“The best minute I spend is the one I invest in people”
Not so long time ago I have finished a book. This was “New One Minute Manager” written by Ken Blanchard and Spencer Johnson. And I have to say, I am impressed. Today I would like to share with you with my observations about this book.
The main truth that you can find inside is “People who feel good about themselves produce good results”. Isn’t it so obvious? Those of us – managers – who can understand this, are able to drive the change.
I, as a manager, can show my employees, how they can work in a way they understand everything and how they can do it by themselves. The time I can spend with them is the best investment. Blanchard and Johnson share with their readers with One Minute Management style. With this style, they present following tree features.
Secret no. 1 – One Minute Goals
Goals should be set up together with your employees. Of course, goals should be clear. A good option would be to make a list of goals – one goal on one page. Then some kind of time frames should be added. To fulfill them your employees should come back to the list every day. This makes them think about their daily actions if they are going in a good direction. If they are close to realizing their goals. If the answer is yes – it is perfect. You all did a good job in the beginning. If not – it would be worth to meet again and discuss where and what something should be changed.
“Effective managers manage themselves and the people they work with so that both the organization and the people profit from their presence”
Secret no. 2 – One Minute Praisings
When you notice that your employee did something good, praise him as fast as possible. Try to catch somebody on a good action. You have to be able to provide accurate arguments regarding your positive feedback. You can also underline how important thing does employee for the team and company. After few seconds, given employees to think about this special achievement, encourage them for further work. Dare to tell that you believe in this person and you support him in his work.
“Help people to reach their full potential. Catch them doing something right”
Secret no. 3 – One minute re-directs
As you recognize a mistake or wrong action – meet your employees immediately. First of all analyze the facts and mistakes, as precisely as it is possible. You should admit how does it affect the team or company and how do you feel with that. If it is time to take a responsibility on your shoulders and apologize for that – do it! Later on, it is important to assure your employees that this mistake does not have any bad influence on them as people. This is just another step in your cooperation. Tell your employees that you still trust them, underline some certain skills and motivate for next steps. And you know what? If you have already explained everything to each other – close the subject. Don’t come back to this again.
“Take a minute: look at your goals, look at your performance, see if your behavior matches your goals”
Do you see how simple are those tree secrets of management? In the beginning, you are trying to explain to people that you want to help them to achieve the success. If goals are achieved, you have to praise employees and motivate them to further work. If goals are not achieved, you discuss possible rearrangements and you try again. This is how you all focus on better results. “Goals begin behaviors, consequences maintain them”. This model of management is universal. You can use it anywhere – at work, at home, in different environments where human interaction is required.
After a lecture of this book, I have implemented those secret rules in my team. In the first week, I have seen astonishment on employees faces – how it is possible that they receive so often a good word. In the second week, they tried to explain themselves the proper behaviors. Now they are looking for solutions by themselves and try to cooperate closely together in order to solve the problem.
And how it is on your team? Share with me below with the results of this “experiment”?
“If you can’t tell me what you’d like to happening, you don’t have a problem yet. You are just complaining. A problem only exist if there is a difference between what is actually happening and what you desire to be happening.”