The One Minute Manager
“People Who Feel Good About Themselves, Produce Good Work”
I guess almost two years ago, I was helping Murray clear his office after he retired. Of the many books he had collected over the last 30 years that we either trashed or packed away never to be seen again were two books: Marketing Warfare and The One Minute Manager. He handed me the books and said, “You know, I think you would get a great deal of value out of these.” I finally managed to get around to reading both - and thanks Murray.
The One Minute Manager is a very interesting perspective on how to manage people effectively. The book is slightly over 100 pages and wastes little time getting to the point (I wish more books did this!). Driven predominately by the following mantra, “People Who Feel Good About Themselves, Produce Good Work”, the book suggests a simple yet thoughtful structure for managers to follow when developing their subordinates. It goes something like this:
- Set Clear Goals - They must be succinct and meaningful. They should be the 20% of your job duties that produce 80% of the value. Review the goals and insists the managers review their goals for a minute or two often.
- Be Sure to Praise People - Catch People doing something right - Tell people up front you are going to let them know how they are doing in no uncertain terms. Do it immediately upon noticing. Tell them how you feel about it. Encourage them to do more of the same.
- Be Sure to Reprimand - Tell people what the did wrong when they do it. Do it immediately and be specific. Tell them how you feel about what they did wrong. And, make sure they understand you are reprimanding the behavior not them as people. Remind them how much you value them and when it is over - it is over.
While they use the term “one minute management”, it is really only used to get you to understand managing people doesn’t have to take a ton of time or be complicated. People are basically simple, they need to know what is expected of them and how they are doing. That is the gist of it.
The other excellent thing I gleaned from the book was an alternative perspective on hiring people. I love the book “Good to Great” and take seriously all of the concepts it discusses, but at times some of those concepts can be taken too far. Anything taken to excess can reach a point of diminishing return. Very few people are inherently of the caliber Jim Collins suggests you should aspire to hire, and most who are, were previously developed in some way. Being Great can be developed from within in most people, hiring greatness is an expensive art form. The answer I think is to be fluid and do both. Hire greatness into critical roles on your bus when you can and develop those you have to eventually fill those roles. This book has great guidelines for the latter.
“Goals Begin With Behaviors, Consequences Maintain Behaviors.”
Let me know if you want to read this one and I’ll get it to you once Chuck has finished it.
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I’ve read this book and it’s an oldy but goody. I also appreciated the brevity and to the point nature of the book.