TheSymbolTheNewOneMinuteManager’ssymbolisintendedtoremindeachofustotakeaminuteoutofourdaytolookintothefacesofthepeopleweleadandmanage.Andtorealize that theyareourmost importantresources.

ContentsTheSymbolAMessagefromtheAuthorsTheStoryofTheNewOneMinuteManagerTheSearchTheNewOneMinuteManagerTheFirstSecret:OneMinuteGoalsOneMinuteGoals:SummaryTheSecondSecret:OneMinutePraisingsOneMinutePraisings:SummaryTheAppraisalTheThirdSecret:OneMinuteRe-DirectsOneMinuteRe-Directs:SummaryTheNewOneMinuteManagerExplainsWhyOneMinuteGoalsWorkWhyOneMinutePraisingsWorkWhyOneMinuteRe-DirectsWorkAnotherNewOneMinuteManagerTheNewOneMinuteManager’sGamePlanAGifttoYourselfAGifttoOthers

AcknowledgmentsTaketheNextStep

AbouttheAuthorsAlsobyKenBlanchardandSpencerJohnsonCopyrightAboutthePublisher

AMessagefromtheAuthorsThe world has changed since the publication of the originalOne Minute

Manager. Today, organizations must respond faster, with fewer resources, tokeepupwithever-changingtechnologyandglobalization.

Tohelpyoulead,manage,andsucceedinthischangingworld,we’rehappytoofferyouTheNewOneMinuteManager.

Since theunderlyingprinciples in thenow-classicstory remain thesame—andhavehelpedsomanymillionsofpeoplearoundtheworld—agooddealofthisstoryalsoremainsthesame.

But,justastheworldhaschanged,sohastheOneMinuteManager.Hehasanew,morecollaborativeapproachtoleadingandmotivatingpeople.

WhenhefirststartedteachinghisThreeSecrets,top-downleadershipwasawayoflife.

Thesedayseffectiveleadershipismoreofaside-by-siderelationship.You’llseethatreflectedinTheNewOneMinuteManager.

Today,people lookformorefulfillment in theirworkandtheir lives.Theywanttofeelengagedandmakeameaningfulcontribution.They’relesswillingtotradetimeonthejobtosatisfyneedsoutsideofwork.

The New One Minute Manager understands this, and treats peopleaccordingly—knowing they are key contributors to the organization’s success.Herealizesthatattractingandkeepingtalentisatoppriority.

Thekeyishowheuseshisnewapproach.AstheancientsageConfuciusadvises,“Theessenceofknowledgeis,having

it,touseit.”Wetrustyou’llconsiderusingtheThreeSecretsyou’lldiscoverinTheNew

One Minute Manager to succeed in your changing world—not only withcolleaguesandassociatesatwork,butalsowithyourfamilyandfriends.

Ifyoudo,we’reconfident thatyouand thepeopleyouworkand livewithwillenjoyhealthier,happier,andmoreproductivelives.

KenBlanchard,PhDSpencerJohnson,MD

TheSearch

ONCEtherewasabrightyoungmanwhowaslookingforaspecialkindofmanagerwhocouldleadandmanageintoday’schangingworld.

Hewanted to find one who encouraged people to balance their work andtheirlife,sothateachbecamemoremeaningfulandenjoyable.

Hewantedtoworkforoneandhewantedtobecomeone.Hissearchhadtakenhimovermanyyearstothefarcornersoftheworld.Hehadbeeninsmalltownsandinthecapitalsofpowerfulnations.Hehadspokenwithmanymanagerswhoweretryingtodealwitharapidly

changing world: executives and entrepreneurs, government administrators andmilitary personnel, university presidents and foundation directors; withmanagers of shops and stores, of restaurants, banks, andhotels;withmen andwomen—youngandold.

Hehadgoneintoeverykindofoffice,largeandsmall,luxuriousandsparse,withwindowsandwithout.

Hewasbeginningtoseethefullspectrumofhowpeoplemanagepeople.Buthewasn’talwayspleasedwithwhathesaw.He had seenmany “tough”managers whose organizations seemed to win

whilethepeopleworkingtherelost.Somethoughttheyweregoodmanagers.Manythoughtotherwise.As theyoungman sat in eachof these “tough”people’s offices, he asked,

“Whatkindofamanagerwouldyousayyouare?”Theiranswersvariedonlyslightly.“I’m a bottom-linemanager—Ikeep on top of the situation,” hewas told.

“Hard-nosed.”“Realistic.”“Profit-minded.”Theysaidtheyhadalwaysmanagedthatwayandsawnoreasontochange.Heheardtheprideintheirvoicesandtheirinterestinresults.Theyoungmanalsometmany“nice”managerswhosepeopleseemedtowin

whiletheirorganizationslost.Someofthepeoplewhoreportedtothemthoughttheyweregoodmanagers.Thosetowhomtheyreportedhadtheirdoubts.As theyoungmansatand listened to these“nice”peopleanswer thesame

question,heheard:“I’maparticipativemanager.”“Supportive.”“Considerate.”“Humanistic.”They also said they had always managed that way and saw no reason to

change.Heheardtheprideintheirvoicesandtheirinterestinpeople.Buthewasdisturbed.Itwas as thoughmostmanagers in theworldwere stillmanaging theway

theyhadalwaysdoneandwereprimarilyinterestedeitherinresultsorinpeople.Managers who were interested in results often seemed to be labeled

“autocratic,” while the ones interested in people were often labeled“democratic.”

Theyoungman thought eachof these types—the“tough”autocrat and the“nice”democrat—wasonlypartiallyeffective.It’slikebeinghalfamanager,hethought.

Hereturnedhometiredanddiscouraged.Hemighthavegivenuphissearchlongago,buthehadonegreatadvantage.

Heknewexactlywhathewaslookingfor.In these changing times, he thought, the most effective managers manage

themselves and the people they work with so that both the people and theorganizationprofitfromtheirpresence.

The youngman had looked everywhere for an effective manager but hadfoundonlyafew.Thefewhedidfindwouldnotsharetheirsecretswithhim.Hebegantothinkmaybehewouldneverfindwhathewaslookingfor.

Thenhebeganhearingmarvelousstoriesaboutaspecialmanagerwholived,surprisingly,inanearbytown.Heheardthatpeoplelikedtoworkforthismanandthattheyproducedgreatresultstogether.

He also heard that when people applied the manager’s principles to theirpersonallives,theygotgreatresultsaswell.

Hewondered if the storieswere really true and, if so,whether this personwouldbewillingtosharehissecretswithhim.

Curious,hephoned theassistant to this specialmanager to see ifhemightgetanappointment.Tohissurprise,theassistantputhimthroughtothemanagerimmediately.

The young man asked when he might be able to meet with him, and themanagersaid,“Anytimethisweekisfine,exceptWednesdaymorning.Youpickthetime.”

Theyoungmanwaspuzzled.Whatkindofmanagerhad thatkindof time

available?Buthewasfascinatedaswell,andwenttoseehim.

TheNewOneMinuteManager

WHEN the young man arrived at the Manager’s office, he found himlooking out the window. The Manager turned and invited him to sit down.“WhatcanIdoforyou?”

“I’veheardgreat thingsaboutyouandwould like toknowmoreabout thewayyoumanage.”

“Well,we’reusingourprovenmethodsinseveralnewwaystodealwithallthechangesthatarehappening,butwecangettothatlater.Let’sbeginwiththebasics.

“Weused to be a top-downmanaged company,whichworked in its time.But today that structure is too slow. It doesn’t inspire people and it stiflesinnovation.Customersdemandquickerserviceandbetterproducts,soweneedeveryone to contribute their talent. The brainpower isn’t only in the executiveoffice—itcanbefoundthroughouttheorganization.

“Sincespeedisacurrencyofsuccessnow,leadingwithcollaborationisfarmoreeffectivethantheoldcommand-and-controlsystem.”

“Howdoyouleadwithcollaboration?”“ImeetwithourteamonceaweekonWednesdaymornings—that’swhyI

couldn’tmeetwithyouthen.AtthosemeetingsIlistenasourgroupreviewsandanalyzes what they achieved the previous week, the problems they had, whatremains to be accomplished, and their plans and strategies to get those thingsdone.”

“Are the decisionsmade at thosemeetings binding on both you and yourteam?”

“Yes, they are. The purpose of themeeting is for people to participate inmakingkeydecisionsaboutwhatthey’regoingtodonext.”

“Thenyou’reaparticipativemanager,aren’tyou?”askedtheyoungman.“Notreally.Ibelieveinfacilitating,butnotinparticipatinginmakingother

people’sdecisions.”“Thenwhatisthepurposeofyourmeetings?”“Didn’tIjusttellyouthat?”Theyoungmanfeltuncomfortableandwishedhehadn’tmadethatmistake.

The Manager paused and took a breath. “We’re here to get results. Bydrawingonthetalentsofeveryone,we’realotmoreproductive.”

“Oh,soyou’remoreresults-orientedthanpeople-oriented.”TheManagergot tohis feetandbegan towalkabout.“Tosucceedsooner,

managersmustbebothresults-orientedandpeople-oriented.“Howonearthcanwegetresultsifit’snotthroughpeople?SoIcareabout

peopleandresults,becausetheygohandinhand.“Takealookatthis.”TheManagerpointedtohiscomputer.“Ikeepthisas

myscreensavertoremindmeofapracticaltruth.”

*

PeopleWhoFeelGoodAboutThemselves

ProduceGoodResults.

*

As the young man looked at the screen, the Manager said, “Think aboutyourself.Whendoyouworkbest?Isitwhenyoufeelgoodaboutyourself?Orwhenyoudon’t?”

The youngman nodded as he began to see the obvious. “I getmore donewhenI’mfeelinggoodaboutmyself.”

“Ofcourseyoudo,andsodoeseveryoneelse.”“So,”thevisitorsaid,“helpingpeoplefeelgoodaboutthemselvesisakeyto

productivity.”“Yes. However, remember—productivity ismore than just the quantity of

workdone.Itisalsothequality.”Hewalkedovertothewindowandsaid,“Lookatthis.”

When the young man reached the window, the Manager pointed to arestaurantbelow.“Doyouseehowmanycustomersthatrestauranthas?”

Theyoungmansawpeoplelinedupoutsidetherestaurantdoor.“Mustbeagoodlocationforarestaurant,”heobserved.

TheManagerasked,“Ifthat’strue,whyaren’tpeoplelinedupinfrontoftheother restaurant two doors away? Why do people want to eat at the firstrestaurantandnotatthesecond?”

Theyoungmanreplied,“Becausethefoodandservicearebetter?”“Yes. It’s pretty simple.Without giving people a quality product and the

servicetheywant,youwon’tstayinbusinessforlong.“It’s easy to miss the obvious. The best way to achieve these successful

resultsiswithpeople!It’sthepeopleinthebestrestaurantsthatarecreatingtheirsuccess.”

This piqued the young man’s interest. As they sat back down, he said,“You’vealreadystatedthatyou’renotaparticipativemanager.Justhowwouldyoudescribeyourself?”

“TheycallmeaNewOneMinuteManager.”Theyoungman’sfaceshowedsurprise.“Awhat?”TheManager laughed and said, “They callme that becausewe’re finding

newwaystogetgreatresultsinverylittletime.”Although the young man had spoken with many managers, he had never

heardonetalklikethis.Itwashardtobelieve—someonewhogetsgoodresults

withouttakingalotoftime.Seeing the doubt on the youngman’s face, theManager said, “You don’t

believeit,doyou?”“Imustadmitit’shardformeeventoimagine.”TheManager laughed and said, “Listen, if you really want to knowwhat

kindofmanagerIam,whydon’tyoutalkwithsomeofthepeopleonourteam?”TheManager turned to his computer, printed out a list, and gave it to the

young man. “Those are the names, positions, and phone numbers of the sixpeoplewhoreporttome.”

“WhichonesshouldItalkto?”theyoungmanasked.“That’s your decision. Pick any name. Talk to any one of them or all of

them.”“Well,Imean,whoshouldIstartwith?”“AsIsaidearlier,Idon’tmakedecisionsforotherpeople,”theManagersaid

firmly.“Makethatdecisionyourself.”Thenhewasquietforwhatseemedlikealongmoment.

Theyoungman started to feel uncomfortable, andwishedhe hadn’t askedtheManagertomakeadecisionforhimthathecould’vemadehimself.

The Manager stood up and walked his visitor to the door. “You want toknowaboutleadingandmanagingpeople,andIadmirethat.

“If you have any questions after talking with some of the people on ourteam,”headded,“comebackandseeme.

“Iwould,infact,liketogiveyoutheconceptofOneMinuteManagementasagift.Someonegave it tomeonce and it’smade abigdifference.Whenyoucometounderstandit,youmaywanttobecomeamanageryourselfsomeday.”

“Thankyou,”theyoungmansaid.Ashelefttheoffice,hepassedCourtney,theManager’sassistant.She said, “I can see from your thoughtful expression that you’ve already

experiencedourManager.”Theyoungman,stilltryingtofigurethingsout,said,“IguessIhave.”“IsthereanywayIcanhelpyou?”sheasked.“Yes,thereis.HegavemethislistofpeopleImighttalkto.”She looked at the list. “Three of these people are traveling this week.

However, Teresa Lee, Paul Trenell, and Jon Levy are here today. I’ll phoneaheadandhelpyougetintoseethem.”

“I’dappreciateit,”saidtheyoungman.

TheFirstSecret:OneMinuteGoals

WHEN the young man arrived at Teresa Lee’s office, she removed herreadingglassesandsmiled.“Ihearyou’vebeentoseeourManager.He’squiteaguy,isn’the?”

“Heseemstobe.”“Didhesuggestyoutalkwithusaboutthewayhemanages?”“Hesuredid.”Teresasaid,“It’samazinghowwellitworks.I’mstillsurprisedathowlittle

timeheneedstospendwithmesinceI’velearnedhowtodomyjob.”“Isthattrue?”“You’dbetterbelieveitis.Ihardlyeverseehimnow.”“Youmeanyoudon’tgetanyhelpfromhim?”askedtheyoungman.“NotasmuchasIdidwhenIstarted.Althoughhedoesspendtimewithme

at thebeginningof a new taskor responsibility.That’swhenhe and I set ourOneMinuteGoals.”

“OneMinuteGoals?Whatarethey?”“That’s the firstof theThreeSecrets toOneMinuteManagement,”Teresa

said.“ThreeSecrets?”theyoungmanasked,wantingtoknowmore.“Yes,” said Teresa. “Setting One Minute Goals is the beginning of One

MinuteManagement.Yousee,inmostorganizationswhenyouaskpeoplewhattheydoandthenasktheirboss,alltoooftenyougettwodifferentanswers.

“In fact, in some organizations I’ve worked in, any relationship betweenwhatIthoughtmyjobresponsibilitieswereandwhatmybossthoughttheywerewaspurelycoincidental.AndthenIwouldgetintroublefornotdoingsomethingIdidn’teventhinkwasmyjob.”

“Doesthateverhappenhere?”askedtheyoungman.“No!”Teresasaid.“Itdoesn’thappenhere.OurManagerworkswithus to

make it clear what our responsibilities are and what we are being heldaccountablefor.”

“Justhowdoeshedothat?”theyoungmanwantedtoknow.“Moreefficientlythanever,”Teresasaidwithasmile.“Infact,thesedaysI

callhimtheNewOneMinuteManager,becausehe’sdoingthingsinnewwaysthatareevenmoreeffectivenow.”

“Howso?”Sheexplained,“Forexample,insteadofsettingourgoalsforus,helistensto

ourinputandworksside-by-sidewithustodevelopthem.Afterweagreeonourmostimportantgoals,eachisdescribedononepage.

“Hefeels thatagoalanditsperformancestandard—whatneeds tobedoneandbywhatduedate—shouldtakenomorethanaparagraphortwotoexpress,soitcanbereadandreviewedinaboutaminute.

“Oncewe’vewrittenthegoalsoutconcisely,it’seasytolookatthemoftenandstayfocusedonwhat’simportant.

“Finally,Ie-mailmygoalstohimandkeepcopies,soeverythingisclearandwecanbothperiodicallycheckmyprogress.”

“Ifyouhaveaone-pagedescriptionforeverygoal,wouldn’ttherebealotofpagesforeachperson?”

“No,therereallyaren’t.Webelieveinthe80/20rule.Thatis,80%ofyourreally important results will come from 20% of your goals. So we set OneMinuteGoalsononlythat20%—thatis,ourkeyareasofresponsibility—maybethree to five goals.Of course, in the event a special project comesup,we setspecialOneMinuteGoals.”

She continued, “Since each goal can be read in about a minute, we areencouragedto takeamomenteverynowand then to lookatwhatwe’redoingandseeifitmatchesourgoals.

“Ifnot,weadjustwhatwe’redoing.Ithelpsussucceedsooner.”The young man observed, “So you look to see if you’re doing what’s

expected,ratherthanwaitingforyourmanagertotellyou.”“Yes.”“So,inaway,you’remanagingyourself.”“Exactly,”Teresasaidwithanod.“And it’s easier,” she added, “because we know what our job is. Our

Manager makes sure we knowwhat good performance looks like because heshowsus.Inotherwords,expectationsarecleartobothofus.

“However,manyofusworkremotely,andourManagerisn’talwaysabletoshowusinperson,buthedoessoinotherways.”

“Canyougivemeanexample?”“Sure,”saidTeresa.“Oneofmygoalswastoidentifyaproblemandcome

upwithasolutionthat,whenimplemented,wouldturnthesituationaround.

“Earlyon,whenIstartedtoworkhere,Iwastravelingandspottedaproblemthatneededtobesolved,butIdidn’tknowwhattodo.SoIcalledhim.Whenheansweredthephone,Isaid,‘Ihaveaproblem.’BeforeIcouldgetanotherwordout, he said, ‘Good!That’swhat you’ve been hired to solve.’Then therewasdeadsilenceontheotherendofthephone.

“Ididn’tknowwhattosay.Ieventuallysputtered,‘But,but...Idon’tknowhowtosolvethisproblem.’

“‘Teresa,’hesaid,‘oneofyourgoalsforthefutureisforyoutoidentifyandsolveyourownproblems.Butsinceyouarenew,let’stalk.Sotellmewhattheproblemis.’

“IthentriedtodescribetheproblemthebestIcould.ButIwasallovertheplace,feelingnervousanddefensive.

“MyManagerputmeateasewhenhegentlysaid,‘Justtellmewhatpeoplearedoing,ornotdoing,that’scausingtheproblem.’

“HearingthatmademethinkabouttherealprobleminsteadofmyselfandIdescribedtheproblemthewayheaskedmeto.

“He said, ‘That’s good, Teresa! Now tell me what you would like to behappening.’

“‘I’mnotsureIknow,’Isaid.“‘Thencallmebackwhenyouknow,’hesaid.“Ijustfrozeinamazementforafewseconds.Ididn’tknowwhattosay.He

mercifullybrokethesilence.“‘Ifyoucan’ttellmewhatyou’dliketobehappening,’hesaid,‘youdon’t

haveaproblemyet.You’rejustcomplaining.Aproblemonlyexistsifthereisadifference between what is actually happening and what you desire to behappening.’

“Being a quick learner, I suddenly realized I knew what I wanted to behappening.AfterItoldhim,heaskedmetotalkaboutwhatmayhavecausedthediscrepancybetweentheactualandthedesired.

“AfterIdidthat,hesaid,‘Now,whatareyougoingtodoaboutit?’“‘Well,IcoulddoA,’Isaid.“‘IfyoudidA,wouldwhatyouwanttohappenactuallyhappen?’heasked.“‘No,’Isaid.“‘Thenyouhavealousysolution.Whatelsecouldyoudo?’heasked.“‘IcoulddoB,’Isaid.“‘But if you do B, will what you want to happen really happen?’ he

counteredagain.

“‘No,’Irealized.“‘Thenthat’salsoabadsolution,’hesaid.‘Whatelsecanyoudo?’“Ithoughtaboutitforacoupleofminutesandsaid,‘IcoulddoC.ButifIdo

C,whatIwantwon’thappen,sothat’snotasolution,isit?’“‘Right.You’re starting to comearound,’ he joked. ‘Is there anything else

youcoulddo?’“Feelingrelieved,Ilaughedandsaid,‘MaybeIcouldcombinesomeofthese

solutions.’“‘Thatsoundsworthtrying,’hesaid.“‘Infact,ifIdoAthisweek,Bnextweek,andCintwoweeks,I’llhaveit

solved.That’sfantastic.Thankssomuch.Yousolvedmyproblemforme.’“‘Ididnot,’heinsisted.‘Yousolvedityourself.Ijustaskedyouthekindsof

questionsyoucanaskyourselfinthefuture.’“Iknewwhathehaddone,ofcourse.He’dshownmehowtosolveproblems

sothatIcoulddoitonmyown.”“Is thatwhatyoumeanby seeingwhatgoodperformance looks like?” the

youngmanasked.“Yes.MyManagershowsmehowtodo itsoIcanunderstand itanddo it

myself.“Thenattheendofthecall,hesaid,‘You’regood,Teresa.Rememberthat

thenexttimeyouhaveaproblem.’”Teresa leanedback inherchairand lookedas ifshewere relivingher first

encounterwiththeManager.“I remember smiling afterward. I realized what he was doing meant he

wouldn’thavetoparticipatesomuchwithmeinthefuture.”“That’sbecauseyoucouldlearntosolveproblemsbetteryourself.”“Yes. Hewants everyone on our team to enjoy doing our jobs better and

sooner.”Theyoungman thought foramomentandsaid,“Icanseehowthiswould

maketheorganizationmoreresponsive,withmorepeopleontheteamabletoactontheirown.

“DoyoumindifIwriteabriefsummaryofwhatI’velearnedsofar?”Teresaresponded,“Ithinkthat’sagoodidea.”Thentheyoungmanwrote:

OneMinuteGoals:Summary

ONEMINUTEGOALSWORKWELLWHENYOU:1.Planthegoalstogetheranddescribethembrieflyandclearly.Showpeoplewhat

goodperformancelookslike.

2.Havepeoplewriteouteachoftheirgoals,withduedates,onasinglepage.

3.Askthemtoreviewtheirmostimportantgoalseachday,whichtakesonlyafewminutestodo.

4.Encouragepeopletotakeaminutetolookatwhatthey’redoing,andseeiftheirbehaviormatchestheirgoals.

5. If it doesn’t, encourage them to re-thinkwhat they’redoing so theycanrealizetheirgoalssooner.

TheyoungmanshowedhissummarytoTeresa.“That’sit!”shesaid.“You’reafastlearner.”“Thankyou,”hesaid,feelinggoodabouthimself.“IfsettingOneMinuteGoalsis theFirstSecret tobecomingaOneMinute

Manager,canIaskwhattheothertwoare?”Teresa grinned, looked at her watch, and said, “Why don’t you ask Paul

Trenell?You’rescheduledtoseehimafterwefinish,aren’tyou?”Hewas impressed thatTeresaalreadyknewhisschedule.Herose toshake

herhandandsaid,“Yes,andthankyousomuchforyourtime.”“You’rewelcome.TimeisonethingIhavealotmoreofnow.Asyoucan

probablytell,I’mbecomingaNewOneMinuteManagermyself.”“Youmeanyounoticewhat’schanging,andlookfornewwaystoapplythe

ThreeSecrets?”“Yes.Adaptingtochangeisoneofmymaingoals.”

TheSecondSecret:OneMinutePraisings

AS theyoungman leftTeresa’soffice,hewasstruckby thesimplicityofwhat he’d heard. He thought, It makes sense. After all, how can you be aneffective manager unless you and your team are clear about goals and whatgoodperformancelookslike?

WhenhegottoPaulTrenell’soffice,hewassurprisedtomeetsomeonesoyoung.Paulwasinhislatetwentiesorearlythirties.

“Soyou’vebeentoseeourManager.He’squiteaguy,isn’the?”TheyoungmanwasalreadygettingusedtotheManagerbeingcalled“quite

aguy.”“Iguessheis.”“Didhetellyouabouthowhemanages?”“Hedid.Isittrue?”askedtheyoungman,wonderingifhe’dgetadifferent

answerfromTeresa’s.“Itsureis.MybossatthelastplaceIworkedwasamicromanager,butour

NewOneMinuteManagerdoesn’tbelieveinthatstyle.”“Youmeanyoudon’tgethelpfromhim?”“NotasmuchasIdidwhenIwasfirstlearning.Hetrustsmemorenow.“However,hespendsagoodamountoftimewithmeat thebeginningofa

newprojectorresponsibility.”“Yes,IjustlearnedaboutsettingOneMinuteGoals,”interjectedtheyoung

man.“Actually,Iwasn’tthinkingaboutOneMinuteGoals.IwasreferringtoOne

MinutePraisings.”“OneMinutePraisings?IsthattheSecondSecret?”“Yes. In fact,when I first started toworkhere,myManagermade it very

cleartomewhathewasgoingtodo.”“Whatwasthat?”“Hesaiditwouldbealoteasierformetodowellifhegavemecrystal-clear

feedback on how Iwas doing.He said itwould helpme succeed—that I hadtalentandhewantedtokeepme.Healsowantedmetoenjoymyworkandtobeabighelptotheorganization.

“ThenhesaidhewouldletmeknowinveryspecifictermswhenIwasdoingwellandwhenIwasn’t.Hecautionedmethatitmightnotbeverycomfortableatfirstforeitherofus.”

“Why?”“Because, ashepointedout tome then,mostmanagersdon’tmanage that

way.Heassuredmethatifsucceedinginmyjobwasimportanttome,Iwouldsoonrealizethatfeedbackisaninvaluabletool.”

“Canyougivemeanexampleofwhatyou’retalkingabout?”“Sure,”Paul replied.“WhenIstartedworkinghere, Inoticed thataftermy

ManagerandIsetourOneMinuteGoals,hestayedinclosecontact.”“Howdidhedothat?”“Twoways. First, he observedmy activities. Even if hewas far away, he

wouldlookatvariousdatathatshowedhowIwasdoing.Second,herequiredmetosendhimreportsofmyprogress.”

“Howdidyoufeelaboutthat?”“At first, it was unsettling. Then I recalled that he’d said he would be

watchingmeinthebeginninginordertocatchmedoingsomethingright.”“Catchyoudoingsomethingright?”saidtheyoungman.“Yes.Wehaveasayingaroundherethateverymanagerlivesby.”

*

HelpPeopleReachTheirFullPotential.

CatchThemDoingSomething

Right.

*

Theyoungmanhadneverheardofamanagerdoingthat,eventhoughhe’dmetmanymanagers.

Paul continued, “In most organizations the managers spend most of theirtimecatchingpeopledoingwhat?”

Theyoungmansmiledknowinglyandsaid,“Doingsomethingwrong.”“Right!”Paulsmiled.“Nopunintended.“Hereweputtheaccentonthepositivebycatchingpeopledoingsomething

right,especiallyastheybeginanewtask.”The youngmanmade a few notes, then glanced up and asked, “So, what

happenswhenhecatchesyoudoingsomethingright?”“That’swhenhegivesaOneMinutePraising,”Paulsaidwithdelight.“Whatdoesthatmean?”theyoungmanasked.“Whenhenoticesyouhavedonesomethingright,hetellsyoupreciselywhat

youdidright,andhowgoodhefeelsaboutit.“He pauses for a moment so you can feel it, too. Then he reinforces the

praisebyencouragingyoutokeepupthegoodwork.”“Idon’tthinkI’veeverheardofamanagerdoingthat,”theyoungmansaid.

“Thatmustmakeyoufeelprettygood.”“Itcertainlydoes,and forseveral reasons.First, IgetaPraisingsoonafter

I’vedonesomethingright.”Paulleanedforwardandconfided,“Idon’thavetowaitforaperformancereview,ifyouknowwhatImean.”

“I know,” the young man said. “It’s awful to have to wait to know howyou’redoing.”

“I agree. Second, since he specifies exactly what I did right, I know heknowswhatIamdoingandissincere.Third,heisconsistent.”

“Consistent?”echoedtheyoungman.“Yes.He praisesmewhen I’m doingmy jobwell and deserve it, even if

thingsarenotgoingwellforhimpersonallyorhereatwork.Iknowhemaybeannoyedaboutthingshappeningelsewhere.ButherespondstowhereIam,notjusttowhereheisatthetime.Ireallyappreciatethat.”

“Doesn’t all this praising takeup a lot of theManager’s time?” theyoungmanasked.

“No. Remember, you don’t have to praise someone for very long for that

person to know you notice how they’re doing. It usually takes less than aminute.”

Theyoungmansaid,“Andthat’swhyit’scalledaOneMinutePraising.”“Right,”saidPaul.“Soishealwaystryingtocatchyoudoingsomethingright?”“No,ofcoursenot,”Paulanswered.“It’smostlyinthebeginning,whenyou

startworkinghereandwhenyoubeginanewprojectorresponsibility.Afteryougettoknowtheropes,youknowhehasconfidenceinyoubecauselateronyoudon’tseehimthatoften.”

“Really?Isn’tthataletdownafteralltheattention?”“Notreally,becauseyouandhehaveotherwaysofknowingwhenyourjob

performanceispraiseworthy.Youbothcanreviewthedatathathasbeenposted—salesfigures,expenditures,productionschedules,andsoon.

“Intime,”Pauladded,“youbegintocatchyourselfdoingthingsright.Youstartpraisingyourself.Youwonderwhenhemightpraiseyouagain—whichhesometimes does—and that keeps you going even when he’s not around. It’suncanny.I’veneverworkedsohardatajobinmylife.Orenjoyeditsomuch.

“Here’swhy:IknowwhenIgetaPraising,I’veearnedit.I’veseenhowitbuildsconfidence,whichturnsouttobeveryimportant.”

“Whydoyouthinkthat’ssoimportant?”“Becauseconfidencethatisearnedhelpsyoudealwithallthechangesthat

are occurring.We’re expected to be confident enough to innovate in order tostayahead.”

“Is that why yourManager gives you the opportunity to solve a problemyourself,ratherthanparticipatinginyourdecision?”

“Yes.Plus, it saves amanager time. I do the samewith thepeopleonmyteam,sothey,too,becomemorecapable.”

“I’m beginning to see a pattern here. You connect One Minute Goals toPraisings,whichbringsoutthebestinpeople.”

“Exactly.”“Couldyougivemeamoment tomakesomenotesabouthow touseOne

MinutePraisings?”“Certainly,”Paulsaid.Theyoungmanwrote:

OneMinutePraisings:Summary

AONEMINUTEPRAISINGWORKSWELLWHENYOU:

THEFIRSTHALF-MINUTE

1.Praisepeopleassoonaspossible.

2.Letpeopleknowwhattheydidright—bespecific.

3.Tellpeoplehowgoodyoufeelaboutwhattheydidright,andhowithelps.

PAUSE

4.Pauseforamomenttoallowpeopletimetofeelgoodaboutwhatthey’vedone.

THESECONDHALF-MINUTE

5.Encouragethemtodomoreofthesame.

6.Makeitclearyouhaveconfidenceinthemandsupporttheirsuccess.

“So, if OneMinuteGoals and Praisings are the First and Second Secrets,mayIaskwhattheThirdSecretis?”

Paul rose from his chair. “Maybe you’d like to ask Jon Levy that. Iunderstandyou’replanningtotalkwithhimnext.”

“Yes,Iam.Iwanttothankyousomuchforyourtime.”“That’sOK. Time is one thing I havemore of. You see, I’m becoming a

NewOneMinuteManagermyself.”The visitor nodded. This was not the first time he’d heard that in this

organization.Heleft thebuildingandtookawalkamongthetreesnearbytothinkabout

whathewasdiscovering.Hewas struck again by the common sense and simplicity ofwhat he had

heard. How can you argue with the effectiveness of catching people doingsomethingright?theyoungmanthought.Isn’tthatwhateveryonewouldliketoexperience?

But do One Minute Praisings really work? he wondered. Does this OneMinuteManagementstuffreallygetbottom-lineresults?

Ashewalkedalong,hiscuriosityaboutresultsincreased.Sohereturnedtothe Manager’s assistant and asked if it would be possible to reschedule hisappointmentwith JonLevy for sometime thenextmorning.He explained thatbefore he talked to Jon, he wanted to speak with someone who would haveinformationonallthedifferentdivisionsinthecompany.

“Jon says tomorrow morning is fine,” Courtney said as she hung up thephone.

Then she calleddowntownandmade thenewappointment theyoungmanhadrequested.HewastoseeLizAquino.Courtneysaid,“I’mconfidentshewillbeabletogiveyouthedatayou’relookingfor.”

Hethankedherand,feelinghungry,wentacrossthestreettohavesomethingtoeatandtoprepareforhisnextmeeting.

TheAppraisal

AFTER lunch, the youngman went downtown andmet with Liz Aquino.Followingapolitediscussionaboutwhyhewasthere,hegotdowntobusinessbyasking, “Basedon thedatayouhave,what is thebestmanagedof all youroperationsinthecompany?”

Amoment later he laughed as he heardLiz say, “Youwon’t have to lookveryfar,becauseitistheNewOneMinuteManager’s.Hisoperationisthemostefficientandeffectiveofallofourfacilities—andit’sbeen thatwayforyears.Nomatterhowthingschange,headapts.He’squiteaguy,isn’the?”

“Remarkable,”said theyoungman.“Doeshehave thebestequipmentandtechnology?”

“No,”saidLiz.“Infact,he’sgotsomeoftheoldest.”“Well, he can’t be perfect,” said the youngman, still puzzled by theNew

OneMinuteManager’sstyle.“Doeshehavemuchturnover?”“Cometothinkofit,”Lizsaid,“hedoeshaveturnover.Peopledoleavehis

division.”“Aha,”theyoungmansaid,thinkinghewasontosomething.“WhathappensaftertheyleavetheNewOneMinuteManager?”theyoung

manasked.“Weusuallygivethemtheirownoperation,”Lizresponded.“He’sourbest

developerofpeople.Wheneverwehaveanopeningandneedagoodmanager,wecallhim.Healwayshassomebodywhoisready.”

Fascinated, he thanked Liz for her time—but this time he got a differentresponse.

“IwasgladIcouldfityouintoday,”shesaid.“Therestofmyweekisreallyjammed.IwishIknewhowhecontinuestodoit.I’vebeenmeaningtogooverthereandseehim,butIjusthaven’thadtime.”

Smiling,theyoungmansaid,“I’llgiveyouhisSecretsasagiftwhenIfindthemoutmyself.Justlikehe’ssharingthemwithme.”

“Thatwouldbeapreciouspresent,”Lizsaidwithasmile.Shelookedatherclutteredofficeandsighed.“IcouldusewhateverhelpIcanget.”

He leftLiz’s office andwalkedout of the building, shakinghis head.The

Managerwasabsolutelyfascinatingtohim.Thatnight theyoungmanhadaveryrestlesssleep thinkingabout thenext

day—aboutlearningtheThirdSecret.

TheThirdSecret:OneMinuteRe-Directs

THEnextmorninghearrivedatJonLevy’sofficeatthestrokeofnine.Hegot theusual“He’squiteaguy, isn’the?”routine,butbynowtheyoungmanwasgettingtothepointwherehecouldsincerelysay,“Yes,heis!”

Jonsaid,“He’samazing.He’sbeenaroundforyearsbuthe’smovedwiththetimes.Hekeepsthingsnewandfresh.He’sevolvedandhe’ssharperthanever.

“One of the most remarkable things he does differently now is how herespondstouswhenwe’vedonesomethingwrong.”

“When you do somethingwrong? I thought a keymotto around herewasCatchPeopleDoingSomethingRight.”

“Itis,”saidJon.“But—“YouneedtoknowI’vebeenworkinghereforagoodwhileandIknowthis

operationinsideandout.Asaresult,myManagerdoesn’thavetospendmuchtimewithmeonOneMinuteGoalsorPraisings.Infact,IusuallywriteoutmygoalsbeforeImeetwithhim.Thenwegooverthem.”

“Doyouwriteeachgoalonaseparatepage?”“Yes.Nolongerthanaparagraphortwo,whichtakesonlyaboutaminuteto

review.“IlovemyworkandI’mgoodatit.I’velearnedtogivemyselfPraisings.In

fact,Ibelieveifyou’renotforyourself,whois?”Thenheadded,“AndI’mforothers,too.”

“So,doesn’tyourManagerpraiseyou?”“Sometimes. But he doesn’t have to very often because I beat him to the

punch. When I do something especially good, I might even ask him for aPraising.”

“Howwouldyoueverhavethenervetodothat?”askedtheyoungman.“It’slikemakingabetwhereIeitherwinorbreakeven.Ifhegivesmethe

Praising,Iwin.Butifhedoesn’t,Ibreakeven.Ididn’thaveitbeforeIasked.”Theyoungmansmiled.“Ilikethatidea.“Butwhataboutwhensomethinggoeswrong?”“Well,mistakesdohappen.IfIorsomeoneonmyteammakesasignificant

mistake,that’swhenImaygetaOneMinuteRe-Direct.”

“Awhat?”theyoungmanasked.“AOneMinuteRe-Direct.It’sthenewversionoftheimportantThirdSecret.“Praisingpeopledoesn’talwaysworkifitisn’tcombinedwithRe-Directsto

correctmistakeswhentheyoccur.“WhileIdon’talways likesomeonepointingoutmymistakes,aRe-Direct

canhelpmegetbackontrackandachievemygoals.Andthathelpsbothmeandourorganizationsucceed.

“Backwhenwewereatop-downmanagedcompany,thisThirdSecretwascalledtheOneMinuteReprimand,whichwasremarkablyeffectiveforitstime.ButtheNewOneMinuteManageradapteditwhenthingschanged.”

“Adaptedit?”“Yes.Todaywe need to getmore done soonerwith fewer resources.And

peoplewanttofindmoresatisfactionandvalueintheirwork.“Now,everybodyneedstobealearnerbecausethingsarechangingsomuch.

EvenifI’manexpert,thenextdaymyareamightbeeliminated.AOneMinuteRe-Direct helps me learn, because it can let me see what I need to dodifferently.”

Thevisitorasked,“Howdoesitwork?”“It’ssimple,”saidJon.“Ifiguredyou’dsaythat.”Jon laughed and continued, “If Imake amistake,myManager is quick to

respond.”“Whatdoeshedo?”“First,hemakessurehe’smadethegoalwe’vesetclear.Ifitisn’t,hetakes

responsibilityforthat,andclarifiesthegoal.“ThenheprovidesmewithaOneMinuteRe-Directintwoparts.Inthefirst

halfhefocusesonmymistake.Inthesecondhalfhefocusesonme.”“Sowhendoeshedothis?”“Assoonashebecomesawareofthemistake.Heconfirmsthefactswithme

andwereviewwhat’sgonewrong.He’sveryspecific.“Thenhetellsmehowhefeelsaboutthemistakeanditspossibleimpacton

ourresults,sometimesinnouncertainterms.“Afterhetellsmehowhefeels,he’squietforafewsecondstoletitsinkin.

Thatquietpauseturnsouttobesurprisinglyimportant.”“Why?”“Becauseaquietmomentgivesmetimetofeelconcernedaboutmymistake

andthinkabouttheimpactitmighthaveonmeandtheorganization.”

“Howlongishequiet?”“Only a few seconds, but sometimes it seems longer when you’re on the

receivingend.”Joncontinued.“InthesecondpartoftheRe-Direct,heremindsmethatI’m

better thanmymistakeand thathehasconfidenceand trust inme.Hesayshedoesn’texpectarepeatofthatmistakeandlooksforwardtoworkingwithme.”

“ItsoundstomethattheRe-Directmakesyouthinktwiceaboutwhatyou’vedone.”

Jonnodded.“Itdoes.”“Could you tell memore about the key parts of using a OneMinute Re-

Direct?”“Sure.HespecifiesexactlywhatwentwrongsoIknowthathe’sontopof

thingsandthathedoesn’twantmeormyteamtobeknownforpoorormediocrework.

“SinceheendstheRe-Directbyreaffirmingthathevaluesmeandmyteam,it’s easier forme not to react negatively and become defensive. I don’t try torationalizeawaymymistakebyfixingblameonsomebodyelse.

“Of course, it helps to know that hewill take responsibility if a goal isn’tcleartoeveryone.Becauseofthat,Iknowhe’sbeingfair.

“TheRe-Directonlytakesaboutaminute,andwhenit’sover,it’sover.Butyourememberit,andsinceitendsinasupportiveway,youwanttogetbackontrack.”

“Iknowwhatyou’retalkingabout,”theyoungmansaid.“I’mafraidIaskedhim—”

Joninterrupted,“Ihopeyoudidn’taskhimtomakeadecisionforyou.”Theyoungmanwasembarrassed.“Idid.”Jon chuckled. “Then you know a little about what it’s like to be on the

receivingendofaOneMinuteRe-Direct,althoughIsuspectyougotamildone.“Aroundherewe’reawarethatifyouarenewtoourcompany’sculturebut

youneedaRe-Direct,itshouldbeamildonesoyoudon’tgetdiscouraged.Ourgoalistobuildconfidenceinpeopletohelpusgetbetterresults.”

“Itmayhavebeenamildone,” theyoungmansaid,“but Idon’t think I’llaskhimtomakeadecisionformeagain.”

Then he asked, “Does he ever make a mistake? He seems almost tooperfect.”

Jonlaughed.“Ofcoursehemakesmistakes.He’shuman.Buthe’sthefirsttoacknowledgeit.

“Infact,heevenencouragesustospeakupifwenoticehemaybemistakenabout something. It doesn’t happen often, but he says it helps him prevent anerrorhemightmakeinthefuture.It’soneofthemanyreasonswelikeworkingwithhim.

“He can be gruff sometimes, but he has a good sense of humor, and thathelps.

“For example, he’s really good at catching a mistake I’ve made, butsometimesheforgetstogivemethesecondhalfoftheRe-Direct.”

“Thepartwherehethinkswellofyouasaperson?”“Yes.Whenheforgets,Ipointitouttohimandkidhimaboutit.”“Youreallydothat?”“Well,ImightfirsttakesometimetounderstandwhatIdidwrongandthink

aboutwhatIneedtochange.“JusttheotherdayIphonedhimtosayIknewIwaswrongandwouldn’tlet

ithappenagain.ThenIlaughedandsaidI’dreallyliketogetthereaffirmingpartoftheRe-Direct,whichheforgottodo,soIcouldfeelbetter.”

“Andwhatdidhedo?”“He laughed, then apologized and said he meant to say he still has

confidenceandtrustinme.Whenwehungup,Ididfeelbetter.”“Thatamazesme,”theyoungmansaid.“Yes,whenhekeepshissenseofhumor,ithelpshimandeveryonearound

him.He’staughtustolaughatourselveswhenwemakeamistake,andgetoveritbydoingbetterwork.”

“Wow!Sohowdidyoulearntodothat?”“Bywatchinghimdoit.”Theyoungmanwasbeginningtorealizehowvaluablesuchamanagercould

be.“InoticetheThirdSecretcontinuesapatterninthisOneMinutesystemof

leading andmanaging.Goalsmake clearwhat ismost important to focus on,Praisings build confidence that helps you succeed, and Re-Directs addressmistakes. And all three of these help people feel better about themselves andproducegoodresults.

“WhydoesusingacombinationofGoals,Praisings,andRe-Directsworksowell?”

“I’ll let you ask ourNewOneMinuteManager that,” Jon said as he rosefromhischairandwalkedhimtothedoor.

Theyoungmanthankedhimforhistime.

Jonsmiled.“Youalreadyknowwhatmyresponse to thesubjectof time isgoingtobe.”

They both laughed. The youngman was beginning to feel like an insiderratherthanavisitor,anditfeltgood.

Assoonashewasinthehall,theyoungmanrealizedhowmuchinformationJonhadgivenhiminthelittletimethey’dspenttogether.

HemadenotestoremindhimselfhowtouseaOneMinuteRe-Directwhenapersonhasmadeamistake.

OneMinuteRe-Directs:Summary

IFTHEGOALISCLEAR,AONEMINUTERE-DIRECTWORKS

WELLWHENYOU:

THEFIRSTHALF-MINUTE

1.Re-Directpeopleassoonaspossible.

2.Confirmthefactsfirst,andreviewthemistaketogether—bespecific.

3.Expresshowyoufeelaboutthemistakeanditsimpactonresults.

PAUSE

4.Bequietforamomenttoallowpeopletimetofeelconcernedaboutwhatthey’vedone.

THESECONDHALF-MINUTE

5.Remembertoletthemknowthatthey’rebetterthantheirmistake,andthatyouthinkwellofthemasaperson.

6.Remindthemthatyouhaveconfidenceandtrustinthem,andsupporttheirsuccess.

7.RealizethatwhentheRe-Directisover,it’sover.

The young man may not have believed in the effectiveness of the OneMinuteRe-Directifhehadn’tpersonallyexperienceditseffect.Eventhoughheknewhegotamildone,healsoknewhedidnotlookforwardtoanotherone.

However,everyonemakesmistakes,andheknewifheeverworkedforsuchamanagerandmadeamajormistake,heprobablywouldget amuchstrongerRe-Direct.Butitdidn’tworryhim.Heknewitwouldbefair.

AsheheadedbacktowardtheManager’soffice,hekeptthinkingaboutthesurprisingpowerofOneMinuteManagement,andhowithadbeenimprovedfor

achangingworld.All three of theSecrets seemed tomake sense.Butwhy do theywork? he

wondered.And why is the New One Minute Manager still the most productive and

admiredmanagerinthecompany?

TheNewOneMinuteManagerExplains

WHEN he arrived at the Manager’s office, Courtney said, “He’s beenwonderingwhenyou’dbebacktoseehim.”

As the young man entered the office, he noticed again how clear anduncluttereditwas.

TheManagergreetedhimwithawarmsmile.“Whatdidyoufindoutinyourtravels?”

“Agreatdeal!”“Tellmewhatyoudiscovered.”“Ifoundoutwhyyou’recalledtheNewOneMinuteManager.It’sbecause

youkeepadaptingyourThreeSecrets.YouandyourteamsetOneMinuteGoalstogethertomakesureeveryoneknowswhatthey’rebeingheldaccountableforandwhatgoodperformancelookslike.

“ThenyoucatchpeopledoingsomethingrightandgivethemaOneMinutePraising.

“Andwhenyounoticepeoplehavemadeamistake,youprovidethemwithaOneMinuteRe-Direct.”

“Whatdoyouthinkaboutallthat?”“I’msurprisedathowlittletimeittakes,andyetitseemstowork.”Theyoungmanhesitatedandthensaid,“IhopeI’mnotbeingrudewiththis

question,butdoyoureallythinkittakesonlyaminutetodoallthethingsyouneedtodoasamanager?”

TheManagerlaughed.“Ofcoursenot.Butit’sawaytomakeacomplicatedjobmoremanageable.Itoftentakesonlyaminutetorefocusongoalsandgivepeopleimportantfeedbackonhowthey’redoing.

“UsingtheThreeSecretsprobablyrepresentsonly20%oftheactivitiesweengagein,yettheyhelpusachieve80%oftheoutcomewe’relookingfor.It’stheold80/20law.”

TheManageradded,“Whatelsehaveyounoticed?”“Well,peopleobviouslyenjoyworkinghereandyoucollaboratewitheach

othertogetgreatresults.I’mconvinceditworksforyou.”TheManagerassuredhim,“Andifyoudoit,itwillworkforyou,too.”

“Perhaps,but I think Iwouldbemore likely todo it if I couldunderstandmoreaboutwhyitworks.”

“Sure. That’s true of everyone, youngman. Themorewe understandwhysomethingworks,themoreaptwearetouseit.

“LetmeshowyouoneoftheremindersIkeeponmycomputer.”Theyoungmanturnedandsaw:

*

TheBestMinuteISpend

IsTheOneIInvestInPeople.

*

“It’sironicthatmostcompaniesspendsomuchoftheirmoneyonpeople’ssalaries, and yet they spend only a small fraction of their budget to developpeople. In fact, most companies spend more time and money on maintainingtheirbuildings,technology,andequipmentthantheydoondevelopingpeople.”

“I never thought of that,” the youngman admitted. “But if it’s the peoplewhogettheresults,thenitmakesgoodsensetoinvestmoreinpeople.”

“Exactly.”TheManagerthenrevealed,“IwishI’dhadsomeoneinvestinmesoonerwhenIfirstwenttowork.”

“Whatdoyoumean?”theyoungmanasked.“WithmostoftheorganizationsIworkedin,Ioftendidn’tknowwhatIwas

supposedtobedoing.Noonebotheredtotellme.IfyouaskedmewhetherIwasdoingagoodjob,Iwouldsayeither‘Idon’tknow’or‘Ithinkso.’IfyouaskedwhyIthoughtso,Iwouldreply,‘Ihaven’tbeenchewedoutbymybosslately’or‘Nonewsisgoodnews.’Itwasalmostasifmymainmotivationwastoavoidpunishment.”

The young man said, “I can see why you manage differently. But I stillwonderwhytheThreeSecretsaresoeffective.

“Forexample,whydoessettingOneMinuteGoalswork?”

WhyOneMinuteGoalsWork

“YOUwant toknowwhysettingOneMinuteGoalsworks,” theManagerechoed.“Fine.”Hegotupandbegantopaceslowlyaroundtheroom.

“Letmegiveyouananalogythatmighthelp.I’veseenalotofunmotivatedpeople at work in the various organizations I’ve been employed in over theyears.ButIhaven’tseenthatmanyunmotivatedpeopleafterwork.

“One night, years ago, I was bowling and I saw some of the ‘problememployees’frommypreviousorganization.Oneoftherealproblempeople,whoIrememberedalltoowell,approachedthelineandrolledthebowlingball.Soonhe started to hoot and holler and jump around.Why do you think he was sohappy?”

“Becauseheknockeddownallthepins.”“Exactly.Whydoyouthinkheandotherpeopledon’thavethatsamelevel

ofexcitementatwork?”Theyoungmangaveitsomethought.“Becausetheydon’tknowwherethe

pinsare—whatthey’reaimingat.Igetit.Howlongwouldtheywanttobowliftheycouldn’tseethepins?”

“Right,” said theOneMinuteManager. “I believemanymanagers assumewronglythatthepeopleontheirteamknowwhattoaimfor.

“When you assume that people know what’s expected of them, you arecreating an ineffective form of bowling. You put the pins up, but when thebowlergoestorolltheball,henoticesthereisasheetacrossthepins.Sowhenherollstheballanditslipsunderthesheet,hehearsacrackbutdoesn’tknowhowmany pins he knocked down.When you ask himhowhe did, he says ‘Idon’tknow.Butitfeltgood.’

“It’slikeplayinggolfatnight.Alotofmyfriendshavegivenupgolf,andwhenIaskedthemwhy,theysaid,‘Becausethecoursesaretoocrowded.’

“WhenIsuggestedtheyplayatnight,theylaughed,becausewhowouldeverplaygolfwithoutbeingabletoseewheretohittheball?

“It’s the samewithwatching team sports.Howmany peoplewouldwatchtwoteamscompeteiftherewasnowaytoscore?”

“Yeah.Whyisthat?”askedtheyoungman.

“It’sallbecausethenumberonemotivatorofpeopleisfeedbackonresults.Theywanttoknowhowthey’redoing.

“In fact,wehaveanother sayinghere that’sworthnoting:Feedback Is theBreakfastofChampions.It’sfeedbackthatkeepsusgoing.

“Unfortunately,evenwhensomemanagerslearnthatfeedbackonresultsisthenumberonemotivatorofpeople,theyusuallysetupathirdformofbowling.

“Whenthebowlergoestothelinetorolltheball,thepinsarestillupandthesheet is inplacebutnowthereisanotheringredient inthegame—asupervisorstandingbehindthesheet.Whenthebowlerrollstheball,hehearsthecrashoffallingpins,andthesupervisorholdsuptwofingerstosignifyheknockeddowntwopins.Actually,domostmanagerssay,‘Yougottwo’?”

“No,” the young man said with a smile. “They usually say, ‘You missedeight.’”

“That’s right! The question I always used to ask was, ‘Why doesn’t themanager“liftup the sheet” sobothofyoucan see thepins?’Theanswerwasthathehadthegreatbusinesstraditionofperformancereviewcomingup.”

“Becausehehadperformancereviewcomingup?”wonderedtheyoungmanaloud.

“Whyisit,”theManagerasked,“thatmostpeopledon’tknowhowthey’redoing until they go through their performance review, and learn all the thingstheydidn’tdoright?

“Thenwhen theperson is told theyarenotup forabonusorapromotion,howdoes that person feel?How longwill it bebefore they startwishing theyworkedsomewhereelse?”

“Iknowtheanswer.Oneminute!”theyoungmanjoked.TheManagerlaughed.“Why do you supposemanagerswould put someone through that?” asked

theyoungman.“Sotheycanlookgood,”saidtheManager.“Whatdoyoumean?”“Howdoyouthinkyouwouldbeviewedbyyourbossifyouratedeveryone

thatreportedtoyouatthehighestlevelonyourperformancereviewscale?”“Probably as a soft touch—someonewho can’t discriminate betweengood

performanceandpoorperformance.”“Precisely,”saidtheManager.“Inordertolookgoodasamanagerinmost

organizations,youhavetocatchsomeofyourpeopledoingthingswrong.Youhave tohaveafewwinners,a fewlosers,andeveryoneelsesomewhere in the

middle.“I remember one time when visiting my son’s school, I observed a fifth-

grade teachergiving ageography test toher class.When I askedherwhy shedidn’t allow thekids to usemapsduring the test, she said, ‘I couldn’t do thatbecauseallthekidswouldget100%.’AsthoughitwouldbebadforeveryonetodowellandgetanA.

“Everyonemightnotdoagreat jobofusing theresourcesathand,so theymaynotgetanA,butwhynotset itupso thateveryonehasachance tobeawinner?”

The Manager continued, “I remember once reading that back whenpracticallyeveryoneknewtheirownphonenumber,someoneasked thegeniusAlbertEinsteinwhathisnumberwasandhewenttothephonebooktolookitup.

“He said he never cluttered his mind with information he could findsomewhereelse.

“Now,ifyoudidn’tknowbetter,whatwouldyouthinkofsomeoneinthosedayswhohadtolookuphisownnumber?Wouldyouthinkhewasawinneroraloser?”

Theyoungmangrinnedandsaid,“Probablyaloser.”“Sure,” the Manager responded. “I would, too. But we’d both be wrong,

wouldn’twe?”Theyoungmannoddedhisagreement.“It’s easy for anyof us tomake thismistake,” theManager said.Thenhe

showedhisvisitorsomethingonhiscomputer.“Lookatthis.”

*

EveryoneIsAPotentialWinner.

SomePeopleAreDisguisedAsLosers.

Don’tLetTheirAppearances

FoolYou.

*

“Yousee,” theManagersaid,“youreallyhave threechoicesasamanager.First, you can hire winners. They are hard to find and they cost money. Or,second,ifyoucan’tfindawinner,youcanhiresomeonewiththepotentialtobeawinner.Thenyousystematicallyhelpthatpersonbecomeawinner.

“If you are notwilling to do either of the first two—and I am continuallyamazedatthenumberofmanagerswhowon’tspendthemoneytohireawinnerortakethetimetodevelopsomeonetobecomeawinner—thenthereisonlythethirdchoiceleft:prayer.”

Thatstoppedtheyoungmancold.“Prayer?”TheManagerlaughedquietly.“That’sjustmyattemptathumor,youngman.

But when you think about it, there are many managers who are saying thisprayerdaily:‘Pleaseletthispersonworkout.’”

Theyoungmanlaughedandsaid,“Ifyouhireawinner,it’sreallyeasytobeaOneMinuteManager,isn’tit?”

“Sure,”saidtheManagerwithasmile.“AllyouhavetodowithpeoplewhoarewinnersissetOneMinuteGoalsandletthemrunwiththeball.”

“I understand from Jon Levy you almost don’t even have to do that withhim.”

“You’re right,” said theManager. “He’s forgottenmore thanmost peopleknow around here. But with everyone, winner or potential winner, settingstrategicOneMinuteGoalsisabasictoolforproductivebehavior.”

“Is it true that nomatterwho initiates setting theOneMinuteGoals,” theyoung man asked, “each goal always needs to be described on one page,includingduedates?”

“Yes,it’strue.”“Whyisthat?”“Sopeoplecanquicklyreviewtheirgoalsdailyandchecktheirperformance

againstthosegoals.”“I understand you have them write down only their major goals and

responsibilitiesandnoteveryaspectoftheirjob,”theyoungmansaid.“Yes.That’sbecauseIdon’twantalotofgoalsfiledawaysomewhereand

lookedatonlyonceayearwhen it’s time for aperformance reviewor settingnextyear’sgoals.

“Asyoumighthave seen,peopleonour teamkeep thisvaluable remindernearby.”Hehandedhimacardthatread:

*

TakeaMinuteToLookAtYourGoals.

ThenLookAtWhatYou’reDoing

AndSeeIfItMatchesYourGoals.

*

Theyoungmanwasamazedatthepowerfulsimplicityofthosewords.“CouldIgetacopyofthat?”heasked.“Sure,”theManagersaid.Ashewastakingnotesonwhathewaslearning,theaspiringyoungmanager

said, “Youknow, it’s difficult to grasp everything there is to learn aboutOneMinuteManagementinsuchashorttime.

“There’scertainlymoreI’dliketolearnaboutOneMinuteGoals,butcouldwemoveontodiscussOneMinutePraisings?”

“Sure.You’reprobablywonderingwhytheywork,too.”“Well, I think everyone likes tobepraised.But after awhile don’t people

starttofeellikethePraisingsarefake?”TheManager responded,“Thatdependsonwhether thePraising ismerited

andsincere.”

WhyOneMinutePraisingsWork

“LET’Slookatafewexamples.MaybethenitwillbecleartoyouwhyOneMinutePraisingsworksowell.”

“I’dlikethat,”saidtheyoungman.“One example is when parents first help children learn to walk. Can you

imagine standing a child up and saying, ‘Walk,’ andwhen he falls down youpickhimupandspankhimandsay,‘Itoldyoutowalk’?

“Instead,youstandthechildupandthefirstdayhewobblesalittlebit,andyougetallexcitedandsay,‘Hestood,hestood!’andyouhugandkissthechild.Thenextdayhestandsforamomentandmaybewobblesastep,andyouarealloverhimwithkissesandhugs.

“Finally,thechild,realizingthatthisisaprettygooddeal,startstostandonhislegsmoreandmoreuntilheeventuallywalks.

“Thesame thinggoesfor teachingachild tospeak.Supposeyouwantedachildtosay,‘Givemeaglassofwater,please.’Ifyouwaiteduntilthechildsaidthewholesentencebeforeyougaveheranywater,thechildwoulddieofthirst.

“Soyoustartoffbysaying,‘Water,water.’Allofasuddenonedaythechildsays, ‘Waller.’ You jump all over the place, hug and kiss the child, and getGrandmother on the phone so the child can say, ‘Waller,waller.’Thatwasn’t‘water,’butitwasclose.

“Now,youdon’twantakidgoingintoarestaurantattheageoftwenty-oneaskingforaglassof‘waller,’soafterawhileyouonlyaccepttheword‘water’andthenyoubeginon‘please.’

“Theseexamplesillustratethatthemostimportant—andnatural—thingtodotohelppeoplebecomewinnersistocatchthemdoingsomethingapproximatelyrightinthebeginning.Thenyoumoveontowardthedesiredresult.”

“So thekey in thebeginning,” theyoungmansaid, “is tocatch somebodydoing something approximately right until they can eventually learn to do itright.”

“You’vegotit,”saidtheManager.“Bysettingupaseriesofgoals,theyareestablishingtargetsthatcanbemoreeasilyachieved.

“Atwork, and in life, too, you don’t have to catch awinner doing things

rightveryoften,becausegoodperformers catch themselves doing things right.But people who are learning benefit from praise and encouragement fromothers.”

The youngman asked, “Is that why you observe new people a lot in thebeginning,orwhenyourmoreexperiencedpeoplearestartinganewproject?”

“Yes.Most managers wait until people do something exactly right beforetheypraisethem.Asaresult,manypeoplenevergettobecomehighperformersbecausetheirmanagersconcentrateoncatchingthemdoingthingswrong—thatis,anythingthatfallsshortofthefinaldesiredperformance.”

“That doesn’t sound like it would be very effective,” the young mansuggested.

“Itisn’t,”saidtheManager.“Sadly, that is what too many organizations do with new, inexperienced

people.Theywelcome themaboard, take themaround tomeeteverybody,andthenleavethemalone.Notonlydotheynotcatchthenewpeopledoinganythingapproximatelyright,butperiodicallytheyzapthemjusttokeepthemmoving.

“This has been a popular management style for a long time. I call it theleave-alone-zap style. You leave a person alone, expecting good performancefromthem,andwhenyoudon’tgetit,youzapthem.”

“Whathappenstothesepeople?”askedtheyoungman.“Ifyou’vebeeninanyorganization,andIunderstandyou’vevisitedmany,

youknowbecauseyou’veseenthem.Theydoaslittleaspossible.”The young man laughed. “You’re right. I’ve seen it.” Then he added,

“Workingwiththatkindofamanager,youcanunderstandwhysomanypeopledon’tenjoytheirwork.”

TheManageragreed.“That’ssotrue.Andthey’realsonotengagedinwhatthey’redoingorveryinterestedindoinggoodwork.”

The youngman said, “I’m beginning to seewhy theOneMinute Praisingseemstoworksowell.It’scertainlybetterthanfocusingonlyonwhat’swrong.”

Then he added, “It’s funny, but that remindsme of some friends ofmine.Theytoldmetheyhadanewpet,andaskedwhatIthoughtoftheirgreatideaforhouse-trainingthedog.”

“I’malmostafraid toask,”said theManager.“Howwere theygoing todoit?”

“Theysaidifthedoghadanaccidentontherug,theyweregoingtotakethedog,shovehisnoseinit,poundhimonthebuttwithanewspaper,andthrowthedog out the open kitchen window into the backyard—where the dog was

supposedtodohisjob.”TheManagerlaughed.“Then they asked me what I thought would happen with this method. I

laughed,becauseIknewwhatwouldhappen—anditdid.“After about three days, the dog pooped on the floor and jumped out the

window.Thedogdidn’tknowwhat todo,butheknewhehadbetterclear thearea.”

TheManagerroaredhisapproval.“That’s a great story. Punishment doesn’t work when you use it with

someonewho’slearning.“Ratherthanpunishinexperiencedpeoplewhoarestilllearning,weneedto

re-directthem.ThatinvolvesresettingclearOneMinuteGoalstomakesuretheyunderstandwhat’sexpectedofthemandwhatgoodperformancelookslike.”

The youngman asked, “So, after you have done that, do you try to catchthemdoingsomethingapproximatelyrightagain?”

“Precisely.Inthebeginningyou’realwaystryingtonoticesituationswhereyoucangivealegitimateOneMinutePraising.”

Then,lookingtheyoungmanstraightintheeye,theManagersaid,“Youareaveryenthusiasticandreceptivelearner.ThatmakesmefeelgoodaboutsharingtheSecretsofOneMinuteManagementwithyou.”

Theybothsmiled.TheyknewaOneMinutePraisingwhentheyheardone.“I’d rather have a Praising than a Re-Direct,” the young man said. “I

understandnowwhyOneMinuteGoals andPraisingswork.Theymakegoodsense.

“ButwhydoOneMinuteRe-Directswork?”

WhyOneMinuteRe-DirectsWork

THEManager explained, “There are several reasonswhyOneMinuteRe-Directsworksowell.

“Tobeginwith,thefeedbackhappensinsmalldoses,becauseyoucatchthemistakeearlyon.

“Many managers gunnysack their feedback. That is, they store upobservationsofpoorbehavioruntilfrustrationbuilds.

“Whenperformancereviewtimecomes,thesemanagersareangryingeneralbecausetheirsackisreallyfull.Sotheychargeinanddumpitallatonetime.

“They tell people every single thing they have done wrong for the lastseveralweeksormonthsormore.

“It’s not fair to people to save up negative feelings about their poorperformance,andit’snoteffective.”

The youngmanbreathed a deep sigh. “So true.And that often happens athome,too.”

“Yes, some parents and spouses do that, too, and they get the same poorresults.

“Whathappensthenispeopleusuallyendupdisagreeingaboutthefacts,orthey simply keep quiet and become resentful. Often, the person receiving thefeedbackbecomesdefensive.Theydon’townwhattheyhavedonewrong.

“Thisisanotherversionoftheleave-alone-zapwayofcommunicating.“Ifmanagerswouldaddressthingsearlier,theycoulddealwithonebehavior

ata timeand thepersonwouldnotbeoverwhelmed.They’dbemore likely tohear the feedback the way it was intended. That’s why I think performancereviewshouldbeanongoingprocess,notsomethingyoudoonlyonceayear.”

“SoisthatwhytheRe-Directworks?Becausethemanagerdealsfairlyandclearlywith one behavior at a time, so the person receiving the feedback canhearit?”

“Yes.Youwanttogetridofthebadbehaviorbutkeepthegoodperson,soyoudon’tattackthepersonjustbecausethey’vemadeamistake.”

“Is thatwhyyoumake itapoint topraisepeople in thesecondhalfof theRe-Direct?”

“Yes.Thegoalisnottotearpeopledown,buttobuildthemup.“Whenourself-concept isunderattack,wefeelaneedtodefendourselves

andouractions,eventotheextentofdistortingthefacts.Whenpeoplebecomedefensive,theydon’tlearn.

“Soyouwanttoseparatetheirbehaviorfromtheirworth.Reaffirmingthemafteryou’veaddressed themistake focuseson theirbehaviorwithoutattackingthempersonally.

“Whenyouwalkaway,youwantthepersonawareofandconcernedaboutwhattheydid,insteadofturningtoacoworkerandtalkingabouthowtheyweremistreatedorwhattheythinkofyourleadershipstyle.

“Otherwise, the person takes no responsibility for the mistake and themanagerbecomesthevillain.”

Theyoungmanasked,“Whywouldn’tyougivethePraisingpartoftheRe-Directfirstandthenthecritique?”

“For some reason, it just doesn’twork thatway. Some people, now that Ithinkofit,saythatIamniceandtoughasamanager.Buttobemoreaccurate,I’mactuallytoughandnice.”

“Toughandnice?”echoedtheyoungman.“Yes. In that order. This is an old philosophy that has worked well for

literally thousandsof years.There’s a story fromancientChina that illustratesthis.

“Onceuponatime,anemperorappointedasecond-in-command.Hecalledhimtheprimeministerand,ineffect,saidtohim,‘Whydon’twedivideupthetasks?Whydon’tyoudoall thepunishingand I’lldoall the rewarding?’Theprime minister said, ‘Fine. I’ll do all the punishing and you do all therewarding.’”

“IthinkI’mgoingtolikethisstory,”theyoungmansaid.“Youwill,”theManagersaidwithaknowingsmile.“Now, this emperor soon noticed that whenever he asked someone to do

something, theymightdo itor theymightnotdo it.However,when theprimeministerspoke,peoplemoved.

“Sotheemperorcalledtheprimeministerbackinandsaid,‘Whydon’twedivide the tasksagain?Youhavebeendoingall thepunishinghere forquiteawhile.Now letmedo the punishing andyoudo the rewarding.’ So the primeministerandtheemperorswitchedroles.

“Within amonth therewas a revolt. The emperor had been a nice person,rewardingandbeingkindtoeveryone;thenhestartedtopunishpeople.People

said,‘What’swrongwiththatoldcodger?’andtheythrewhimoutonhisear.“When they came to look for a replacement, they said, ‘You knowwho’s

really starting to come around now? The prime minister.’ So they made himemperor.”

“Isthatatruestory?”theyoungmanasked.“Whoknows?”theManagersaidwithalaugh.“Seriously,”headded,“Ido

know this: if you are first tough on the behavior, and then supportive of theperson,itworksbetter.”

“Doyouhaveanymodern-dayexamplesofwhereaOneMinuteRe-Directhasworked,maybeoutsidethebusinessworld?”

“Sure.AthleticcoachesalloverthecountryusetheequivalentofaRe-Directto improve their athletes’ performances. For example, a well-known collegebasketballcoachtoldmeheusesittocreatechampionshipteams.”

“Howso?”“Hetoldmeaboutatimewhenhisbestplayerwasplayingsopoorlyinan

important game that unless he quickly improved his game, the team wouldprobably lose. So he took this player out of the game and had him sit on thebench.”

“Hisbestplayer?”askedtheyoungman.“Howcouldheaffordtotakehimoutofanimportantgame?”“Hecouldn’t affordnot to.Unless theplayerplayedhisAgame, the team

wasn’tgoingtowinandwouldmisscompetinginthechampionship.“Soastheplayersatonthebench,thiscoachtoldhimexactlywhathewas

doingwrong.‘You’remissingeasyshots,you’renotgrabbinganyrebounds,andyou’re loafing on defense. I’m angry with you because you don’t look likeyou’reeventrying!’

“Hewaitedamoment,thenadded,‘You’rebetterthanthat.Youneedtositonthebenchuntilyou’rereadytoplaythewayyou’recapableof.’

“Afterwhatseemedlikeforever,theplayerstoodup,wentovertothecoach,andsaid,‘I’mreadytogoin,Coach.’

“Thecoachresponded,‘Thengetbackin thereandshowmewhatyoucando.’

“When the player got back in, hewas all over the court, diving for looseballs,grabbing rebounds,andmakinghisusual shots.Thanks tohiseffort, therestoftheteamalsoimprovedtheirplayandtheywonthegame.”

“Sobasically,”theyoungmansaid,“thecoachdidthethreethingsthatJonLevytoldmeaboutearlier:tellpeoplewhattheydidwrong;tellthemhowyou

feelaboutit;andremindthemtheyarebetterthanthat.“Inotherwords,theirperformanceisbad,buttheyaregood.”“Precisely. You see, it is very important when you are leading people to

remember that behavior and worth are not the same things. What is reallyworthwhileisthepersonwho’smanagingtheirownbehavior.

“Itappliesequallytouswhenwe’remanagingourownbehavior.“In fact, if you realize this,” the Manager said as he brought up another

screenonhiscomputer,“youwillknowthekeytoprovidingareallysuccessfulRe-Direct.”

*

WeAreNotJustOurBehavior.

WeAreThePersonManaging

OurBehavior.

*

Theyoungmansaid,“Itsoundslikethere’srespectandcaringbehindaRe-Direct.”

“I’mgladyounoticedthat,youngman.You’llbemoresuccessfulwhenyourespecttheindividualyou’rere-directing.”

Theyoungmanwashesitant to ask thenextquestion. “WhileOneMinutePraisingsandOneMinuteRe-Directsareeffective,couldtheybeseenaswaystomanipulatepeopleandgetthemtodowhatyouwant?”

“That’s a great question. Manipulation involves deceptively controllingpeople for your own advantage. If you’re trying tomanipulate people, you’redoingapoorjob,anditwillcomebacktobiteyou.

“Your job is to showpeoplehow tomanage themselvesandenjoy it.Youwantthemtosucceedwhenyou’renotaround.

“That is why it is so important to let people know up frontwhat you aredoingandwhy.

“It’s like anything else in life. There are things that work and things thatdon’twork.Beinghonestwithpeopleworksbetter.Asyoumayhavenoticed,beingdishonesteventuallyleadstofailingwithpeople.”

“Icanseenow,”theyoungmansaid,“wherethepowerofyourmanagementstylecomesfrom—youcareaboutpeople.”

“Yes,Ido.AndIalsocareaboutresults!”The young man was beginning to see more clearly how closely related

peopleandresultswere.HerememberedhowgruffhethoughtthisspecialManagerwaswhenhefirst

methim.Itwas as though theManager could read hismind. “Sometimes,” he said,

“youhave tocareenoughtobe tough—that is, toughonthepoorperformancebutnotontheperson.

“As you undoubtedly know, makingmistakes is not the problem. It’s notlearningfromthemthatcausesrealproblems.”

Theyoungmanasked,“Whathappenswhenapersonkeepsmakingsimilarmistakes,afteryou’vealreadyprovidedthemwithaRe-Direct?”

“Well, let me ask you, how do you think a manager feels when thathappens?”

“Probablyunhappy,annoyed,orevenangry.”“Yes.That’swhenyouneedtotakeabreakandcalmlylookatthesituation,

soyouremotionsdon’tcauseyoutomakeamistake.“AOneMinuteRe-Directisintendedtohelppeoplelearn.However,whena

person has learned something and has shown they can do it, but they have awon’tdoattitude,youneedtolookatthecosttotheorganization,andwhetheryoucanaffordtokeepsuchapersonontheteam.”

Thatmadesensetotheyoungman.BynowhehadgrowntoliketheNewOneMinuteManager,andknewwhy

peopleenjoyedworkingthere.Theyworkedwithhim,notforhim.Theyoungmansaid,“Maybeyouwouldfindthisinteresting.Iwrotethisto

remind me of how goals and consequences are related and how OneMinuteGoals, Praisings, andRe-Directswork together.”He showedhim a page fromhisnotes:

*

GoalsBegin

Behaviors.

ConsequencesInfluence

FutureBehaviors.

*

“That’sgood!”theManagersaid.“Doyou thinkso?” theyoungmanasked,wanting tohear thecompliment

again.“Youngman,”theManagersaidlightheartedly,“itisnotmyroleinlifetobe

ahumantaperecorder.Idonothavetimetorepeatmyself.”Justwhentheyoungmanthoughthemightbepraisedagain,hefelthewas

inforanotherOneMinuteRe-Direct.Butthebrightyoungmankeptastraightfaceandsaidsimply,“What?”Theylookedateachotherforamomentandthenbothbrokeintolaughter.“I likeyou,youngman,” theManager said. “Howwouldyou like towork

here?”Theyoungmanstaredinamazement.“Youmeanworkforyou?”heasked

enthusiastically.“No. Imeanwork for yourself, like the other people on our team. I don’t

believeanybodyeverreallyworksforanybodyelse.Deepdown,peopleliketoworkforthemselves.

“Thepeopleonourteamworkaspartnersandtogetherwelookforwaystoimprove.Idomybesttohelpthemworkbetter,andintheprocessweallenjoyourworkandlivesmore.Andwe’reagreatbenefittoourorganization.”

Thiswas,ofcourse,whattheyoungmanhadbeenlookingforallalong.“I’dlovetoworkhere,”hesaid.Andsohedid.Over time, he benefited greatly from working with such an innovative

manager.Andeventually,theinevitablehappened.

AnotherNewOneMinuteManager

HE,too,becameaNewOneMinuteManager.

He became one, not because he thought like one, or talked like one, but

becauseheledandmanagedlikeone.Hekeptthingssimple.HesetOneMinuteGoals.HegaveOneMinutePraisings.HeprovidedOneMinuteRe-Directs.He asked brief, important questions; spoke the simple truth; laughed,

worked,andenjoyed.Andperhapsmostimportantofall,henotonlymanaged,healsoledpeople

to be creative and do new things.He encouraged those around him to do thesameforthepeopletheyworkedwith.

He even created a pocket-sizedGamePlan tomake it easier for people tobecomeaNewOneMinuteManager.Hegave it asausefulgift to thosewhocouldbenefitfromit.

Itread:

TheNewOneMinuteManager’sGamePlan

AGifttoYourself

MANY years later, he looked back on the timewhen he first heard aboutOneMinuteManagement.Itseemedlikelongago.

Theneedforhisorganization tobemoreagileandresponsivehadbecomeevengreatersincehe’dfirstmettheNewOneMinuteManager.Sohewasverygrateful that the special manager had been so generous with his time andknowledge.Ithadprovedtobeveryvaluable.

Remembering his promise to share what he’d learned with others, he hadexpandedthenoteshe’dtakenlongagoandhadgivenacopytoeachpersononhisteam.

They’d read it and said that using the Three Secrets had made a realdifference.

TheyfoundthatPraisings,especiallywhentheywerebalancedwitheffectiveRe-Directs,wereapowerfulwaytoaccomplishGoalssooner.

Severalpeoplealsorevealedtheywereusingtheprinciplesathomeandwereenjoyingcatchingeachotherdoingsomethingright.

LizAquinohadcomebytosay,“ThankyouforlettingmeknowabouttheThreeSecrets.Ihavemuchmoretimenow.”

He’dresponded,“WehavetheNewOneMinuteManagertothankforthat.”Sittingathisdesk,herealizedhowfortunatehewas.Henowhadtimetothinkandplan,andtogivehisorganizationthekindof

helpitreallyneeded.He hadmore time to spendwith his family and pursue other interests.He

even had time to relax. He felt lucky to have less stress than othermanagersmightexperience.

Because thepeopleonhis teamweredoingsowell,hisdivisionhadfewercostlypersonnelproblems,lessillness,andlessabsenteeism.

Ashelookedback,hewasgladhehadn’twaitedtostartusingOneMinuteManagementuntilhethoughthecoulddoitjustright.

He’dadmittedtohisteam,“I’mnotusedtotellingpeoplehowgoodtheyareorhowIfeel.AndI’mnotsureIcanalwaysremembertotellyouthatIvalueandthinkwellofyouwhenIgiveaRe-Direct.”

So,hehadtosmilewhensomeonesaid,“Well,youcouldat leastgive itatry!”

Bysimplyaskingpeopleiftheywantedtobemanagedbysuchamanager,andadmittingthathemightnotalwaysbeabletodoitright,he’daccomplishedsomethingimportant.

Peopleknewupfront thathewashonestlyontheirsidefromthestart,andthatmadeallthedifference.

AGifttoOthers

HEwaslostinthought,sowhenthephonerang,itstartledhim.Heheardhisassistantsay,“Goodmorning.Thereisayoungwomanonthe

phonewhowould like toknow if shecouldcomeand talkwithyouabout thewaywemanagehere.”

He smiled, remembering his own early experiences. “I’d be happy to talkwithher,”hereplied.

Later,whenhemetwiththebrightyoungwoman,hesaid,“I’mhonoredtosharewhatI’velearnedaboutleadingandmanaging.”

Asheofferedheraseatheadded,“Iwillonlymakeonerequestofyou.”“Whatisthat?”thevisitorasked.“Simply,”hebegan,“thatifyoufindituseful,youwill...”

*

ShareItWithOthers.

*

theend

AcknowledgmentsOver the years we have learned from and been influenced by many

individuals.Wewouldliketoacknowledgeandgiveapublicpraisingto:LarryHughesforhisunique,creativepublishingoftheoriginaledition.

Drs. Gerald Nelson andRichard Levak, for the OneMinute Scolding, anamazinglyeffectivemethodofparentaldiscipline.We’veadaptedtheirmethodintotheOneMinuteRe-Direct.

Dr.ElliottCarlisleforwhathetaughtusabouteffectivedelegation.Dr. Thomas Connellan for what he taught us about making behavioral

conceptsandtheoriesclearandunderstandabletoall.Dr. Paul Hersey for what he taught us about applying insights from the

behavioralsciences.Dr.DorothyJongeward,JayShelov,andAbeWagner forwhat they taught

usaboutcommunicationandtheOK-nessofpeople.Dr.Robert Lorber forwhat he taught us aboutmanaging consequences in

businessandindustry.Dr.KennethMajerforwhathetaughtusaboutgoalsettingandperformance.Dr.CarlRogersforwhathetaughtusaboutpersonalhonestyandopenness.LouisTiceforwhathetaughtusaboutunlockinghumanpotential.We also want to thank our marvelous literary agent Margret McBride;

RichardAndrews;ourexcellenteditorsNancyCaseyandMarthaLawrence;ourtalenteddesignerPatrickPiña,andFayeAtchisonforalltheirhelp.

TaketheNextStepAvailable from The Ken Blanchard Companies New One Minute ManagerTrainingTheOneMinuteManagerhasbeenpartofeverymanager’sessentiallibraryforoverthreedecades.Nowyoucandevelopyourmanagementpotentialby exploring the wisdom of The NewOneMinuteManager and building thepractical skills critical to your success. Learn how you can become a moreeffectivemanageratkenblanchard.com.

The concepts in this book are some of the many ways that The KenBlanchard Companies® helps organizations improve performance, employeeengagement,andcustomerloyaltyaroundtheworld.Ifyouwouldlikeadditionalinformation about how to experience these benefits within your organization,contactusat:TheKenBlanchardCompaniesTheLeadershipDifference®

Phone:+1-760-489-5005Contact: kenblanchard.com/inquire Website: www.kenblanchard.com

AvailablefromSpencerJohnson,MD

Spencer Johnson’s Books You may discover more about Dr. SpencerJohnson’sbooksatwww.spencerjohnson.com.

AbouttheAuthorsKENBLANCHARD,oneof themost influential leadershipexperts in the

world,isthecoauthoroftheiconicbestseller,TheOneMinuteManager,and60other books whose combined sales total more than 21 million copies. Hisgroundbreakingworkshavebeentranslatedintomorethan42languagesandin2005 he was inducted into Amazon’s Hall of Fame as one of the top 25bestsellingauthorsofalltime.

He is also the cofounder with his wife, Margie, of The Ken BlanchardCompanies®, an internationalmanagement training and consulting firm inSanDiego,California,andLeadLikeJesus,aworldwideorganizationcommittedtohelpingpeoplebecomeservantleaders.

Kenhas receivednumerous awards andhonors forhis contributions in thefields of management, leadership, and speaking. The National SpeakersAssociation awarded him its highest honor, the Council of Peers Award ofExcellence.HewasinductedintotheHRDHallofFamebyTrainingmagazineandhereceivedtheGoldenGavelAwardfromToastmastersInternational.Kenalso received the Thought Leadership Award by ISA–the Association ofLearningProviders.

When he’s notwriting or speaking,Ken teaches students in theMaster ofScienceinExecutiveLeadershipProgramattheUniversityofSanDiego.

Born inNewJerseyand raised inNewYork,Ken receivedanMAdegreefromColgateUniversityandaBAandPhDfromCornellUniversity.

SPENCER JOHNSON,MD, is one of themost admired thought leadersandwidelyreadauthorsintheworld.Hisbookshavebecomeembeddedinourlanguageandculture.

Called“TheKingofParables”byUSAToday,Dr.Johnsonisoftenreferredtoasthebestthereisattakingcomplexsubjectsandpresentingsimplesolutionsthat work. His brief books contain valuable insights and practical tools thatmillionsofpeopleusetoenjoymorehappinessandsuccesswithlessstress.

His thirteenNewYorkTimes bestsellers include the #1 titlesWhoMovedMy Cheese? An A-Mazing Way to Deal with Change and The One Minute

Manager: The World’s Most Popular Way to Manage Your Work and Life,coauthoredwithKenBlanchard.

In a time when many have learned to be skeptical of simplistic answers,millions of readers around theworld have found the simple truths in SpencerJohnson’sparablestobeinvaluable.

Dr. Johnson’s education includes a BA degree in Psychology from theUniversity of Southern California, an MD degree from the Royal College ofSurgeons, and medical clerkships at the Mayo Clinic and Harvard MedicalSchool.

He has served as Research Physician at the Institute for InterdisciplinaryStudies;LeadershipFellowattheHarvardBusinessSchool,andAdvisertotheCenterforPublicLeadershipatHarvard’sKennedySchoolofGovernment.

Over50millioncopiesofSpencerJohnson’sbooksareinuseworldwidein47languages.

Discovergreatauthors,exclusiveoffers,andmoreathc.com.

AlsobyKenBlanchardandSpencerJohnsonAlsobyKenBlanchard,PhDTHEONEMINUTEMANAGER (withSpencer Johnson)PUTTINGTHEONEMINUTEMANAGERTOWORK (withRobertLorber)LEADERSHIPANDTHEONEMINUTEMANAGER(withPatZigarmiandDreaZigarmi)THEONEMINUTEMANAGERMEETS THEMONKEY (withWilliamOncken)THEONEMINUTEMANAGERBUILDSHIGHPERFORMINGTEAMS(withDonCarewandEuniceParisi-Carew)RAVINGFANS(withSheldonBowles)GUNGHO!(withSheldonBowles)HIGH FIVE! (with Sheldon Bowles, Don Carew, and Eunice Parisi-Carew) WHALE DONE! (with ThadLacinak,ChuckTompkins,andJimBallard)FULLSTEAMAHEAD!(withJesseStoner)THESECRET(withMarkMiller)LEADINGATAHIGHERLEVEL(withtheFoundingAssociatesandConsultingPartnersofTheKenBlanchardCompanies)THE FOURTH SECRETOF THEONEMINUTEMANAGER (withMargretMcBride)TRUSTWORKS!(withCynthiaOlmsteadandMarthaLawrence)AlsobySpencerJohnson,MDTHE ONE MINUTE MANAGER (with Ken Blanchard) PEAKS AND VALLEYS Making Good And Bad TimesWorkForYou—AtWorkAndInLifeTHEPRESENTTheGiftThatMakesYouHappyAndSuccessfulAtWorkAnd InLifeWHOMOVEDMYCHEESE?AnA-MazingWayToDealWithChangeWHOMOVEDMYCHEESE?forTeensWHOMOVEDMYCHEESE?forKidsTHEONEMINUTE$ALESPERSONYESORNOTheGuideToBetterDecisionsTHEONEMINUTEMOTHERTheQuickestWayForMothersToHelpChildrenLikeThemselvesAndBehaveThemselvesTHEONEMINUTEFATHERTheQuickestWayForFathersToHelpChildrenLikeThemselvesAnd Behave Themselves THE ONE MINUTE TEACHER How To Teach Others To Teach Themselves (withConstanceJohnson,MEd)THEPRECIOUSPRESENTTheGiftYouGiveYourselfONEMINUTEFORYOURSELFTakingCareOfYourMostValuableAssetTHEVALUETALESSERIESFORCHILDREN

CopyrightTHE NEW ONE MINUTE MANAGER. Copyright © 2015 by Blanchard Family Partnership and CandleCommunications, Inc.All rights reserved under International andPan-AmericanCopyrightConventions.Bypaymentoftherequiredfees,youhavebeengrantedthenonexclusive,nontransferablerighttoaccessandreadthetextofthise-bookon-screen.Nopartofthistextmaybereproduced,transmitted,downloaded,decompiled, reverse-engineered, or stored in or introduced into any information storage and retrievalsystem,inanyformorbyanymeans,whetherelectronicormechanical,nowknownorhereafterinvented,withouttheexpresswrittenpermissionofHarperCollinse-books.

FIRSTEDITION

ISBN978-0-06-236754-9

EPubEditionMAY2015ISBN9780062389152

1516171819OV/RRD10987654321

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