the new one minute manager summary

This matters even more with one-minute redirects: it’s hard for anyone to hear negative feedback about their performance, no matter how constructively you deliver it as their manager.

This hurts the organization and deprives employees of the opportunity to learn and grow from mistakes. Shortform: The World's Best Book Summaries, Shortform Blog: Free Guides and Excerpts of Books, Video Summaries of The New One Minute Manager, 1-Page Summary of The New One Minute Manager, Full Summary of The New One Minute Manager, Chapter 3: “The First Secret: One Minute Goals”, Chapter 5: “The Second Secret: One Minute Praisings”, Chapter 8: “The Third Secret: One Minute Re-Directs”, Chapter 10: “The New One Minute Manager Explains”, Chapter 12: “Why One Minute Praisings Work”, Chapter 13: “Why One Minute Re-Directs Work”, Chapter 14: “Another New One Minute Manager”Summary: “Another New One Minute Manager”, Chapter 15: “The New One Minute Manager’s Game Plan”, The New One Minute Manager Book Summary, by Kenneth H. Blanchard, Spencer Johnson.

The story begins with a man, who is looking for exceptional managers. The young man learns a lot from this experience, which he describes in detail. The manager meets with his team, and he shares the basics of how to manage others successfully. One-minute goals allow people to achieve their goals faster by keeping them focused on what matters most. After the young man leaves Jon’s office, he takes his notes. Want to get the main points of The New One Minute Manager in 20 minutes or less? Soon you teach her to say the word correctly (“snack”) with proper grammar (“please”). Begin the redirect immediately following a mistake. While in his office, the New One Minute Manager’s phone rings. He eventually meets some exceptional leaders who won’t share their secrets with him, so he becomes disheartened. New one-minute managers get great results from people by using three simple, but effective management techniques: This entails having employees set a 250-word goal for each new task.

One leads to high turnover and conflict, whereas the other leads to low profits. Yes. One-minute praisings are quick bursts of positive affirmation delivered by the manager to the employee when the employee has done something that helps the organization.

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The young man tells him that it is based on three secrets of effective leadership: clarity, brevity, and regular feedback.

When there’s trouble or criticism, the nice manager will shy away from it and avoid conflict.
This sets the expectation right out of the gate and eliminates and chance of them being surprised or caught off-guard. It’s not fair (and it’s ineffective) to reprimand someone for not doing something they didn’t know they were supposed to be doing.

The New One minute manager is the story of a young man. The young man now knows how to manage people effectively. Deadlines are an important part of this definition, putting everyone on the same page about when items are due. Once you set a goal for the coming year, split your goals for the months as well as for the week. Jon is a manager at the company and has been there for a long time. This kind of leader is liked by employees, but they don’t grow very much under this leadership style. The book then briefly describes how he applies what he learned to help him run a successful business. He encourages people to speak up if they see him making a mistake as well. Then he hears about a manager who is loved by his employees and produces tremendous results for his company; this leader agrees to meet with him whenever he likes. This only happens if they know their value and feel confident about themselves. Unless it’s an extreme example, you don’t want the first feedback you give to a new hire to be negative. When employees learn to set their own goals, recognize their achievements and redirect themselves back to what is important, they become leaders. A manager uses the analogy of a baby learning how to walk and talk.
I recommend the book to the person who wants to become a leader in his life. A manager uses bowling as an analogy to explain why it’s so important. These are autocrats who treat their employees as mere cogs in a machine: they give orders, expect them to be followed, and don’t train their employees to make decisions on their own. This is because most companies now focus on intrinsic motivation instead of top-down management. Good one-minute praisings are specific and consistent, and the manager must explain why the employee’s success has contributed to organizational goals. One-minute managers are also time-management experts.

But the one minute manager takes a different approach. When they’re competent and have a good attitude, their employees enjoy working with them, learn more quickly under their guidance, and feel better about themselves.

Here's a preview of the rest of Shortform's The One-Minute Manager summary: The book is written in the form of a narrative fable. In the journey, he found the manager that he was looking for and learned 3 secrets to lead the organization.

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