minute Manager Anniversary Ed: The World's Most Popular Management Method (Hardcover)
by Kenneth Blanchard, Ph.D , Spencer Johnson, M.D.
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Management, Leadership |
| Market price: ¥ 238.00
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¥ 218.00
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| MSL Pointer Review:
The greatest uniqueness of this management classic is its powerful simplicity. It's a short yet profoundly valuable book that everyone needs. |
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Author: Kenneth Blanchard, Ph.D , Spencer Johnson, M.D.
Publisher: William Morrow; Anniversry edition
Pub. in: September, 1982
ISBN: 0688014291
Pages: 111
Measurements: 8.5 x 5.7 x 0.5 inches
Origin of product: USA
Order code: BA00101
Other information: ISBN-13: 978-0688014292
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- Awards & Credential -
First fublished in 1981, The One Minute Manager has been a bestseller and one of the most acclaimed books on management and leadership. More than 7 million copies have sold world wide. |
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- MSL Picks -
I read this book almost immediately after it was first published more than 20 years ago and recently re-read it, curious to learn how well it has held up over the years. In fact, I hold it in higher regard now than I did before because Blanchard and Johnson focus on certain core principles which (if anything) are more relevant today than ever before. Specifically, they offer an allegory in which they use the metaphor of a single minute to suggest how to set goals, praise achievers, and reprimand non-achievers within a brief period of time. It is probably human nature to over-explain. (How often have you asked someone for the correct time and received an explanation of how a watch works?) I agree with Blanchard and Johnson that much of our precious time is wasted during interaction which is out of focus. We waste others' time. They waste ours. Group meetings are unproductive. One-on-one conversations fail to achieve their desired objectives. We also waste time when thinking about what we do and how we do it, about what others do and how they do it, and about unsatisfactory results when working with others.
Blanchard and Johnson draw heavily upon their extensive research in medicine and the behavioral sciences. What they share in this book is organized within 16 brief chapters. In the first, they introduce a "bright young man" who is searching for an effective manager from whom he can learn how to become one himself. In the last, the young man (who by then had become a One Minute Manager) is about to share with a young women the same "gift" which he had previously received from others. "I will make only one request of you." Blanchard and Johnson make the same request of those who read this book.
For whom will The One Minute Manager be most valuable? Good question. My initial response is to recommend it to those who want to increase their organization's productivity and profits as well as their own prosperity. In other words, to almost everyone. In fact, my opinion is that many of them (for whatever reasons) will not be receptive. Why? Perhaps they reject any ideas presented within an allegory. Or perhaps they strongly disagree with Blanchard and Johnson about what can be accomplished in only a minute.
I think it is a thoughtful. well-written, immensely practical book. Just as in my review of Spencer Johnson's The One Minute Sales Person I recommended that sales managers provide a copy of it to each new salesperson, I now strongly recommend that management supervisors provide a copy of The One Minute Manager to anyone for whom they become responsible. I also think that senior-level executives would be well-advised to re-read both books from time to time. Dust and rust do accumulate, don't they?
(From quoting Robert Morris, USA)
Target readers:
Executives, managers, entrepreneurs, professionals, government and non-profit leaders, and parents.
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Ken Blanchard, Ph.D., is a prominent, gregarious, sought-after author, speaker, and business consultant. He is usually characterized by friends, colleagues, and clients as one of the most insightful, powerful, and passionate men in business today. Blanchard's impact as a writer is far reaching. His perennial bestsellers include Raving Fans and Whale Done! He is the Chief Spiritual Officer of The Ken Blanchard Companies, a full-service global management training and consulting company that he and his wife, Dr. Marjorie Blanchard, founded in 1979 in San Diego. He is also cofounder of The Center for FaithWalk Leadership, a nonprofit ministry committed to challenging and equipping people to Lead Like Jesus.
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From Publisher
For more than twenty years, millions of managers in Fortune 500 companies and small businesses nationwide have followed The One Minute Manager's techniques, thus increasing their productivity, job satisfaction, and personal prosperity. These very real results were achieved through learning the management techniques that spell profitability for the organization and its employees.
The One Minute Manager is a concise, easily read story that reveals three very practical secrets: One Minute Goals, One Minute Praisings, and One Minute Reprimands. The book also presents several studies in medicine and the behavioral sciences that clearly explain why these apparently simple methods work so well with so many people. By the book's end you will know how to apply them to your own situation and enjoy the benefits. That's why The One Minute Manager has continued to appear on business bestseller lists for more than two decades, and has become an international sensation.
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Chapter One
WHEN the young man arrived at the manager's office, he found him standing and looking out of the window. When the young man coughed, the manager turned and smiled. He invited the young man to sit down and asked, "What can I do for you?"
The young man said, "I'd like to ask you some questions about how you manage people."
The manager willingly said, "Fire away."
"Well, to begin with, do you hold regularly scheduled meetings with your subordinates?"
"Yes, I do - once a week on Wednesdays from 9:00 to 11:00. That's why I couldn't see you then," responded the manager.
"What do you do at those meetings?" probed the young man.
"I listen while my people review and analyze what they accomplished last week, the problems they had, and what still needs to be accomplished. Then we develop plans and strategies for the next week. "
"Are the decisions made at those meetings binding on both you and your people?" questioned the young man.
"Of course they are," insisted the manager. "What would be the point of having the meeting if they weren't?"
"Then you are a participative manager, aren't you?" asked the young man.
"On the contrary," insisted the manager, "I don't believe in participating in any of my people's decision-making."
"Then what is the purpose of your meetings?"
"I already told you that," he said. "Please, young man, do not ask me to repeat myself. It is a waste of my time and yours.
"We're here to get results," the manager continued. "The purpose of this organization is efficiency. By being organized we are a great deal more productive."
"Oh, so you're aware of the need for productivity. Then you're more results-oriented than people-oriented," the young man suggested.
"No!" the manager resounded, startling his visitor. "I hear that all too often," He got to his feet and began to walk about. "How on earth can I get results if it's not through people? I care about people and results. They go hand in hand.
"Here, young man, look as this." The manager handed his visitor a plaque. "I keep it on my desk to remind me of a practical truth,"…
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He has spoken with many managers: with government administrators and with military officers, construction superintendents and corporate executives, university presidents and shop foremen, utility supervisors and foundation directors, with the managers of shops and stores, of restaurants, banks and hotels, with men and women - young and old.
He had gone into every kind of office, large and small, luxurious and sparse, with windows and without.
He was going to see the full spectrum of how people manage people.
But he wasn’t always pleased with what he saw…
He had seen many “tough” managers whose organizations seemed to win while their people lost.
Some of their superiors thought they were good managers.
Many of their subordinates thought otherwise.
As the man sat in each of these “tough people’s” offices, he asked, “What kind of a manager would you say you are?”
“I’m an autocratic manager - I keep on top of the situation” he was told. “A bottom-line manager” “hard-nosed” “”Realistic” “Profit-seeking”
He heard the pride in their voices and their interest in results.
The man also met many “nice” managers whose people seemed to win while their organizations lost.
Some of the people reported to them thought they were good managers.
Those to whom they reported had their doubts.
As the man sat and listened to these “nice” people answer the same question, he heard, “I’m a democratic manager” “participative” “supportive” “Considerate” “humanistic.”
He heard the pride in their voices and their interest in people.
But he was disturbed.
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It was as though most managers in the world were primarily interested either in results or in people.
The managers who were interested in results often seemed to be labeled as “autocratic” while managers who were interested in people were often labeled as “democratic.”
The young man thought each of these managers - the “tough” autocratic and “nice” democratic - were only partially effective. “It’s like being half a manager” he thought.
He returned home tired and discouraged.
“Effective managers” he thought, “manage themselves and the people they work with so that both the organization and the people profit from their presence.”
The young man had looked everywhere for an effective manager but had found only a few. The few he did find would not share their secrets with him. He began to think maybe he would never find out what really made an effective manager tick.
Then he began hearing marvelous stories about a special manager who lived, ironically, in a nearby town. He heard that people liked to work for this man and that they produced great results together. The young man wondered if the stories were really true, and if so, whether the manager would be willing to share his secrets with him.
Curious, he telephoned the special manager’s secretary for an appointment. The secretary put him through immediately.
The young man asked this special manager when he could see him. He heard, “Any time this week is fine, except Wednesday morning. You pick the time”
The young man quietly chuckled because this supposedly marvelous manager sounded like a “kook” to him. What kind of manager had that kind of time available? But the young man was fascinated. He went to see him.
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| View all 11 comments |
David W. Hanna (Vice President, IBM) (MSL quote), USA
<2006-12-25 00:00>
I believe The One Minute Manager should be made standard issue at all our management training programs from new managers’ school to Advanced Management Training. It embodies (in an easy-to-read form) the fundamental principles of people management we are trying to instill in our management team. |
Robert W. Davis (General Manager, Chevron) (MSL quote), USA
<2006-12-25 00:00>
After reading The One Minute Manager, I gave a copy to my boss, his boss, each of my staff, fellow refinery managers, and even to my wife, our close friends, and our clergy. It has that kind of universal appeal and it is that good. |
A reader (MSL quote), USA
<2006-12-25 00:00>
As I have seen among employees in different jobs that I have had, too often is the employee left to figure out his/her own job expectations. When an employee experiences this feeling of insecurity, it is usually the trigger for many other undesired exhibited behaviors which soon follow. Lack of motivation, lack of initiative, competing for the boss' attention, and trying to adopt someone else's talent rather than using one's own strengths to benefit the organization are a few of those behaviors seen. Written job descriptions and performance evaluations are at times too vague in letting the employee know how to plan or work through their day-to-day operation. With the concept of One Minute Goal Setting, a powerful tool for invoking motivation is born. The employee feels like he/she has responsibility for a task, the task and the goal is written down and performance against the goal is frequently checked. Success with the goal is then measurable.
One Minute Praising is another concept of great benefit. More than just providing feedback, it becomes a wonderful tool for reinforcing positive behavior or results, i.e. usually seen as quantity or quality work. The employee feels a sense of fulfillment and importance, knowing that his/her work made an impact or made a difference. It also allows the manager to currently share how he/she feels about the work rather than wait or most likely forget to mention it at the time of the employee's performance evaluation. Out of the three concepts, I think this technique builds employee confidence the most. When one feels confident, one is able to set higher standards for himself/herself. Higher standards develop the attitude for working with excellence.
Similarly, One Minute Reprimands "nip things in the bud." Undesired behaviors are curbed and discouraged and because of the seriousness in which the situation is handled, most employees will want to avoid getting reprimanded. Two important and notable aspects of the reprimand is that the behavior of the employee is addressed, not the employee's worth. The reprimand is also not based on "hearsay" but rather on what has been evidenced by the manager himself. Therefore, using this technique, feelings of resentment are not fostered between the employee and the manager.
I found this book to be very inspiring. Though I am not yet a manager, these concepts can be used at home, with family, as well as at work with my fellow employees - especially when we work together on projects. They can be even be used with the managers who currently supervise me. The principles are reciprocal and universal. This is how I would want to be managed and this is the way I would like to manage. Great book!
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A reader (MSL quote), USA
<2006-12-25 00:00>
The One Minute Manger by Kenneth Blanchard and Spencer Johnson teaches the readers the three skills to achieving effective management. Although the keys to being an effective and successful manager, as described by Blanchard and Johnson, seems unbelievably simple, they will strike an understanding chord among most people who have ever managed and supervised employees. Not because managers typically follow the principles, but precisely because these simple principles are ones that they intuitively know they should be practicing yet do not because of lack of conviction in the methods, worry about changing management styles, low level of interest, or apprehension that they will take too much time.
Not to fear, Blanchard and Johnson address these concerns in their short simple book. The allegory starts off with a young man in search of an effective manager. Initially disillusioned by the managers he encounters, who are only results-oriented at the expense of the employees or only people-oriented at the expense of the organization, the young man discovers The One Minute Manager. The young man learns from The One Minute Manager and the people whom he manages the philosophy of the one-minute management style. The authors gradually convince the readers through examples, anecdotes, explanations, and quotable quotes why and how their three principles, when followed appropriately, actually work. A brief guideline list accompanies each of the three management skills: the "one minute goal setting," "one minute praising," and "one minute reprimand." There is even a concise flow chart to help solidify the management principles into one page near the end of the book; no doubt, designed to be cut-out or photocopied and posted in every manager's office. By the end of the short 60 minutes required to finish the book, most readers will be convinced to at least test out the method. After all, the title of the book already suggests that time commitment is not an issue; one can become an effective manager by investing a short 60-second of time. When one reads the book, this really translates to several 60-second intervals per day, but the amount of time will be much less than what most managers are used to.
More effective management in significantly less time? Is it possible? The authors certainly make a compelling yet uncomplicated and clear case for this. One does have to wonder if this is too easy. Will it work for managing all types of people in all types of organizations? How about the slackers? Or the employee who is the wrong fit for the job, doesn't have the appropriate training, or lacks motivation? How about the company with a long tradition of top-down management style? The book doesn't get mired in the details or specifics of every possible variation or situation; instead it attempts to provide the general strategies of effective management. The simple message of the book is to focus on making people feel valued which will lead to greater self-motivation and increased productivity for the individual and organization. As the One Minute Manager best described it, "People who feel good about themselves produce good results." And because they are not difficult to understand, learn, or implement, the skills can be readily used by most managers immediately.
The book is not only for managers of people. The message from the book is relevant to anybody interacting with people or when managing your own work and life. For example, I can utilize the skills to not only manage the people who report to me, but also in working with my colleagues or my supervisor, although the lesson on reprimanding may be less applicable in such situations. The most useful setting to apply the skills, perhaps, is when teamwork is involved, such as in committees, meetings, and group projects. This is when setting goals and timelines are critical and working effectively with colleagues, including giving praise and constructive criticism, is paramount to success. Furthermore, I can even see me being a One Minute Manager to myself, be it in the work environment, personal life, educational pursuits, or participation in hobbies. Who wouldn't want to be happier and have better results in all of these activities? I wouldn't mind impressing my boss more, fulfilling all my New Year's resolutions, or running a marathon in 3 hours and 15 minutes. After reading "The One Minute Manger", most readers will want to be a One Minute Manager tomorrow.
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