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[Music]
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you
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hi I'm Ken Blanchard co-author of the
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one minute manager you know a major
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problem in organizations today is that a
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lot of people have good technical skills
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but they don't have real good human
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skills and what do you do if you're
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managing people how do you overcome that
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well the three secrets of the one minute
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manager is perfect for learning how to
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manage people if you read that book it
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was a story of a young man searching for
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an effective manager were you gonna meet
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that young man in this video but he's
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all grown up now and he's a one-minute
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manager teaching others
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[Music]
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are you okay honey yeah okay come you're
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so quiet this morning
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mom are you okay I'm fine honey mom do
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you love me copy of course I still love
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you what's wrong I'm sorry I've been so
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busy lately I'm having some problems at
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work right now I'm gonna be okay
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everything is gonna be just fine
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you promise I promise
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we'll have to see how things go okay you
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have a good day I love you bye
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let me switch hands-free so I worked
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hard to get through school
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I know technology I've got a good job
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it's been five years a couple of
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promotions now all of a sudden it seems
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like a bad dream but I want to do a good
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job just seems like all of a sudden my
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career has come to up that's what you
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want and that's not what I wanted
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I needed that report by this morning
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okay when can you have it to me okay
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I'll try by next Tuesday I need it
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sooner did you did you get the email
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proposal I sent you Sunday yeah I got it
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did you get the content for the
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PowerPoint I didn't get the PowerPoint
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well I asked Harold to get it but he
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said it wasn't his job he has a real
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attitude problem I can hardly talk to
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him I know I'm sorry
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look I'll talk to him okay thanks I just
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can't seem to get this management people
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thing together you know technology but
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Melissa your people are not doing what
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they need to do your team they missed
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their deadline again this is your
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responsibility I tell them what I want
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done and they do something else
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they're just not excited I know you're
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right I will deal with this Melissa we
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have discussed how you manage your
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people in the past it is just not
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working but you have a lot to offer but
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when jobs don't get done people have
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attitudes numbers don't get hit it
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causes problems
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okay this is the bottom line you either
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pick up your management skills or you
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find another place to work because I
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can't afford to wait much longer
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I understand hey let's go get a cup of
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coffee so now you know and I'm scared
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I've got to find a way to solve this
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problem
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my old boss I like the way you men know
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I'm a manager too and I'm in trouble
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what do you suggest
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no why don't you go see a friend of mine
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they call him the one minute manager
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yeah
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you know he really helped me I think you
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can help you see what you can do great I
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will so it's about you it is a true
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story right that book was written some
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time ago
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hi it's nice to meet you you too do you
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like something to drink no thanks I'm
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fine so you're the guy in the book well
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please have a seat
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oh thanks have you read it no but the
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people are different now look with all
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due respect I don't want yesterday I
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need tomorrow and I need it today
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obviously you know something I don't
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maybe you should find someone else to
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help you I'm not sure that I can't help
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you and I'm really sorry no no please I
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need to be here I really need to be here
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if you've got some answers
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I'd like to give it a try okay okay I'd
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like to ask you some questions fire away
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what kind of a manager are you here let
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me show you something please I'm a
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one-minute manager
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so what is a one-minute manager a 1
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minute manager accomplishes great
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results in very little time most
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managers are interested either in
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results or in people managers who are
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interested in results are often labeled
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autocratic participated managers who are
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interested in the people are labeled
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democratic ok so tough results oriented
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autocratic nice people oriented Democrat
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but being a democratic or an autocratic
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managers like being half a manager
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one minute managers are interested in
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both results and do you regular meetings
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with your people yes I do
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how often once a week on Mondays between
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9:00 and 11:00 a.m. and that's why I
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couldn't meet with you then what do you
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talk about they tell me what they've
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accomplished and then we develop plans
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and strategies for the next week so you
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believe in participated decision-making
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no I really don't so you don't share
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your decision-making with your people No
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so you tell them exactly what you want
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done I do not participate in my people's
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decision-making what do you mean they're
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responsible for their jobs I don't make
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their decisions they do so what do you
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really do why don't you ask them you
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wouldn't mind no not at all
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there are three basic secrets to being a
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one-minute manager after you learn each
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one come back and we'll talk about why
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they work here's a list in the
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description of my people thank you who
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should I talk to first pick a name it's
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your decision so anyway I just met with
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that guy and you call the one minute
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manager is either a genius or easin nuts
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let's see
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[Music]
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excuse me are you Lauren yes you must be
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Melissa yes it's nice to meet you nice
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to meet you too so I hear you met the
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big guy he is quite a character isn't he
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yeah he seems to be so did he tell you
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how to be a one-minute manager he did
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it's not true though is it oh you better
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believe it
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you know I hardly ever see him so he
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doesn't give you a lot of help very
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little he does spend time at the
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beginning of a task that's when we do
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one minute goal-setting
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one minute goal-setting do you know why
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people don't do what they're supposed to
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do no why because that's a problem I've
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been having with my people because they
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don't really understand what's expected
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of them that's the biggest reason their
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managers don't have clear goals so they
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can't tell their people what's expected
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a one-minute manager makes it clear what
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the employee is being held accountable
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for
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for that you need goal-setting
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one-minute goal setting I thought my
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people knew what I expected from them so
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I asked them to make a list of what they
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thought I expected then I made a list of
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what I thought I said to them then I
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compared the list and they were very
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very different so what did you do I used
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the 8020 goal-setting rule wait what's
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that 80% of your people's results will
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come from just 20% of the activities so
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we set one-minute goals based only on
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that 20% and be sure to write them in
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behavioral terms behavioral terms
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what do you mean behavioral terms see
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goals they're based on actions or
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behavior there are things that can be
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seen and measured like the number of
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calls the quality of calls or the number
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of questions asked what else
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goals and it's performance standard it
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shouldn't be any more than 250 words you
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should be able to read it in about a
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minute then you both keep a copy and you
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just check the progress okay let me see
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if I can put this all together
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one agree on the goals to decide what
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the behavior I want looks like three
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right the goals and 250 words or less
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and for later look at the performance
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see how it matches up to the goal and
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give feedback how'd I do you're learning
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I think you're learning most managers
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focus on doing things right and that's
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good but they also need to concentrate
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on doing the right things and that's
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what one minute goal-setting is all
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about okay you said you were gonna tell
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me why goal-setting works let me give
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you an analogy over the years I've known
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a lot of unmotivated people at work but
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I've never seen an unmotivated person
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after work biking fishing playing
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basketball surfing the net exactly why
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do you think she isn't excited at work
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she doesn't know where the pins are
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exactly most managers know what they
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want their people to do they just never
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bothered to explain it in ways that are
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understood and they assume their people
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should know what does bowling look like
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in most organizations the bowler can't
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see the pins the goal the feedback is
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vague so you ask a manager what they
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expect from their people and they can
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tell you but they forget to tell their
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people what the goal is when people
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can't see the goal can't see what's
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expected of them managers are creating
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an ineffective form of bowling it's like
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playing golf in the dark you can't see
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the goal so you don't play or football
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how many people would watch football if
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you didn't have goals or score
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one-minute goal setting is about letting
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people know exactly what you want them
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to do you're right that's very valuable
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information okay three secrets what's
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next I'm not going to tell you what I
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want you to talk to some more of my
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people across town you still got that
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list yeah
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[Music]
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so I learned some things I think are
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gonna help me this guy calls the first
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point one minute goal-setting it's
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pretty good stuff I have two more visits
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to make so uh we'll see and so far I
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learned how important one minute
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goal-setting is right well what else is
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there one minute phrases is that the
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second secret to becoming a woman a
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manager yes
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once your people understand goals is
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important for you to wander around and
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catch them doing something right and
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praise them for it
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makes them feel good makes me feel very
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most important because it creates good
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results let me ask you how much do you
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get done when you feel unappreciated
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people who give good results feel good
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about themselves why because the number
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one motivator in people is feedback let
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me give you an example okay let me tell
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you about your last report I used it in
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my meeting it was really well done and
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they loved the graph on page 31 you
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really made us look good and I
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appreciate that thanks Brad most
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managers spend their time catching
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people doing things wrong they
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accidentally negative describes me
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unfortunately what the key to developing
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people is to catch them doing something
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right and to accessing the positive so
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what do I do
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schedule my praisings yes that's exactly
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what you do schedule time to tell your
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people what they are doing right okay
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for things when pregnant be immediate
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don't save it for later describe what
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they did right and why it helps share
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your feelings
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encourage them to do more of the same
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tell you what why don't you give me some
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examples of crazy okay let's see number
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one be immediate number two describe
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what they did right and why it helps my
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boss just gave this back to me I like it
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he likes it the content is great really
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helps our team to stay on schedule
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number three share your feelings you're
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really doing great I appreciate what
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you're doing number four
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encourage them to do more of the same
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before you know it you're gonna be doing
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the monthly analysis keep up the good
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work
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Amy this morning I noticed you couldn't
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think of the guidebook ahead of schedule
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it looks good
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very thorough feels good to have that
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finished so we can move ahead with the
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entire project it's always great to see
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somebody do such good work and completed
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ahead of schedule well thank you keep up
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the good work
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even voicemail email is a good way of
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telling them what they did right see
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what you mean so letting people know
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what they're doing right some of the
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most important parts of 1-minute
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management good this is really good so
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why do these one-minute praisings work
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because they encourage people to
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continue in good performance
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if you neglected the tendency is for the
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performance to decline why it's human
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nature people lose interest in what no
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one cares about okay that makes sense it
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does praise a person for what they do
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and it basically encourages and
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motivates good future behavior
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remember when learning something praise
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them if you wait for a perfection to
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praise you maybe waiting forever forever
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remember exactly right behavior is made
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up of approximately right behaviors we
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remember that when it comes to animals
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and kids but we forget with adults
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I've never been to SeaWorld
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[Music]
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[Applause]
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[Music]
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what do they do that
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by praising not by punishment when
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needed they redirect the animals and
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catch them doing something right
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always praising the progress also the
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trainer builds a strong relationship
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between himself and the whale this
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builds the behavior
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phrasing whales and people are not
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exactly the same thing that's right but
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there are lessons to be learned
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praising encourages the desired
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performance the problem is most managers
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only praise when the job is done exactly
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right and it's important to praise any
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progress when the baby falls down do the
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parents say if the baby tries and falls
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they praise them for each small step of
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progress we're being approximately right
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that's right
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it allows the child to feel secure
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praising until the baby walks so praise
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your people even when they are
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approximately right praising helps
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people win I like that one minute
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management helps my people win and it
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can help me win I'm beginning to see
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that now one more visit one more secret
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and the final person I'm going to talk
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to is Michael Mumford yeah I'm on my way
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to see him now well I'm gonna goal
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setting is powerful it's beginning to
00:17:00
make sense
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and I learned about one minute praising
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catch people doing something right and
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tell them about it I'm curious to see
00:17:07
what this last secret is this last visit
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should let me know whether this stuff is
00:17:12
gonna work for me or not alright I'll
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call you later
00:17:16
later is not good for reprimands
00:17:18
immediate feedback is important
00:17:21
reprimand that sounds a little negative
00:17:24
isn't it
00:17:25
not really it's a form of feedback if
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you want to get someone to stop doing
00:17:29
something reprimand them and then just
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redirect them when do you reprimand
00:17:33
someone you never reprimand learners if
00:17:35
they're learning something lay off
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now if a person can't do something or if
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they make a mistake you go back to
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goal-setting and training but if they
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won't do something ah that's an attitude
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problem
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then you reprimand a one-minute
00:17:47
reprimand the third secret but don't
00:17:50
attack the person tough on performance
00:17:52
never tough on the person
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okay let me see if I can put this all
00:17:59
together
00:18:00
the reprimand similar to praising well
00:18:07
be immediate and specific describe the
00:18:10
poor performance stop let them feel how
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you feel
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encourage them let them know you still
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value them and I'll let them know it's
00:18:23
over how'd I do excellent very good okay
00:18:27
now I've got an idea why don't you give
00:18:30
me a situation and then just tell me how
00:18:31
you deal with it okay Harold he's a good
00:18:36
employee but sometimes he gets a little
00:18:39
sloppy with his attitude ends up
00:18:42
treating people poorly and that affects
00:18:44
productivity I need to talk to you about
00:18:46
something else
00:18:48
the immediate specific and describe the
00:18:51
poor performance I couldn't help but
00:18:54
overhear your conversation with Steve
00:18:55
and woman ago we've talked about this
00:18:58
before speaking to people in a harsh
00:19:01
tone with a negative attitude is
00:19:02
unacceptable tell them how you feel
00:19:05
candidly your behavior doesn't help you
00:19:09
it doesn't help this department must
00:19:13
stop you encourage them and remind them
00:19:18
how much you still value them they want
00:19:21
you to know I see what you accomplish
00:19:24
around here with your strengths and it's
00:19:26
a lot no one can use a patch system the
00:19:28
way you can Thanks put that up let them
00:19:34
know it's over okay Harold this incident
00:19:39
is over it's really over it's behind us
00:19:42
I won't bring it up again okay I
00:19:45
appreciate your honesty Thanks so can
00:19:50
you tell me how the line dad is coming
00:19:51
along sure if space started and it only
00:19:54
took you about a minute
00:19:57
great now finally remember to focus on
00:19:59
the behavior not the person this is
00:20:01
redirecting from poor performance to
00:20:03
what you want him to do so reprimands
00:20:06
aren't a chewing out but aren't they a
00:20:09
little harsh do you care about your
00:20:11
people
00:20:11
of course well sometimes you have to
00:20:14
care enough to be a little tough sort of
00:20:16
like tough love you mean to be open and
00:20:19
honest with them yes but caring that way
00:20:23
they always know where they stand with
00:20:24
you tough and nice tough on behavior
00:20:28
never tough on the person sometimes I
00:20:31
just can't say it
00:20:32
I avoid giving negative feedback then I
00:20:35
wait till I'm upset and really give it
00:20:38
to them not a very good strategy is it
00:20:41
that's called gunnysack II saving up all
00:20:43
the negative and then just dumping your
00:20:45
feelings all at once all you do is you
00:20:47
end up yelling at each other not a good
00:20:49
idea and then they're focused on me is
00:20:51
an enemy instead of being focused on the
00:20:53
problem say it early deal with one
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behavior at a time
00:20:57
it seems more fair that way so tie
00:21:01
why does the one-minute reprimand work
00:21:05
when you end a reprimand with a
00:21:07
reaffirmation there okayness is still
00:21:10
intact they learn from it and it
00:21:12
prevents them from diverting the blame
00:21:14
to you so what do you think about
00:21:17
one-minute management now I'm beginning
00:21:19
to see that it's what I need one minute
00:21:22
goal-setting praising reprimanding I
00:21:25
think you can make me a much better
00:21:27
manager now I see why they call you the
00:21:30
one minute manager thank you so much for
00:21:32
all your yeah the meeting all right I'll
00:21:39
talk to you later wish me luck
00:21:41
bye well I think I found the answer one
00:21:47
minute management have you heard about
00:21:49
it yes I have so tell me what have you
00:21:55
learned and how you gonna solve your
00:21:56
problems let's see one minute manager
00:22:00
focuses on results and people tough on
00:22:04
performance not tough on the person
00:22:07
three actions one minute goal setting in
00:22:11
behavioral terms one minute praising
00:22:14
catch the person doing something right
00:22:16
and tell them about it and one minute
00:22:19
reprimand reprimand but with a caring
00:22:22
attitude tough on performance not tough
00:22:26
on the person can't believe my answer
00:22:29
was right here all along I'm so glad I
00:22:32
learned this management lesson Melissa
00:22:34
sounds like you have some answers here I
00:22:36
think you're gonna be an excellent
00:22:38
manager you have desire you learned a
00:22:41
lot I like that good job that is an
00:22:46
excellent example of a one-minute
00:22:48
praising I like that you know there
00:22:52
maybe even be some stuff in here that
00:22:54
Thanks hey Colby you want to go out for
00:22:58
some pizza yeah how was your day my day
00:23:00
was great in fact my whole week was
00:23:03
really great you know what I've been
00:23:06
thinking about something
00:23:07
I have a surprise for you okay look at
00:23:09
the backside
00:23:12
[Music]
00:24:06
[Music]
00:24:12
[Music]
00:24:19
hi I'm Ken Blanchard this is the home of
00:24:24
the Blanchard companies what I'd like to
00:24:26
do is share with you some additional
00:24:27
ideas about one-minute management let's
00:24:31
take the first secret 1-minute goal
00:24:34
setting why is it the first secret
00:24:40
because all good performance starts with
00:24:43
clear goals if people don't know where
00:24:45
they're going how are they possibly
00:24:47
going to get there so goal-setting
00:24:50
starts good performance because it gives
00:24:53
people directions one of my favorite
00:24:56
sayings is a river without banks is a
00:24:59
large puddle what permits a river to
00:25:02
flow it has banks which give it
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directions goals in many ways are the
00:25:08
banks for people because it will give
00:25:11
them the direction they need to
00:25:13
determine how they're going to spend
00:25:15
their time now how many goals you want
00:25:17
people to have don't want them to have a
00:25:20
ton of goals because they'll be just as
00:25:22
immobilized because they won't know
00:25:24
where to focus and concentrate their
00:25:26
energy pick the key goals as we've
00:25:29
taught here the 20% that's going to give
00:25:33
you the 80% three or four of those at
00:25:37
the most and make sure that they are
00:25:40
behavioral so that people can observe
00:25:43
their progress now what kind of goals
00:25:45
you want people to have we always say
00:25:48
they have to have SMART goals it's just
00:25:51
an acronym that permits us to have a
00:25:53
checklist to make sure the goal is
00:25:55
really a well set goal S stands for
00:25:58
specific and measurable you want to
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remember if you can't measure something
00:26:03
you can't manage it so it's got to be in
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behavioral terms M stands for
00:26:08
motivational are people excited about
00:26:11
working on that
00:26:12
goals if they aren't they're never gonna
00:26:14
accomplish it a stands for attainable
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you want to push your people in their
00:26:19
goals but don't set up a goal that they
00:26:21
know that there's no way that they can
00:26:23
accomplish it
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it's got to be attainable if they make
00:26:26
good effort our stands for relevant what
00:26:31
does that mean it means you want to pick
00:26:32
the key goals remember the 80/20
00:26:35
goal-setting rule set goals in the 20%
00:26:38
of people's performance areas that are
00:26:41
going to give them the biggest impact
00:26:43
give you the 80% and then finally the T
00:26:46
stands for trackable what does that mean
00:26:49
that you can observe the accomplishment
00:26:52
of that goal over time why do you want
00:26:54
to do that so you can observe progress
00:26:56
so you know whether you need to praise
00:26:58
people for their progress redirect them
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if they're off of their performance or
00:27:04
even reprimand them if necessary
00:27:06
so goal-setting sets up the second two
00:27:09
secrets of the one minute manager but it
00:27:12
starts the whole game so remember start
00:27:16
your good management with clear goals
00:27:23
second secret of one-minute management
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is one minute praising of all the things
00:27:30
I've taught over the years I think this
00:27:32
is the most important if somebody said
00:27:34
can you can't teach what you've been
00:27:37
teaching in the past except for one
00:27:39
thing what would you hold on to I would
00:27:42
hold on to one minute praising because I
00:27:44
think the key to developing people the
00:27:47
key to all relationships is to catch
00:27:50
them doing something right I ask people
00:27:53
all the time in organizations how do you
00:27:55
know whether you're doing a good job the
00:27:57
number one response I get is I haven't
00:28:00
been shoot out lately
00:28:01
nobody's yelled at me no news is good
00:28:04
news and most people never know how well
00:28:08
they're doing until they make a mistake
00:28:10
and yet the number one motivator of
00:28:14
people is feedback on results in fact
00:28:17
feedback is the breakfast of champions
00:28:19
and the one feedback that is so seldom
00:28:22
given people is positive feedback
00:28:26
catching them doing something right and
00:28:29
I want to tell you once you're clear on
00:28:31
goals and people know what they're being
00:28:34
asked to do start wandering around even
00:28:37
make a schedule of wandering around and
00:28:40
see if you can accent the positive see
00:28:43
if you can catch them doing something
00:28:45
right and remember in the beginning when
00:28:47
they're just learning don't wait for
00:28:50
exactly right behavior until you praise
00:28:52
them praise progress catch them doing
00:28:56
things approximately right because that
00:28:59
praising of progress will continue to
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move them along so that eventually
00:29:05
they're really good performers in that
00:29:07
goal area and that's what you want
00:29:10
accent the positive it works in every
00:29:14
kind of relationship why don't marriages
00:29:17
work better well what happens is
00:29:20
initially you know people say love is
00:29:22
blind what does that mean all you see is
00:29:24
the positive everything is great
00:29:27
nothing's wrong and then all of a sudden
00:29:30
you lived with the person and you start
00:29:32
saying what's that I mean what are they
00:29:34
doing you've got to be kidding me
00:29:36
so suddenly what was positive in the
00:29:40
beginning now turns around to be
00:29:42
negative and you start catching people
00:29:44
doing things wrong as your main mode of
00:29:47
operation and that kills relationships
00:29:51
so what you want to do is you want to
00:29:53
keep your people enthusiastic you want
00:29:56
to keep them excited about their work
00:29:57
and the way they get excited is as they
00:30:01
progress as they work if they know their
00:30:04
environment where they're going to get
00:30:05
caught doing things right accent the
00:30:08
positive with people give them a
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1-minute praising it'll make a real
00:30:13
difference
00:30:17
what do you do if somebody's not
00:30:20
performing well or not even making any
00:30:22
progress that's where the one minute
00:30:25
reprimand comes into play you actually
00:30:27
have two choices when people aren't
00:30:29
performing well the first one is
00:30:32
redirection that's save for when
00:30:35
somebody is learning how to do something
00:30:37
don't be negative or reprimand a learner
00:30:41
otherwise you're able to immobilize them
00:30:44
we had a funny experience when we were
00:30:45
working on the one minute manager a
00:30:47
friend of mine called and said Ken we
00:30:49
wanted to talk to you about how we
00:30:51
should house train our new little puppy
00:30:53
and I said what do you got in mind they
00:30:55
said if the dog drops a load in the rug
00:30:57
we're gonna grab him shove his nose in
00:31:00
it pound him in the tail with a
00:31:01
newspaper and then they had a little
00:31:03
window in the kitchen they're gonna
00:31:04
throw this dog out the window into the
00:31:06
backyard because that's where he's
00:31:08
supposed to do it they said how do you
00:31:10
think that'll work I said I can't wait
00:31:12
because I knew within three days the dog
00:31:14
could drop a load on the rug and jump
00:31:17
out the window the dog didn't know what
00:31:19
to do but he knew we better clear the
00:31:21
area because he was going to get
00:31:22
punished you don't want to punish
00:31:25
learners you go back to goal setting
00:31:27
reset the goal and then see if they can
00:31:31
start to make some progress now the
00:31:34
reprimand is very appropriate though
00:31:36
when somebody is clear on the goal and
00:31:38
they start to work on it and they aren't
00:31:41
performing well but they know better in
00:31:43
other words they've done this well
00:31:44
before that's an attitude problem not an
00:31:48
ability problem but remember with the
00:31:51
reprimand your very immediate with them
00:31:53
and what they did wrong very specific
00:31:56
you didn't get your report in on time on
00:31:58
Friday and you tell them how you feel it
00:32:00
really made me upset I got everybody
00:32:02
else's report and kind of goofed up my
00:32:04
analysis but the last part of the
00:32:07
reprimand is so key reaffirmation at the
00:32:11
end of a reprimand you reaffirm them as
00:32:14
a person urea formaldehyde
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[Music]
00:32:30
are tough on behavior but not tough on
00:32:33
people well that's it those are the
00:32:37
three secrets of the one minute manager
00:32:39
one minute goal setting being really
00:32:41
clear with people on what they're being
00:32:43
asked to do and what good behavior looks
00:32:45
like one minute praising wandering
00:32:47
around and seeing if you can catch them
00:32:49
doing something right and then the one
00:32:51
minute reprimand for when people know
00:32:54
better and they're not performing you
00:32:56
get them back on track but remember you
00:32:59
always just focus on behavior but
00:33:02
reinforce them as a person people are
00:33:05
beautiful it's their behavior that's a
00:33:07
problem sometimes so use these three
00:33:10
secrets they're gonna be helpful for you
00:33:13
and your people good luck
00:33:16
[Music]
