One-Minute Managers Adapt for the 21st Century
You may have read the original, “The One-Minute Manager” by Ken Blanchard and Spencer Johnson. Back when that book was released, top-down management was the norm. Today’s professional environment thrives in collaboration, and so this timeless classic has been updated to reflect as much.
Let’s revisit the Three Secrets so important in this book, as well as discover the new considerations that ensure success today.
The First “Secret” – One-Minute Goals
Simply put, when working with the people on your team, work with them to identify just a few specific goals, written out with clear direction and due dates. Guide them to review these regularly, and check in to ensure their chosen behaviors are matching their goals. If not, help them evaluate what needs to change so that they reach their goals more quickly.
The Second “Secret” – One-Minute Praisings
While praise seems like a self-explanatory concept, it’s really not. There are a few key elements to the process of praising.
First, do it sooner, not later. Praise is far more meaningful when it’s given close to the actual positive action.
Second, be specific about what you’re praising.
And third, tell them the positive feelings you have about what they did. Pause to let the good feeling sink in. But don’t stop there. If you want the behavior to continue, it’s important that you encourage them to do more, and let them know you believe they’re capable of doing it again.
The Third “Secret” – One-Minute Re-Directs
We’re all going to make mistakes. One-minute re-directs ensure that you deal with them right away rather than letting situations fester. Confirm the facts, then address what happened, making sure you share how you feel about what took place. Pause to let it sink in. What happens next is vital. Let them know they’re better than the mistake, that you still support them and you trust them.
And finally, when it’s over, it’s over. You have to be willing to let it go. Too often we’ve encountered managers who insist on revisiting situations that were worked through and resolved. If you can’t release it, you’re likely not being honest with yourself or that person about their future with the team. Either let IT go or let THEM go.
Here’s the overarching message in this book: you need to be intent on helping people win. Be honest with yourself – do you want to set the people who work for you up for success, or are you systematically ensuring that they fail?