The One Minute Manager

“In this brief story, we present you with a great deal of what we have learned from our studies in medicine and in the behavioral sciences about how people work best with other people. ” (9) By “best,” we mean how people produce valuable results, and feel good about themselves, the organization and the other people with whom they work. (9) The allegory begins with a man searching out for an effective manager.

Most were “autocratic–I keep on top of the situation; bottom-line, hard-nosed, realistic, profit-minded. ” “He heard the pride in their voices and their interest in results. 13) Some were “democratic, participative, supportive, considerate, humanistic. ” (14) “He heard the pride in their voices and their interest in people. ” (14) “It was as though most managers in the world were primarily interested either in results or in people. ” (15) Effective managers manage themselves and the people they work with so that both the organization and the people profit from their presence. (15)

He finally finds one to interview who “listens while his people review and analyze what they’ve accomplished, the problems they had, and what still needs to be accomplished. Yet, “I don’t believe in participating in any of my people’s decision-making. ” But he’s not results-oriented, or people oriented. “How on earth can I get results if it’s not through people? I care about people and results. They go hand in hand. ” People Who Feel Good About Themselves Produce Good Results “Productivity is both quantity and quality, and the best way to achieve both of these results is through people. ” (21) One Minute Goal Setting: Always make clear what our responsibilities are and what we are being held accountable for.

Once it has been communicated, it is recorded on no more than a single page. The One Minute Manager feels that a goal, and its performance standard, should take no more than 250 words to express. He insists that anyone be able to read it within a minute. Is there one for every goal? Yes. Wouldn’t there be a lot of pages? No. 80/20. 80% of our really important results will come from 20% of your goals.

The philosophy of the One Minute Goal Setting is “no surprises”–everyone knows what is expected from the beginning. 29) If someone has a problem, the manager simply answers, “Good! That’s what you’ve been hired to solve. … Tell me, what is your problem–but put it in behavioral terms. I do not want to hear about only attitudes or feelings. Tell me what is happening in observable, measurable terms. … If you can’t tell me what you’d like to be happening, you don’t have a problem yet. You’re just complaining. A problem only exists if there is a difference between what is actually happening and what you desire to be happening. ”