The One Minute Manager


Title: One Minute Manager

Authors: Ken Blanchard; Spencer Johnson

Translator: Hossein Maarefvand

Publisher: Talaieh

Subject: Management

Age category: Adult

Number of pages: 103

Language: Farsi



Introducing The One Minute Manager book
The one-minute manager book is one of the best and most valuable management books on the market to date. Kenneth Blanchard and Spencer Johnson have written a collection of their most valuable experiences in this book. In this article, we try to provide a summary of the one-minute manager book and review the most valuable and important lessons together. By reading this article, you will get acquainted with one of the simplest, best and most efficient management methods.

The One Minute Manager tells the story of a young manager who wants to learn management knowledge from the best manager.

He meets various managers in his search, but many of these managers do not have the ability to motivate and inspire him. Some of the managers he sees are really smart and capable, but being harsh has made their employees dislike them. On the other hand, some managers have good morals and character, but the efficiency of their organization is not good and they can not be a good role model.
One day our young and inquisitive man hears about a manager who has both an efficient and excellent company and is willing to share his experiences and teachings with this young man. Therefore, an appointment is arranged between these two people, and from now on, we will enter the educational sections of this book. If you want to get acquainted with the lessons of this experienced and powerful manager and use these methods in your business, join us until the end of this article.

Meet the authors of the one-minute manager book

Before we get acquainted with the important concepts and lessons of the one-minute manager book, it is better to introduce the authors of this book. Kenneth Blanchard and Spencer Johnson have written this book based on their management experience, skills and abilities, which is why their lessons are so practical and effective.

Kenneth Blanchard

This great writer was born in 1939 in the United States. He is one of the most famous writers and motivational and managerial speakers. He has written more than 60 books and is now the spiritual director of the Kenneth Blanchard Collection. This group specializes in education and counseling. In Iran, various books have been translated and published by him, including “Management Tablet”, “Achieving the Impossible” and “Knowledge Used”.

Spencer Johnson

Kenneth Blanchard co-authored most of his books with other authors, and One Minute Manager is no exception. He wrote the book with the help of Spencer Johnson and released it. Mr. Johnson is known as the “King of Allegory”; Because it understands complex issues very well and provides an attractive and efficient answer to it. Also, the book Peaks and Valleys is one of the valuable and unique works of this famous author.

The most important lessons of the one-minute manager book

This book’s one-minute director is the result of the psychological and sociological studies of Kenneth Blanchard and Spencer Johnson, and is therefore highly regarded. The high reputation of this book caused many translators to translate it. The first thing we need to understand is who the one-minute manager is and what his qualities are. A one-minute manager is someone who can do any of the following three tasks in the shortest possible time (60 seconds or less):

Set three goals for each employee and evaluate them on the way to achieving these goals (one-minute goals)
Use one-minute encouragement to provide positive feedback to employees on the way to achieving goals
Use a one-minute reprimand to criticize an employee’s performance and make him or her aware of his or her mistakes.
In fact, the one-minute manager book is a book that considers management as a method and human knowledge. Kenneth Blanchard and Spencer Johnson believe that a manager succeeds when he can stand by people and guide them. They write in this book:

My best moment is the moment I invest in people.

The one-minute manager book is written based on three basic principles. These three principles of “one-minute goals”, “one-minute encouragement” and “one-minute reprimand” are of particular importance. In the continuation of this part of the article, we will explain these three principles:

Principle One: One-Minute Goals

The first secret or principle in one-minute management is to set one-minute goals. A one-minute manager is someone who explains the tasks and goals of employees to them in the shortest possible time (one minute). The manager tries to write the goals very clearly, clearly, precisely and in the form of 250 words on a piece of paper. The number of these goals is usually 3 to 6 main goals.

You may not believe it, but the problem with many failed organizations is that the manager’s expectations of the employee are quite different from the employee’s understanding of their duties and the manager’s expectations. The main reason for this is that the manager does not speak frankly and clearly with the employees and does not specify the status of expectations. In the book The Manager, we read:

Setting a one-minute goal is the first secret and foundation of one-minute management.

In most organizations, when you ask employees and their bosses exactly what they are doing, you often come across completely different answers. In some of the organizations I used to work with, there was a big difference between what I thought I was responsible for and what the manager thought. Then I would get in trouble for not doing something I did not think was my job at all.
A very good one-minute manager knows the Pareto principle or the 2080 rule and knows that 80% of the results are achieved from 20% of the goals and therefore focuses on that 20% to bring the employee to the highest efficiency or productivity. The manager tries to express his expectations of our performance so that everything is clear to the employee. The following are the basic principles and foundations of one-minute targeting:

Try to talk to employees very clearly and tell them what you expect from them.

Talk to them about your reprimand system and let them know everything.
Write their goals in 250 words.
Ask them to read their goals daily and to evaluate and evaluate their performance and behavior with those goals.
The issue of analysis is very important. You are not always supposed to be with the employee and encourage or blame his behavior. He must have the power of analysis himself and be able to understand his own faults and correct them. An important sentence has been written in the one-minute manager book:

Sit down for a minute and look at your goals! Look at your performance! See if your behavior is in line with your goals.

Why are one-minute goals effective?

One-minute goals are effective because they are clear and understandable to the employee. If these goals are not articulated directly and explicitly, the employee is confused about entering the organization and does not really know what the manager wants and expects from him. The problem with many organizations is that managers do not articulate their exact demands and expectations to employees.

In many organizations, the person is hired, the supervisor or manager does not talk to him at all about his needs and wants, and when the employee does not do the necessary work, he is questioned and as a result, the employee is discouraged from the organization. People who you think are very weak and inefficient may be really capable, but when you do not define your task with them, they do not really know what to do in different situations.
There is one important point that organizations need to pay close attention to. First, every organization has a duty to pay good salaries and to hire strong people. Second, if you can not find strong people, go to people who have the talent to become strong. If an organization wants to pay low salaries and hire the weak, it will certainly sooner or later join the dustbin of history, or it will always be crooked and sick and will face various problems.

Principle 2: One minute praise or encouragement

Get information about people’s performance as if you were watching them closely. When the employee knows that he is always supervised and the manager pays special attention to him, he tries to improve his performance and productivity. From the beginning of the employee’s entry into the organization, ask him to record his complete daily activities and deliver them to you continuously. This report helps him to do his best during the day and show the best possible performance.

With this simple task, managers help their employees to perform better and this performance is defensible. One of the Iranian organizations that was faced with a decrease in the efficiency and performance of human resources decided to put a CCTV camera in its production line. Interestingly, this camera was off many times, but the same off camera caused the employees to increase their performance significantly.
Also try to encourage employees who are performing well. One minute of encouragement gives employees a double boost and makes them realize that you care about them, and if they do a good job, you encourage them very quickly. Here are some tips to help you get started:

Tell your employees that you encourage good deeds.

They need to know that you are open in expressing your views.
Whenever an employee does his or her job properly, tell him or her that you are satisfied with him or her and that you are happy with his or her work. Let him know that the organization is satisfied with his activities and ask him to do more.
Squeeze their hands warmly or gently tap them on the shoulder. Make the employee understand that you want him or her to succeed.
In meetings, try to tell your employees which category of their activities was right.
Do not let it be too late. Encourage employees very quickly.
Kenneth Blanchard and Spencer Johnson pay special attention to the issue of applause in The One-Minute Manager. They believe that many managers are strangers to the word “praise”. They do not encourage an employee at all when he or she is doing the right thing and on time, and they believe that he or she has done his or her job. However, just one mistake is enough to hit him with all his might and upset him. So encouragement and reprimand are effective if they go hand in hand, and if we rely solely on reprimand, we will soon discourage our employees.

Why is one-minute encouragement effective?

One-minute encouragements are effective because they can be used to encourage people very quickly, frankly, and easily because of their good performance. Second, by using this type of encouragement, the employee quickly understands why you as a manager are happy and which employee’s job has created a sense of satisfaction in you. The third advantage of one-minute encouragement is that the employee realizes that he or she is facing a precise, narrow-minded and hard-working manager. He knows very well that his manager is critical of some of his work, but he also welcomes his good performance at the first opportunity.

If you can praise people for their good deeds while criticizing them, you can be sure that they will see you as a reasonable manager and therefore perform the tasks you give them much better and easier.

A great way to train employees

One of the drawbacks of some managers is that they expect excellent performance from their employees at the beginning. Suppose a child wants to learn to walk. Do you blame him if he walks and falls a few times? Certainly not you. Every time you encourage him to get up and try harder.

If you see an employee making progress in their work, encourage them very quickly. Rest assured that he will be strengthened by this work and will grow every day. Never leave employees alone. Try to give them feedback so they know how to do it right.

Principle 3: One minute reprimand

If you can talk to your employees frankly, you can share your criticisms with them when needed. Of course, after they enter the organization, ask them to report all their activities to you. Also let them know about your encouragement and reprimand system. The one-minute reprimand presented in the one-minute manager book has two parts or two halves. In the following, we will explain about these two halves:

first half

In the first half, you have to reprimand people very quickly. Of course, there is no need to shout. Tell them very clearly what they have done wrong. While they are upset and angry, be silent for a few seconds so that the employee can feel and feel the bad that you have lost.

second half

You should not leave them alone after conveying your feelings of discomfort. At this point you need to tell them that they are personally good and noble people and that they are very valuable and respected by you and your organization. At the end of the work, squeeze their handle or tap them gently on the shoulders. Instill in yourself that when the reprimand is over, it is over. In one of the most interesting and informative parts of the one-minute manager book, we read:

As soon as the employee does something wrong, the manager reprimands him for one minute. Because this manager accurately identifies his employee’s mistakes, the employee realizes that he is completely in control of the situation and therefore can not make excuses. Third, he does not attack his employee’s personality and feelings, but only blames his behavior. This is why the employee usually does not take a defensive stance and does not try to justify his or her mistake by blaming the manager or other employees. He knows that his manager is fair and consistent in his behavior.

The best translation of the one-minute manager book

The one-minute manager book is one of the most comprehensive and practical books written and published in the field of management. This book will help you to learn and apply the knowledge of management in the best possible way. Fortunately, very skilled and capable translators translated this book into Persian. Ms. Sedigheh Ebrahimi was able to provide one of the best translations for the one-minute manager book. This translation has been published and circulated by Daireh Publishing.

You too can become a capable manager
The first misconception in the minds of many people around the world is that management is inherent and that only those who have this knowledge in their genes can be successful in management. Scientific and psychological studies show well that management is a completely acquired and learnable knowledge and it can be easily learned.

If you also want to become a capable and successful manager, there are several solutions in front of you, one of the best ways is to read the best management books. One of the great books on management that we recommend you read is Making Books to Stay. By reading this book, you will discover the secret of the survival and success of some businesses and the disappearance of other businesses.

Part of the book the one-minute manager

Once upon a time, a shrewd young man was looking for a skilled manager.
The young man decided to work for such a manager and one day become such a manager, and this search had taken him to the farthest corners of the world for years. He lived in small towns and capitals of large countries and spoke with many managers: government managers and military officers, construction project and company managers, university presidents, financial supervisors, managers of institutions, shops and stores, restaurants, Banks and hotels, men and women, old and young.

He set up a variety of offices, large and small, simple and luxurious, old and modern, and observed a wide range of ways of managing employees.
But he was never satisfied with what he saw.

He had seen many “tough” managers whose organizations seemed to win but whose employees lost.

To the top managers of the organization, these strict managers were good managers, but many of the employees under these managers felt differently.
When the young man entered the offices of these “strict managers”, he asked them: “Which group of managers do you think you belong to? »
And the answers were only slightly different. They said, “I’m an authoritarian manager – and I put myself in charge,” “I’m self-centered,” “I’m tough,” “I’m realistic,” and “I want more profit.”

The young man felt their interest in the result, and the pride in their voices.
In addition, the young man had seen many “kind” managers whose employees were apparently winners and whose organizations were losers.
To some employees of these organizations, they were good managers; But their superiors were skeptical.

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