THE ONE MINUTE MANAGER
by Kenneth Blanchard. William Morrow, 1982


The "ABC's" in the Summary Chart represent the Activator, Behavior, and Consequences of a librarian's work "performance" or "products."

This book explains "WHY" the following three simple techniques work: (1) One Minute Goal-setting; (2) One Minute Praisings; and (3) One Minute Reprimands.

The book also explains "HOW" to apply those good management techniques.

In addition, the book can teach you that the quickest way to increase your productivity, profits, satisfaction, and/or personal prosperity is by providing consistent predictable positive reinforcement for desirable work behavior, if you are a manager, or by getting it, if you are a subordinate librarian!

The ideas in this book constitute a revolutionary modern management method that has produced results for all organizations which have used it since it was first published in 1982. This small but very profound book has demystified practical management techniques so you may benefit --- if you choose!

Chapter 3) The First Secret --- "One Minute Goals" (p25)

The first and foremost concept of the philosophy of the "One Minute Manager" is the creation of "One Minute Goals."

The "One Minute Manager" concept always makes it clear WHAT your responsibilities are as an employee and for what you should be held accountable as a supervisor. (p27)

Once the "One Minute Manager" has decided what needs to be done and the subordinate librarian agrees with what needs to be done, they collaborate on creating a "Duty Statement" that includes specific measureable duties and related tasks. Each duty or major goal is recorded on a single page or less!

The "Work Standards" for work duties and related tasks (the work goals and the plans for achieving them) must list specific quantitative measures that will be used to rate each subordinate librarian.

Each "Rating Standard" or criterion that describes each "Duty" and related "Task" should take less than 250 words to express.

Also, the second essential component of the "One Minute Manager" philosophy of management is that a subordinate employee must be able to read and comprehend the explanation within one minute.

The "One Minute Manager" keeps a copy and the subordinate librarian keeps a copy so everything is clear and progress can be checked regularly. A one page statement should be created for each separate duty or work goal in order to "OBJECTIVELY" substantiate each subordinate librarians" accomplishments during the evaluation year. This puts an "objective" focus on the significance of each assigned duty and related task in the context of all others for which the subordinate librarian is responsible. (p28)

Thus, both the manager (or "supervisor") and the subordinate librarian "know" what is "expected" of them professionally from the beginning. This method of "objectively" recording work performance results can decrease the impact of "subjective" personality differences.

Therefore, there should be no surprises in an "annual" Performance Evaluation due to excessively "subjective" and previously unspecified imaginary rating standards in the mind of a supervisor!(p29)

OTHER KEY CHAPTERS

4) One minute goals --- summary (p34)

5) The second secret --- one minute praisings (p36)

6) One minute praisings --- summary (p44)

7) The appraisal (p47)

8) The third secret --- one minute reprimands (p50)

9) One minute reprimands --- summary (p59)

11) Why "one minute" goals work (p65)

12) Why "one minute" praisings work (p76)


13) Why "one minute" reprimands work (p86)

14) The new "One Minute Manager" (p99)


For a more detailed analysis of the main ideas in this book: See the summary of another book:

How to Improve Human Performance


Go to: Achievement and Burnout at Work
Go to: Leadership and Bureaucracy at Work
Go to: Keyword Glossary of Leadership Ideas
Go to: Interactive Index