The One Minute Manager

Главные выводы

• Agree short written goals so everyone can check performance against them in a minute
• Catch people doing something right and praise it immediately and specifically
• Correct mistakes quickly, address the behaviour not the person, and end on reassurance
• People who feel good about themselves produce good results, so manage the feeling too
• Spend a little time up front on clarity and you save hours of firefighting later

Внутри этого бита

1. A manager who has time

   A young man is searching for the ideal manager. He meets tough bosses whose companies win while their people suffer, and nice bosses whose people are happy while the business drifts.

2. One minute goals

   The first habit is setting goals that are short enough to read in a minute. Manager and employee agree on what good performance looks like for each key responsibility, write it in a few sentences, and both keep a copy.

3. One minute praisings

   The second habit turns the usual management reflex upside down. Most bosses spend their attention catching people doing something wrong.

4. One minute reprimands

   The third habit deals with mistakes, and the original edition calls it a reprimand, later softened to a redirect. As soon as you notice a problem, tell the person exactly what they did wrong and how it affects the work, and let them feel your honest displeasure for a moment.

5. Why a minute is enough

   The book's underlying claim is that people who feel good about themselves produce good results, and that the manager's job is to build that feeling through structure, not through cheerfulness. Clear goals reduce anxiety, because the employee always knows where they stand.

6. Put it to work

   This week, sit with each person you manage and write one goal for their most important responsibility in a few sentences, with a way to check it. Look for one thing each person does well and tell them the same day, naming the behaviour and its effect.