ROMA, JOANNE P.

ELEC 1 – HBO
Semifinals – Assignment 1

The One Minute Manager Summary and Insights

"The One Minute Manager" is written in the style of a fable. It portrays the story
of a brilliant young man looking for a good manager. He meets manager after manager,
and each one disappoints him. Some are overly autocratic, prioritizing results over
people. Others are simply too democratic and friendly, prioritizing their staff over the
outcomes. Isn't there some kind of intermediate ground, he wonders? There is, of
course. And he discovers it in the self-titled "One Minute Manager."
The one-minute manager tells the brilliant young guy that people and outcomes
are not mutually exclusive notions. And that only people who are confident in
themselves can and will achieve positive results. But how can a boss make his staff feel
good about themselves and their jobs? In other words, how can he use them to their
maximum potential if he doesn't use them? In truth, it's quite simple. Using only three
one-minute methods.
First and foremost, set one-minute goals. Its primary premise is that 20% of your
goals yield around 80% of your results. Listing them all may cause your employees to
become confused about their priorities. Listing merely a few on a single page will
enough. So, choose three to six objectives and communicate them to your personnel.
Explain calmly and nicely that you will be expecting outcomes and that you will hold
them accountable while they are away. And then sit back and wait for the magic to
happen.
Then there's the one-minute praising. If someone does a successful job, he must
feel deep within that he has accomplished something. After all, if he's held accountable
for failing to meet the expected goals, why shouldn't he be rewarded for exceeding
them? As a result, recognize and reward those employees who go above and above.
The comment is much appreciated by the novices. And they will do much better the
following time. Don't be deceived! For the first time, not everyone will take you seriously.
That brings us to the final and third one-minute method: the one-minute rebuke.
When someone does something unpleasant, don't overreact. You shouldn't
overstate your plaudits when he does something well, either. Allow him or her the
opportunity to fix himself or herself. However, be fair and instruct him on where and how
he should accomplish this. So, tell the worker who hasn't fulfilled his goals what he's
done wrong in a timely and accurate manner. And don't make him feel as if you don't
appreciate him.
 The Most Important Takeaways from "The One Minute Manager" are: 1. Three
Minutes to Greatness (and Techniques), 2. Stop engaging in "NIHYSOB" conduct, and
3. Conditioning the Behavior of Your Employees.
Three Minutes to Greatness (and Techniques). In a nutshell, it is founded on the
premise that in a fast-paced society, you must force time to stop at least three times per
day. Set the most critical three goals for your employees once, for a minute. The second
time, to applaud those who will meet them in less than 60 seconds. And a third time to
chastise those who refuse. Immediately, exactly, and graciously.
Stop engaging in "NIHYSOB" conduct. Most managers believe that it is their
responsibility to catch their staff doing anything wrong. This approach of regulating the
NIHYSOB behavior is referred to by Blanchard and Johnson. NIHYSOB is an
abbreviation that means for "Now, I have you..." – you know what the SOB is for. That is
not the case with your staff. So, try to catch them doing something good in the future.
And congratulate them. Feedback is extremely valuable. Simply as a complement.
Conditioning the Behaviour of Your Employees. Blanchard and Johnson feel that
this approach will also work for your staff. If done properly. And with care. Who knows,
maybe it will! We are, after all, animals.